Why People Choose Maze For Corporate Training

At Maze, we have almost 20 years of experience listening to customers to design and deliver bespoke training, coaching and consulting. These solutions are catalysts to sustaining change in individuals and as a result in organisations. We are big on design, delivery and measurement. We see time and time again that what gets measured makes a difference! We assess several skill sets when working with a customer and across almost 4500 people, the improvement numbers speak for themselves:


Leadership Skills



Coaching Skills



People Management Skills



Communication Skills



Planning Skills


Improvement Measured from skill set ROI across almost 4500 people trained by Maze Training Ltd up to October 2018.

Thousands of the people we have trained have consistently changed and gone on to sustain that change back in the workplace. Are your current training courses and programmes delivering on your expectations? Does your current supplier measure the difference your training makes? Now is the time for you to know the difference…if you don’t how do you know what you are currently doing works and delivering value for your training spend?

Our results speak for themselves, imagine the change it could make to the performance, productivity and ultimately the profitability of your organisation. We do know from the customers we work with that they are able to protect their training budgets because they can demonstrate the difference it makes which makes sense. Their people experience our current, relevant and practical training that is easy to use back in the workplace delivered by trainers who people just love!

Maze Provides measured bespoke Training, Coaching and Consulting for a
variety of specialist areas including:

  • Leadership and Management
  • Customer Service
  • Unconscious Bias and Diversity Coaching
  • Coaching
  • Dealing with Challenging People
  • Employee Productivity
  • Influencing
  • Personal Impact
  • Interview Skills
  • Communication
  • Presenting with Impact
  • Delivering on Time
  • High Performance Team
  • Emotional Intelligence
  • Managing Projects

Book a free call now to understand the difference that
Maze can make to your business

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Customers We Have Worked With

Excellent, relevant and innovative material

The advantages of Maze


Inclusive ROI Measurement of all Maze courses and programmes

Director-led approach to drive maximum Return on Investment


We work locally and globally, delivering training throughout the UK as well as Europe, Asia, Africa, Australia, South America and North America.


We are specialists in design and delivery of bespoke courses and programmes with every director having over 20 years of Leadership and Management experience.

Like you, we believe learning changes everything; Our training develops and embeds good habits and sustainable business practises.

Maze Bespoke Approach

The 4D approach

Your training issues may not be dissimilar to other organisations, however, Maze appreciate your organisation is different your culture, ethos, vision and how you do things makes yours unique in so many ways.

We know from our experience that when you receive the Maze bespoke approach, it’s your issues we address in a way that fits your people’s needs, delivering you the maximum return for your investment.



Your Issue



Partnership solutions



In the most effective way



Where you want to go

Maze…the facts speak for themselves

Across almost 4500* people the skill set improvements were:


Leadership Skills



Coaching Skills



Communicating Skills



Planning Skills



People Management Skills



Change to Maze with Confidence!
How the people assessed Maze out of 10

Knowing the Financial Difference Your Training Makes

We developed mazeROI© to benchmark the changes that resulted from the training we delivered.

This was because of our own desire to create both the best marketing material for us and a motivator: we can see the difference we make. It has evolved from the simple Excel spreadsheet in its formative stages in 2005 and since 2008, every Maze course or programme has had an online ROI measurement.

The online process allows a feedback process to assess specific individual change post-training. It usually takes place at 3-month intervals with online assessments being collated and analysed in an executive summary produced for the customer.

It has enabled Maze and our customers to make meaningful changes to the way we design and embed the training.

The Maze Glossary

360 Degree Feedback

When information is provided about an individual from a variety of sources e.g. manager, direct reports, peers, customers etc usually acquired using an Assessment Questionnaire that captures feedback and scores that relate to the knowledge skills and behaviours of that person. The purpose is to obtain a fuller picture of their performance based on their working relationships. The feedback is then more often than not delivered to the individual on a one to one basis to ensure that the output is understood in context and there is the ability to facilitate any further questions or issues.


