The Springboard Consultancy’s licensing process

The Springboard Consultancy’s licensing process

The Springboard Consultancy has an impeccable and well established track record of selecting, training and licensing both freelance and in-house trainers. To date, we have trained and licensed over 1,400 trainers in over 46 countries around the world.

We train and licence trainers for six personal/work development programmes: Springboard and Sprint (for women), Navigator (for men), Boost, Spring Forward and Fresh Steps.

The licensing process is as follows:

Step 1: Complete and return the trainers’ licensing application form. (Contact

Step 2: We will check that you fulfil our selection criteria, and interview you if you are applying for a freelance licence.  This interview gives you an opportunity to ask us anything. We regard these interviews as a two-way process – we need to be happy with you and you need to be happy with us. If your application is successful, we’ll confirm your place on the relevant trainers’ licensing course.

Step 3: Before you arrive on the trainers’ licensing course, we will usually provide you with an electronic copy of your three year licence, ask you to print, sign and return two copies to us. One copy will be returned to you, countersigned, at the end of the course. When you successfully complete the trainers course, we are then in a legal relationship for the three years. The licence outlines what you have promised us and what we have promised you. You need to be clear about what it says before you come on the trainers’ course. Signing the licence and successfully completing the trainers’ course means (amongst other things) that you become part of the international network of licensed trainers.

Step 4: Participate in the residential trainers’ licensing course, during which we will cover every aspect of setting up and delivering your chosen programme. Your course fee includes an extensive Trainers’ Manual with further background material for reference after the course. The trainers’ course is a pass or fail course, as this is part of our quality control. You will be given feedback throughout the course and it is in all our interests that you succeed. You will be told whether you have passed before the end of the course.

Step 5: An annual conference is run for all licensed trainers in the UK. This day is very important; giving the opportunity to become updated with any improvements or changes to the programme you are delivering, make useful contacts with other trainers and to pick up hints and tips. Many trainers also find that this day refreshes their motivation.

Step 6: Your licence will expire on its third anniversary. If you want to renew it for a further three years, there is a brief renewal process, mostly consisting of a review of your past successes and your plans for the following three years. You do not have to do the trainers’ course again. There is a fee for a licence renewal of £330.00 plus VAT for in-house licences and £220.00 plus VAT for freelance licences.

Selection criteria:

Potential trainers do not need to be professional trainers, although many are. You are being trained to deliver one specific training programme and not to become all-round trainers. We do expect you to have some training skills, even if you are not a professional trainer. If you don’t have any training skills, we will probably ask you to attend a standard trainer skills course before reapplying for licensing. Experience shows that professional trainers are often more likely to run programmes because it is inherent in their job descriptions or businesses. However, line managers are often good licensed trainers as, in addition to their training skills, they can also be excellent role models.

The criteria for becoming a licensed trainer are that you: –

  • Have a real commitment to personal development and the course for which you want to be licensed.
  • Have the ability (or potential ability) to deliver the programme you have chosen.
  • Have at least some training experience.
  • If in-house, have your line manager’s commitment to you running programmes.
  • Are open to ideas and feedback.
  • Support the ground rules that follow (see page 4)
  • Are positive and enthusiastic about the programme.
  • Want to be a licensed trainer.
  • Have the ability, (or potential ability) to present to large groups.
  • Agree to the terms of the trainers’ licence.
  • If applying for Springboard and Sprint – be a woman.
  • If applying for Navigator – be a man.
  • Have life experiences that will be relevant to your potential participants and be prepared to share some of them.
  • Freelance trainers must have or plan to develop an on-line presence and website.


The Trainer Licensing Course:

To equip you with the knowledge, understanding and experience of your chosen programme to enable you to set up and run successful programmes.

To demonstrate sufficient practical delivery skill and understanding of the programme content, groundrules and training methods to be awarded a licence.

