Inside the study: what we’ve learned from mastermind groups in police leadership
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- Introduction
- What the research into mastermind groups set out to explore
- What the research found: the potential of peer-led learning
- Mastermind groups - The challenge of putting good ideas into practice
- What makes mastermind groups succeed
- How organisations can make mastermind groups thrive
- Why mastermind groups matter for confidence and culture
- Conclusion – Mastermind groups, small idea, big impact
- About the research
1. Introduction
Study into the success of mastermind groups and peer-led learning.
At Bit Famous, we’ve seen first-hand how powerful peer learning can be. When colleagues come together to talk openly about their challenges, swap ideas and hold each other accountable, something clicks. Confidence grows. Problems get solved. People stop waiting for permission and start making things happen.
Up to now, most of our evidence has been anecdotal. We knew the impact was real, but we wanted to know if our gut feeling stood up to proper scrutiny. So, in early 2025, we partnered with Northumbria University and the College of Policing to find out.
Bit Famous had been invited to deliver Workplace Mastermind Groups training for the College of Policing — introducing leaders to a practical, peer-led approach to problem-solving and professional development.
We joined a programme to support the careers of senior police leaders — officers at Superintendent level and above, many from diverse backgrounds — who are being encouraged to reach the highest ranks of their profession.
Researchers at Northumbria University evaluated the impact of our approach, gathering data from more than 80 senior police leaders before their training, 26 immediately after and a smaller group of six participants three months later.
The findings are fascinating. Participants showed strong gains in understanding how to set up and run mastermind groups, and many reported feeling supported by peers and managers in applying what they had learned. There were small upward trends in job satisfaction and collaboration too. Confidence stayed consistently high, which suggests these sessions helped people use the confidence they already had rather than increase it further.
In short, the research reinforces what we’ve long observed in practice: when people are given space to learn from each other, they don’t just gain knowledge — they strengthen connection, clarity and confidence in how they work.
Let’s take a look at what the data tells us.
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Bit Famous in association with the College of Policing.
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2. What the research into mastermind groups set out to explore
This study set out to uncover what really happens when senior professionals are shown how to create and run their own Workplace Mastermind Groups — and whether that learning makes a lasting difference once they’re back in the workplace.
Researchers at Northumbria University followed more than 80 executive leaders from police forces across England and Wales, all of whom took part in our Workplace Mastermind Groups training through the College of Policing. The evaluation ran from May to October 2025, collecting data before the training, immediately after, and again three months later.
The research explored four main questions:
- Do participants understand how to set up and run a Workplace Mastermind Group after training?
- Do they feel supported by colleagues and managers in applying what they’ve learned?
- What helps people apply what they’ve learned?
- And what gets in the way once they’re back in busy, demanding roles?
As well as analysing survey results, the researchers gathered open-text feedback to capture people’s experiences in their own words. These comments revealed clear themes: participants left with a strong grasp of how mastermind groups work, a greater sense of ownership over their own learning, and a renewed appreciation of peer support.
Together, the data and feedback suggest a clear picture of how peer-led learning can build leadership confidence and collaboration across policing and beyond.
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3. What the research found: the potential of peer-led learning
The results give real weight to the idea that peer-led learning works. Across the six-month study, participants showed clear gains in understanding, support and satisfaction — all indicators of a stronger, more connected workplace culture.
Immediately after the training:
- 89.5% said they knew what a Workplace Mastermind Group is
- 78.9% understood how to set up a group
- 84.3% understood how to run one
- 78.9% knew how to find colleagues to get started
- 84.3% understood the career benefits of doing so
Those results held steady three months later, showing that the learning had stuck. Three quarters of respondents still felt confident about what mastermind groups are and how to organise them. However, only around 25% had gone on to set up a group — the rest said they hadn’t yet found the time or capacity to do it.
Even so, the shift in mindset was evident in the qualitative feedback. Participants described feeling supported by managers and peers, with positive trends in collaboration, job satisfaction and how they worked with others. Confidence, interestingly, stayed consistently high throughout. The research did not show an increase, but it suggests participants were able to maintain and apply the confidence they already had.
The data suggests a clear picture: when people learn together, they become more resourceful, connected and capable — even when organisational pressures make it hard to act straight away. The appetite for peer-to-peer problem-solving is there; what’s needed now is the space and support to turn that enthusiasm into everyday practice.
4. Mastermind groups - The challenge of putting good ideas into practice
One of the clearest findings from the research was the gap between knowing how to run a mastermind group and actually doing it. Three months after training, most participants still understood the concept and intended to start a group — but only around 25% had managed to put one in place.
This wasn’t down to a lack of enthusiasm. The data shows that participants valued the idea and wanted to make it work. What stood in their way were practical barriers such as workload and capacity constraints, logistical challenges in identifying suitable peers and meeting spaces, and personal factors like absence or competing priorities.