Assess, Benchmark, Calculate, Decide, Execute

Accelerated Learning

Mainly based on the work of Dr Georgi Lozanov at the University of Sophia in Bulgaria in the 1950’s and 1960’s combining learning theory and whole brain theory (practical experience and a real life context) to achieve a faster way of learning.


Is a phase of The Maze© (see Maze© The) that explores the level of obligation, responsibility and commitment that an individual has for their actions.


The conscious act of doing/starting something. The fourth part of ZEBRA©, the 5-stage people centric integral phase of The Maze© (see Maze© The) refers to the conscious act of doing/starting something in order to achieve the desired change/objective.

Action Learning / Action Learning Sets

A learning technique performed in groups to enable an individual to learn by questioning and involving others in coming up with proposed actions/solutions to a problem or issue.


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Balanced Scorecard©

Originating from studies carried out by Dr Robert Kaplan and David P Norton in the 1990’s it is a technique often used by managers and organisations to clarify their vision and strategy and then translating them into actions by identifying four or more key perspectives from which the organisation’s performance can be measured. The four key measures are:

  • Financial Perspective
  • Customer Perspective
  • Business Process and Learning
  • Development Perspective

BECKS (Behaviour, Environment, Clarity, Knowledge/Skills)

Becks analysis is used to give clarity on how well a team performs both positively and negatively around each of the four areas:

  • Behaviour – visible or not so visible actions or behaviours of team members (as a group and individually).
  • Environment – office space, equipment, resources, geography, temperature etc.
  • Clarity – communication, processes, action plans, project plans, role clarity, who does what in the team etc.
  • Knowledge and Skill – Competencies,
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Cascading Goals

The process of adopting goals at different levels within and organisation or team to ensure there is alignment between organisations objectives and employees activities and goals.

Case Study

A detailed written description of a real life situation that enables participants of a learning event to make a recommendation based on the facts given. Alternatively allows a training organisation to demonstrate through a real life situation that they are able to successfully develop the knowledge, skills and behaviours of people they train.


What may get in the way of an individuals or an organisations performance these could include lack of skills, knowledge or information, low motivation, working environment and remuneration.


A process where a participant of a training programme completes the training and is assessed and achieves the minimum pass rate. This can sometimes be marked and authenticated by a third party e.g. ILM.

Change Curve


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De Bono – Six Hats©

The Six Hats Thinking was designed by Edward de Bono to help contextualise ideas in a more lateral way with our way of thinking. Each of the six different coloured hats (White, Green, Blue, Black, Yellow and Red) represent different characteristics, by wearing one of the coloured hats you can then look at any issue from a different perspective by taking on that role and characteristic. It is an excellent creative thinking tool that works really well with a team and effective in demonstrating the importance of being able to consider an issue from a number of different ways.

Decay Rate

The amount of time it takes a participant of training to forget what they have learned. The rate of decay can be slowed when the new skills and behaviours are practised and used when returning to their role.


Failure to meet the prescribed

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A method of personal development delivered or enabled using electronic technology. It allows pass/fail assessment and time flexibility around participants other commitments.


A feedback tool that structures the positive or negative feedback to focus on the facts rather than the emotional feelings.

  • Example – a tangible example of what you want to specifically give feedback on.
  • Effect – what effect is this having on the individual, Manager, Team, Organisation or Customer.
  • Change – what you would like then to ‘change’ about there behaviour or actions to improve the situation.

Or Continue what you would like them to ‘continue’ and do more of.


Being successful in achieving the intended or desired result.


Measures how well someone is performing relative to expectations.


Performing in the best possible way with the minimum waste of time, effort and energy having used their

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A technique used to enhance the learning experience and improve its success, by drawing on the knowledge of participants and building upon this to fill in any gaps knowledge and skills gaps.


A person who leads a training event by delivering the appropriate and required theory and content by establishing through questioning what they already know, listening to their current level of understanding and providing suggestions, alternatives and resources and solutions.


