This paper reviews how action learning was used as part of a regional leadership development programme involving a number of public sector organisations. It explores how the sets were designed and set up and the significant challenges that this particular approach brought. A number of positive tangible outcomes were produced from the sets and these are outlined. Six lessons that have been learnt from this experience are identified and an indication given of how these will be applied to the next two regional leadership programmes that are being developed. (Contains 3 notes and 1 figure.)