It’s also worth noting that the participants in this study were all serving police leaders, operating in complex, high-pressure environments. Unlike leaders in the commercial sector, who may have more flexibility to ringfence time for peer learning, police professionals often face operational demands that make it harder to sustain regular mastermind groups.
Even so, the learning clearly stuck. Participants continued to report high confidence, a better understanding of peer learning, and a strong desire to use it when they could. The conclusion is clear: the concept works — but in time-pressured sectors like policing, people need organisational support and permission to make it part of everyday practice.
5. What makes mastermind groups succeed
While the research identified clear barriers, it also revealed what helps workplace mastermind groups take hold — and why this approach creates lasting value when people are shown how to do it properly.
The findings suggest participants responded particularly well to the practical design of the Bit Famous training: it made the concept clear, doable and directly applicable to their working lives.
In our Workplace Mastermind Groups training, we don’t just tell people what a mastermind group is — we show them how to run one. We walk them through the structure, the conversation flow, and the small but crucial details that make it work. The university’s evaluation found strong qualitative evidence that this practical, confidence-building approach resonated with participants.
5.1 Keep it practical and clear
In training, we demonstrated how simple a mastermind group can be — a focused, peer-led conversation that turns shared challenges into shared solutions. We showed participants how to set clear objectives, agree on timing and make sure everyone contributes.
The research supports this. At the post-programme stage, 89.5% of participants said they knew what a Workplace Mastermind Group is, 78.9% understood how to set one up, and 84.3% understood how to run one. The report concluded that participants gained “strong gains in knowledge and understanding” and valued the how-to guidance most of all.
5.2 Build peer support early
In our sessions, we encouraged participants to think about who they could bring together — colleagues at a similar level, facing similar challenges but with different perspectives.
The evaluation found that this focus on peer connection hit home. Participants valued “hearing others discuss similar workplace challenges” and “the opportunity to share experiences and ideas”. The researchers noted “immediate benefits for peer support”, although these didn’t continue to grow over time — suggesting that workshops like ours successfully spark connection but need follow-up to maintain it.
5.3 Keep it small and purposeful
We showed participants that smaller groups tend to work best — ideally six to eight members, enough for diversity but small enough for real discussion.
The report reflects this thinking. It found that participants “recognised the importance of being selective about membership to ensure group effectiveness” and understood that “effective MMGs could be small, focused groups with carefully selected membership”. That insight gave attendees confidence that they could start small without needing formal endorsement.
5.4 Make the format simple but powerful
During training, we modelled a meeting structure: begin with a short social check-in, move to individual challenges, ask questions, and close with shared actions. It’s structured but flexible — just enough framework to create focus without formality.
The evaluation confirmed that participants valued this practical implementation advice. They praised the workshop for covering “how to structure group sessions, set up support networks, and organise face-to-face meetings”. These were identified as “the ‘how-to’ aspects that participants needed most”.
5.5 Encourage variety and diversity
We also showed how mastermind groups work best when they cross traditional boundaries — mixing departments, specialisms and experiences.
The study’s qualitative findings support this: participants particularly appreciated “the networking opportunity to connect with colleagues from other forces”. This cross-organisational contact was described as both valuable and memorable, highlighting how mastermind groups can break down silos and build new professional relationships.
5.6 Keep it light, but keep it going
We encouraged participants to focus on consistency rather than perfection — regular, short sessions are better than one-off marathons. We also suggested they set dates early and take turns leading.
The report found that knowledge and motivation remained strong at the three-month follow-up: 75% still knew how to set up and run a group and intended to start one, though only 25% had done so. Researchers concluded that “this sustained knowledge alongside limited implementation highlights the gap between understanding and action”. That persistence shows the learning stuck, even when time pressures slowed implementation.
Taken together, the data suggests that mastermind groups succeed when people are given practical guidance, supportive peers and the confidence to start small. The Bit Famous approach achieved that by demystifying the process and giving leaders simple, repeatable steps to follow. Northumbria University’s evaluation makes it clear: when people know what to do and feel trusted to do it, peer-led learning doesn’t just work — it has the potential to endures.
6. How organisations can make mastermind groups thrive
The research makes one thing clear: people leave the Workplace Mastermind Groups training energised, confident and ready to act — but whether they actually do depends on the environment they return to. To turn insight into action, organisations need to give people the permission, time and light-touch structure to make mastermind groups part of everyday working life.
6.1 Make space, not noise
The biggest barrier identified in the study was time. Participants understood what to do but struggled to find the capacity to do it. This is where leaders can help. Protect even a small pocket of time for peer-led learning and it will pay off. Mastermind groups don’t need hours — a regular 45-minute slot every month is enough to build momentum. When the signal from the top is “this matters”, people make the time.
6.2 Give permission and encouragement
In many workplaces, people hesitate to set up something new without formal approval. Yet the research showed that those who felt empowered to take ownership were more likely to act. Leaders can give that permission explicitly — encourage people to start small, experiment and share what works. It’s about creating a culture where learning from peers is not just accepted but expected.