Providing other people with feedback on their actions, attitude and behaviour in order for them to continue doing more of what is good, doing what they should be doing and changing what they are not doing correctly/effectively. There are a number of effective feedback models; a simple and highly effective one is EEC – Example, Effect, Change or Continue.

Fishbone Thinking

Based on the work of Dr Kaora Ishikawa it is a technique to identify the

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Gantt Charts

Based on Henry Gantt’s contribution to management processes for which he was awarded a medal in 1929, it is a tool for planning and scheduling projects to assess the length a project will take, the order in which the project needs to be carried out, the dependencies between tasks and possible conflicts. It also determines the resources required and allows you to monitor progress and identify immediately what will have been achieved by a given time and therefore highlights where the project may need to be bought back on track.

Generation X

A label attributed to people born during the 1960s and 1970s. Members of Generation X are often described as cynical or disaffected, though this reputation obviously does not apply to all people born during this era. This generation has an increased understanding of technology, having grown up during the age of computers.

Generation Y

The generation

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A book designed to include guidance information usually for technical or procedural processes that are defined.


A book containing the reference materials used during a training course or programme, often produced in a format that allows participants the opportunity to personalise with their own notes.


Is an emotional or mental state which is characterised by pleasant emotions that can range from contentment to euphoria.

Happy Sheet

A way of capturing the feelings of those who have attended a training event, this is more likely to capture subjective feedback (how does the individual feel about what they have learned) they are still used by a number of training providers however we would recommend they are used in conjunction with other more robust methods (see mazeROI©).

Hard Skills

The skills needed to perform where specific job requirements are set out and well defined in terms of actions to be

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Exercises or games used by trainers and facilitators at the start of a course, workshop or event, designed to introduce the delegate/learners to each other, encourage participation and overcome any nervousness about the training.

Informal Learning

Not to be misunderstood as an informal way of the learning happening, informal learning means that the person learning sets their own learning objectives appose to formal learning when the training department or organisation set the objectives.


An individual who imparts knowledge or information to learners in a structured manner by presenting information, directing structured leaning experiences, and managing group discussions and activities.

Instructor Led Training (ILT)

A training course or programme facilitated by an instructor (see Instructor), normally in classroom or through a web-based conference system.

Intelligence Quotient (IQ)

Is a score derived from a standardised logic and process test designed to assess and measure a person’s intelligence. The abbreviation IQ

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Job Description

A formal statement of duties required to fulfil a job, these can include job purpose, main responsibilities (KRA’s/KPI’s), knowledge, skills and qualifications required.

Johari Window©

A technique developed and used by Joseph Luft and Harry Ingham in California in 1955 to help people improve self-awareness, mutual understanding and relationships between themselves and others. The model includes four ‘windows’ to represent the location of ideas and information available, within a group of people. Helps to develop a leader’s role through self awareness and by increasing the Public Window will deliver greater mutuality.

Information that is KNOWN or SHARED by all parties.
Clarity in what you want and what others want.

Information YOU know but OTHERS DO NOT.
Others cannot use information they do not have.

Blind Spot
Information OTHERS KNOW but YOU DO NOT.
Cannot address

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Means ‘improvement’, or ‘change for the better’ in Japanese and refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, game development, and business management (see Six Sigma). Embedding Kaizen into the workplace defines that the organisation and all of its people will work towards continuously improving its processes to reduce waste and cost (efficiency and productivity). The process of Kaizen is embedded into Toyota and it has for many years now been a role model example of the results it can enable an organisation to achieve.

Key Performance Indicators (KPI’s)

The measurement indicators that are in place in an organisation to measure individual and or group performance.

Key Responsibility Areas (KRA’s)

These are areas of performance that an individual or group is responsible for achieving, they are normally defined in a Job Description or through organisational Values and Behaviours.

Kirkpatrick Four Levels of

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To be a leader and take on a leadership role (the person ultimately accountable) requires that person to have followers those working with and for them to deliver theirs and the organisations vision and strategic objectives.


A relatively permanent change in behaviour that can be measured, the learning occurs by gaining new knowledge and skills from learning, study, instruction or training.