Contents: –

The detailed content of each trainer’s course varies, depending on the programme for which you are being licensed.  This is an overview of the modules, which are common to all courses:-

The modules are:

  • Introductory – an introduction to running this programme, its content, structure, track record and overview of the trainers manual
  • Running the programme – setting up the programme, the nomination process, structure and results, logistics, trainers’ choices, group sizes, co-training, fine tuning the programme to the internal culture of your client/organisation
  • Groundrules  – the Springboard Consultancy groundrules which relate to all the licensed programmes (see page 4)
  • Training and learning  – workshop ingredients/methods, finding and managing guest speakers, trainer’s role, learning styles, assertiveness as a trainer’s skill, feedback on performance and learning reviews
  • Practising the programme – detailed preparation and practice delivering the workshops and getting feedback, reviewing personal DVDs and self-assessment
  • Marketing and selling the programme – marketing and selling the programme inside and to organisations, PR and communicating the programme
  • Evaluating the programme – evaluation strategies and processes for this programme
  • Closing module – summary and trainer’s development plans, evaluation of the licensing course, action points, final remarks


Each successful participant receives: –

  • An extensive ‘Trainers Manual’ exclusive to licensed trainers.
  • Everything that you need to sell, market and publicise the programme commercially.
  • 3 year license included in the cost of the licensing fee – renewal fee is minimal (an administration charge) and licences are normally renewed provided that all conditions of the license have been met.
  • A flash drive containing PowerPoint slides for the delivery of all the workshops.
  • A copy of the research report ‘Personal Development has Legs’.
  • Any other background material particular to the programme for which you are licensed.
  • Some PDF brochures to get you started.
  • Artwork for the relevant logo or ‘Mark’.
  • A copy of the ‘Programme List’ which shows where programmes are already running.
  • Access to support, ideas and advice from us throughout the three years of your licence.
  • A profile and contact link on our website for freelance trainers.
  • Contact details for the freelance international network of licensed trainers
  • Opportunity to borrow our exhibition stands.


The Trainers’ Licence:

The trainer’s licence is the formal, legal document which outlines the obligations on both parties (you and us) for the three year duration of your licence. There is no substitute for reading the real licence and we recommend that you familiarise yourself with its content before applying for licensing.

However, here is a very rough summary of what the licence says:-

We promise to:-

    • Provide you with hard copy of the trainer’s manual and electronic artwork for the relevant logo.
    • Give permission for use of our training materials and logo.
    • Keep your trainer’s manual up to date.
    • Pass contacts on when relevant.
    • Circulate your name and contact details when relevant.
    • Provide you with a sounding board for ideas.
    • Give you feedback on draft brochures, proposals, evaluation forms, etc.
    • Send you up to date information.
    • Provide you with publicity materials to use if you wish.
    • Provide links from our website, if you wish.
    • Organise the annual conference in the UK.
    • Be available for advice and help (within reason!)

You promise to:-

  • Only start running programmes once you are licensed.
  • Not to train or to license other trainers.
  • Not to share copyrighted materials with unlicensed individuals.
  • Deliver the material according to the manual.
  • Keep the manual safe and not let others use it.
  • Keep accurate records.
  • Provide us with accurate information about your activities.
  • Only deliver programmes in your resident country.
  • If in the UK, attend the annual conference.
    1. Pay fees for the use of our training materials and copyright.


What now?

These notes are intended to give you a broad overview of our licensing process. There is a danger of it all looking rather complicated and off-putting, but in practice it is straight-forward and pragmatic. The licence is there to provide protection for you as well as us. We hope we will never need to refer to it – once you are licensed.

Please do pick up the phone (020 3794 6730) and call us with any questions you may have. Or complete and send the application form and we will call you.

We look forward to hearing from you and to the prospect of working with you.

The groundrules for running a programme

As a licensed trainer you will be expected to put these ground rules into practice.  They are fundamental to the ethos of all Springboard Consultancy programmes.  Many of them are also accepted good training practice.

The groundrules also play an important part in the licensing course.  You will learning more about them during the course you will be expected to demonstrate your understanding and application of them during your delivery.

Think about the practical implications for you of working with each of these before you apply:

1, Single gender and mixed gender

The Springboard and Sprint programme is strictly for women only and the Navigator programme is strictly for men only.  There is significant research to support a single-gender environment for this development training where common themes and issues can be taken seriously, participants can compare notes and gain encouragement and support.  Single gender training can bring the special quality of environment needed to face the reality of daily life and see it in a fresh new light. The Fresh Steps, Boost and Spring Forward programmes are run for mixed gender groups.  The common factor amongst these groups is age or level within an organisation.

2, Self-Nomination

Because all our programmes are personal development programmes, (as opposed to training in a skill or technique) participants have to make the decision to participate themselves or be willing to be encouraged by others.  Any form of development training demands a great deal from the participant because it is about examining oneself and about making sometimes profound changes in both personal and work lives.  Therefore you cannot force someone to develop themselves.  It is impossible to do development work with someone who doesn’t want to be there unless, of course, you resort to brainwashing!