6.3 Keep the follow-up light but consistent
The report highlighted how motivation stayed high even when implementation stalled. A simple follow-up — like a check-in session or shared workspace where people can post updates — helps maintain momentum. When participants know someone’s interested in their progress, they’re more likely to keep going.
6.4 Provide templates and practical guides
Participants valued the practical elements of training most — how to structure a session, how to find members, and how to keep meetings focused. Organisations can reinforce this by sharing short templates or examples. A one-page “how to start your own mastermind group” guide can remove uncertainty and make the first step easier.
6.5 Recognise and share success stories
Once groups get going, their results often speak for themselves. The research identified positive trends in collaboration, manager support and job satisfaction — not statistically significant improvements, but encouraging signals. Celebrate those wins publicly. When people see colleagues benefiting from peer-led learning, it normalises the idea and sparks more groups to form.
6.6 Build it into leadership development
The evaluation found that participants, many of them senior police leaders, valued the peer support and problem-solving that mastermind groups created. Embedding this approach into leadership or talent programmes is an easy win — it develops confidence, connection and shared accountability at every level.
Mastermind groups don’t need heavy infrastructure or ongoing facilitation. What they need is organisational trust: trust that people can come together, talk honestly about what’s difficult and work out how to make it better. The Northumbria University study showed strong engagement with the approach, and now it’s up to organisations to give it room to grow.
7. Why mastermind groups matter for confidence and culture
Confidence is often talked about as something personal — a trait you either have or don’t. But the Workplace Mastermind Groups study suggests it’s much more collective than that. When people meet regularly to talk openly, share challenges and support one another, confidence becomes contagious. It spreads through teams, strengthens relationships and starts to shape how people behave at work.
The research showed that participants entered the training with confidence already high — and it stayed that way throughout the six-month study. That matters. It tells us these sessions aren’t about building confidence from scratch, but about putting it to work. People used their existing confidence to lead conversations, test ideas and find better ways to collaborate.
When you think about it, that’s the cultural shift every organisation is chasing. You want teams who back themselves, share what they know and look out for each other. The data backs this up: participants described feeling supported by peers and managers, and the quantitative results showed positive trends in collaboration and job satisfaction. Those outcomes don’t just make for happier individuals — they create workplaces that are more open, engaged and adaptable.
Mastermind groups also have a quiet but powerful role in breaking down silos. The study found participants particularly valued connecting with colleagues from other areas and forces. By creating these horizontal links across teams, mastermind groups foster understanding and trust — the bedrock of any confident workplace culture.
So, while the numbers show a rise in knowledge and connection, the real story is human. When people have a safe space to speak honestly and listen deeply, they start showing up differently. They become braver, more collaborative and more resilient. And that’s what builds confidence at scale — not a one-off workshop, but a culture where colleagues help each other thrive.
8. Conclusion – Mastermind groups, small idea, big impact
The Northumbria University evaluation gives clear, independent evidence of what many of us have seen in practice: when people are given a simple structure to learn from each other, the results go far beyond skills or knowledge.
Participants in the Workplace Mastermind Groups training didn’t just understand the concept — they embraced it. Almost nine in ten could explain what a mastermind group is and how to run one. The evaluation also showed positive trends in how supported participants felt by colleagues and managers, along with small upward shifts in collaboration and job satisfaction. Confidence remained consistently high throughout, indicating that participants were able to sustain and apply the confidence they already had.
The real challenge, as the study shows, isn’t about engagement or enthusiasm — it’s about time and permission. People know this kind of peer learning works; they just need space and encouragement to make it part of daily working life.
For organisations, that’s the opportunity. Mastermind groups don’t require budgets, toolkits or consultants. They need belief — belief that colleagues can learn best from each other, and that when you trust people to share challenges and ideas, they’ll grow stronger together.
The research points to the potential: workplace mastermind groups can strengthen confidence, collaboration and connection. They help everyday colleagues become better problem-solvers, and that’s the foundation of a confident, thriving workplace.
If you’d like to explore how to introduce mastermind groups into your organisation or see the full evaluation findings, get in touch at hello@bitfamous.co.uk
About the research
Study title: Evaluation of the Workplace Mastermind Groups Programme
Authors: Dr Vicki Elsey and Dr Kieran Ball, Northumbria University
Commissioned by: Bit Famous, in collaboration with the College of Policing
Participants: 80+ senior police leaders from forces across England and Wales
Study period: May – October 2025
Research type: Mixed-method evaluation (quantitative and qualitative data)
Purpose: To assess the impact of the Workplace Mastermind Groups training on confidence, collaboration and professional development.
Source: Northumbria University, Faculty of Health and Life Sciences, 2025
Request the source material: hello@bitfamous.co.uk