Learning & Development (L&D)

Is the management, provision and facilitation of learning and development of individuals, teams and organisations.

Learning Activities

Events, workshops or exercises that are intended to promote learning.

Learning Analysis

Analysis of each task or competency area to determine what the learner should be able to do upon completion of training and how well they must be able to do it, this includes what skills and knowledge they must be taught in order to meet the end-of-training requirement.

Learning Content Management System (LCMS)


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M-Learning (Mobile Learning)

The process of e-learning through a mobile device, such as an mp3 player (iPod), smart phone portable computer, or iPad. As the title says it is mobile learning and as such needs no fixed or predetermined location.


The overall function of a manager to organise develop and work with others to achieve common goals and objectives

Maslow’s Hierarchy of Needs

A theory in psychology proposed by Abraham Maslow in 1943 in his paper on ‘Theory of Human motivation’ it describes the way in which humans’ basic needs are supplanted by ‘higher needs’ once they have been satisfied. The four ‘lower needs’ are grouped under the term ‘deficiency needs’ and include physiological (e.g. eating, drinking, breathing etc), safety (e.g. physical security, employment, health etc), love and belonging (e.g. friendship and family), and esteem (e.g. respect, self-respect etc) needs. The ‘higher needs’ are also known as ‘growth needs’

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Needs Analysis

A method used to determine training needs by reviewing work tasks, identifying performance factors and objectives, and defining training objectives and recommendations.

Neuro-linguistic Programming (NLP)

An approach to communication, personal development and psychotherapy created in the 1970s. The title refers to a stated connection between the neurological processes (”neuro”), language (”linguistic”) and behavioural patterns that have been learned through experience (”programming”) and can be organised to achieve specific goals in life.


Something a person focuses their efforts and actions on to achieve or accomplish for example a specific goal or target they wish to achieve through a series of goals and tasks.

On-the-Job-Training (OJT)

Formal training for learning new skills and knowledge needed to perform a job, this training takes place in the actual work place ‘on the job’ this is often delivered by a manager or peer and more often than not on a one to one basis.

One-to-Many Training

Training/learning delivered to more than one delegate/learner in workshop, group or classroom format (group training).

One-to-One Training

Training/learning that is delivered to only one participant/learner at a time e.g. mentoring.


This practical model outlines a four point decision loop that supports quick, effective and proactive decision making.

  • Observe - collect current information,
  • Orient – analyse the information you have and update your current reality,
  • Decide –
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Participative Design

A process used where training design is achieved by the participation of other functions and departments to enhance the design and buy-in by key stakeholders.

Passive Learning

Learning where no feedback is given to a user’s response.

Perceptual Modality

The learning style that refers to the primary way our bodies take in and perceive information; visual, auditory, kinaesthetic, and tactile (VAK).


The accomplishment of an objective or task, in accordance with a set standard of completeness and accuracy.

Performance Gap

The demonstrable gap that exists between desired and actual performance.

Performance Improvement

A systematic process of discovering and analysing human performance improvement gaps, planning for future improvements in human performance, designing and developing interventions to close performance gaps, implementing the interventions, and evaluating the financial and non-financial results.

Performance Improvement Plan (PIP)

A plan used to structure performance improvement objectives where you are trying to avoid formal

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A short test to measure achievement/competence on training delivered this could be face to face training or through E Learning.

Return on Investment

A financial or practical outcome that demonstrates the return delivered for the investment made, demonstrating if the investment was worthwhile.

Role Model

Delivering a role to the highest possible standard and level of competence consistently so as to be seen as one of the best there can be within an organisation at that given time. The fourth part of the 5 stage ZEBRA© people centric integral phase of The Maze© (see Maze© The) refers to the level of ‘best’ behaviour a person/ people have in order to achieve the desired change/objective.

Role Model Profile

The make up of the calculated percentages of Knowledge, Skill and Attitude that constitutes an organisations optimal mix to achieve the organisational objectives.

Scenario-based Task Analysis

An analysis performed for management and leadership tasks where steps taken are difficult to define or observe.