3, Wholistic approach

People lead extremely complex and busy lives, constantly balancing the multi-roles of breadwinner, mother/father, partner, cook, referee, gardener, wife/husband, entrepreneur, manager, daughter/son, etc. Development training works with the whole person.  Having a wholistic approach also means that participants can relate the course to their specific situations, knowing that all life circumstances are seen as a valid part of the course.  A big theme in all the programmes is work/life balance so all the programmes encourage participants to focus on their life as a whole, not just the work bit.

4, No magic answers

The trainer never tells a participant what to do with their lives.  The role of the trainer is to enable participants to explore options and support them in making their own choices.  Participants can be disappointed when you tell them there are no magic answers because they have an expectation that the trainer will provide them with a theory, materials, or guru figure that will change their lives.  It is important that participants find their own individual answers to the development questions that they either bring to or find during a development training programme.

5, Confidentiality

Participants need to feel free to raise any issues in the knowledge that confidences will not be repeated outside the course room and that information on individuals will not be fed back to the employer (other than an attendance record).  This is especially important for participants who are unfamiliar with attending courses or with especially low self-confidence.  Every participant and all the trainers and speakers are included in the contract of confidentiality.

6, Demonstrate equity

Development training aims to help people to overcome the prejudices that they have experienced because they are who they are.  Participants do not have to conform to the stereotype for their gender, race, age etc.  All our programmes promote equity in access to, and participation in, good quality development training.  The practical implications of this affect your choice of venue, your pricing policy, your presentation of the programme, your use of language and much more.

7, Take action – small steps

None of the Springboard Consultancy’s programmes expect the participant to wait until the end to take action.  Thinking and good intentions are turned into action.  Writing and sharing what they are going to do usually makes participants more likely to do it.  The emphasis is on taking small, practical steps forward.  These help participants to gain confidence and are much easier than big leaps.  Huge goals are more attainable for being broken down into manageable chunks.

8, Lead by example

Your credibility as a development trainer is inextricably linked with your ability to demonstrate that what you are talking about works and that you have personal experience of it.  If you are not actively pursuing your own personal and work development while urging others to do so, then you’ll soon be found out!

This is one of the most important groundrules. You do not need to have got your personal development right (who has?), but you have to be working on it.

9, Accept where people are – it’s their programme

The programme is delivered for the participants, tailored to their issues and challenges, using their examples, their vocabulary and recognising the reality of their lives.  However people’s lives are not neat and tidy and it’s all too easy to generalise and categorise people.

As a development trainer you must accept totally where people are in their lives, in relation to the material and ideas that you are putting across.  Do not fit them into preconceived boxes or judge them in any way for being where they are.

10, Maximum access

The whole purpose of the Springboard Consultancy programmes is to to help women and men to gain access to good quality development training.  There are no exceptions in that statement.  There are many things that restrict access, both physically such as venues with steps or not served by public transport or by creating an impression of exclusion such as publicity materials that are not explicit about who the course is for.

The emphasis of development training is heavily weighted towards learning through experience.  Real shifts take place inside people through a personal experience, through doing and not just through thinking, however satisfying the intellectual debate.  Therefore keeping the material practical rather than academic or theoretical encourages all to engage.

It is important, as a trainer, to create an environment where people ‘have a go’ at new things.  Participants say that being encouraged to have a go enabled them to learn.

11, Believe in them, build them up and stretch them

Everything is positive in the programmes.  It is your job to believe in the participants more than they believe in themselves and more than others believe in them.  Your task is to build on existing levels of skills, determination, confidence and courage, and take them further by ‘stretching’ and challenging.  You are not there to provide light entertainment. The participants are not there to jump through hoops to please you.  It is a partnership, but ultimately it’s their course. ‘Stretching’ means pushing them to achieve just a little bit more.

Participants often achieve much more than they expected or believed possible, through being encouraged to keep taking a succession of small steps outside their comfort zone.

12, Networking

Networking is an integral part of development.  Participants get an enormous amount from each other.  Thinking in a networking way about every aspect of development training, from pre-course research to post-course activities, positively increases the use of contacts.

Small support groups often continue to meet after the programme.  You will need to facilitate this aspect.

12, Role models

Role models inspire participants to action.  For many people in organisations the role models that are there are negative ones.  Including lots of examples and providing good case studies of people who have been successful in their lives, or who have risen to deal with huge challenges, keeps the programme relevant and down-to-earth.  Collecting lots of stories will give you a great resource for this.  You will also be seen as a role model so think about aspects of your life which will inspire or be relevant to your participants.