In learning psychology, the way in which a human processes, stores and “recreates” information coming into the brain.


A timed work placement which can takes place either internally or externally to another organisation. Secondments are used to broaden a person’s knowledge and help them gain more experience and skills.

Seven Habits – Stephen Covey©

In 1989 Stephen R. Covey published a book that described an approach to being effective in attaining goals by aligning oneself to what he called ‘true north’ principles of character. It has since been published in many countries and has sold more than 25 million copies.

The book initially introduces the concept of a paradigm shift and change in mindset and psychologically how two people can see the same thing differently. Each chapter of

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T Grow Model

Miles Downer introduced a T standing for Topic to the well known GROW model that was developed by John Whitmore, it is used by individuals and organisations as a coaching method. GROW is an acronym for Goal, Current Reality, Options and Will – they are seen by Whitmore as the four key components of a coaching session.

Talent Management

An organisations commitment to support and develop there talented individuals or those who have been identified as future Director potential. Alternatively it could mean how the talent of the organisation is managed in order to fulfil the future needs of that organisation.


An element of work that is completed to achieve a larger objective or goal, it has a start and end point and it is ultimately what you do to change the outcome.

Task Analysis

A method of identifying measurable behaviours involved in the performance of

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Value Chain

Michael Porter’s 1975 model for analysing the specific activities through which organisations can create value and competitive advantage. The organisation’s primary activities are divided into five linked functions as follows: Inbound logistics; Operations; Outbound logistics; Marketing and sales; and Service.


A book that may otherwise be known as a handout (see Handout) that includes information and exercises to assist the participant with achieving learning objectives of the course or programme. Often designed to allow the participant the opportunity to personalise with their own notes.

Worked Sample

The use of a number of random samples to determine the frequency with which certain activities are performed. Performance on a work sample is frequently used as a criterion against which prediction devices in evaluation are validated.


3-stage model from Maze to gain clarity as a means to self assist the reduction of stress.

X = X marks the focus

Y = Why does it matter?

Z = Zest... how energised do you feel about this?


Concept of drilling down to level of essential/core motivational drivers, to then look at alignment of actions to best ‘fit’ these drivers.

ZEBRA© (Zest, Empowerment, Belief, Role Model, Action)

The 5 stage people centric phase of The Maze© (see Maze© The) ZEBRA is an acronym that represents your current state or the state of the team you are or will be working with. Zest (Z) is the level of readiness and energy, Empowerment (E) is the feeling of autonomy, Belief (B) is the level of self belief, Role Model (R) is being the best you can be, demonstrating the highest level of Knowledge, Skill and Attitude. Action (A) is your ability to take action now.


The first part of the 5 stage ZEBRA© people centric integral phase of The Maze© (see Maze© The), refers to the level of readiness and energy a person/people have in order to achieve the desired change/objective.

ADCs (Assessment and Development Centres)
AL (Accelerated Learning)
BECKS (Behaviour, Environment, Clarity, Knowledge/Skills)
BIS (Business, Innovation and Skills)
CEL (Centre for Excellence in Learning)
CIPD (Chartered Institute of Personnel and Development)
CIT (Critical Incident Technique)
CLP (Commissioner’s Leadership Programme)
CMS (Customer Management System)
CPD (Continuing Professional Development)
CRM (Customer Relationship Manager)
CSR (Corporate Social Responsibility)
DfES (Department for Education and Skills)
DMAIC (Define, Measure, Analyse, Improve, Control)
DMT (Directorate Management Team)
DTI (Department of Trade and Industry)
EBIT (Earnings Before Interest & Tax)
EBITDA (Earnings Before Interest, Tax, Depreciation & Amortisation)
EEC (Example, Effect, Change/Continue)
EMCC (European Mentoring and Coaching Council)
GROW (Goal, Reality, Options/Objectives, Will)
HR (Human Resources)
HRD (Human Resource Development)
HRM (Human Resource Management)
ICF (International Coaching Federation)
IIP (Investors in People)

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