Skip to main content
    The Human Advantage Library 2026

    Every workshop we run, in one place

    Evidence-based workshops for the skills AI cannot replace. Browse 128 workshops, follow a curated pathway, or build your own experience. Delivered globally in five languages.

    Browse the workshops     Explore pathways
    Virtual or face-to-facewhatever works best for you
    90 minutes to full daysmatched to the depth you need

    A practical starting point for HR and L&D planning

    Compare 128 workshops across 16 collections and 16 learning pathways, then shortlist the sessions that fit your audience and goals. Delivery is available virtually or face-to-face in 5 languages.

    Every session is designed for real performance improvement back in the workplace, not knowledge transfer, which is why every entry below names the workplace outcomes you can expect.

    Click any workshop to unfold its objectives, outcomes, learning points, experience description and the models behind it.

    Use the button to build a shortlist and we will price it as you go.

    AI Leadership Programmes

    Looking for a full leadership programme?

    Beyond individual workshops, we run two flagship leadership programmes for the age of AI: The Augmented Us and The Augmented Leader Suite. Explore the full experiences below.

    Explore programmes

    Campus to Corporate

    A confident start for graduates, apprentices and early-career professionals making the leap from education to organisational life.

    Designed for: Early careers and individual contributors
    A1Landing Well: Your First Ninety Days at WorkTurn your induction period into a launchpadEarly careersIndividual contributors

    Objectives

    • Build a structured plan for your first ninety days in a new role
    • Identify the unwritten rules and expectations of your workplace
    • Establish credibility through early, visible contributions

    Workplace outcomes

    • A personal ninety-day plan agreed with your manager
    • Faster integration into team routines and relationships
    • Early wins that build reputation and confidence

    Learning points

    • ·Why transitions predict long-term success and how to manage them deliberately
    • ·Decoding organisational culture: what gets rewarded, what gets noticed
    • ·The learn-first principle: questions that accelerate understanding
    • ·Securing early wins without overreaching

    The experience

    A practical, energising session where participants map their own ninety-day plan against a proven transition framework, pressure-test it in pairs and leave with actions for the week ahead.

    Models and frameworks

    • The First 90 Days transition model Watkins (2003)
    • Organisational culture levels Schein (2010)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A2Professional Presence: Show Up, Speak Up, Stand OutCredibility you can carry into any roomEarly careersIndividual contributors

    Objectives

    • Understand the components of professional presence and how others read them
    • Practise contributing confidently in meetings, in person and online
    • Develop a personal presence plan grounded in authenticity

    Workplace outcomes

    • More frequent, higher-quality contributions in meetings
    • Positive visibility with managers and senior colleagues
    • A repeatable routine for preparing to be seen and heard

    Learning points

    • ·Gravitas, communication and appearance: the three pillars of presence
    • ·Speaking early and adding value in meetings without oversharing
    • ·Managing nerves so they work for you rather than against you
    • ·Presence on video calls: camera, voice and energy

    The experience

    A supportive, practice-rich workshop with live micro-rehearsals and structured peer feedback, designed to stretch without exposing anyone.

    Models and frameworks

    • Executive presence model Hewlett (2014)
    • Self-efficacy theory Bandura (1997)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A3Managing Your Manager: The Skill Nobody Teaches YouBuild a working partnership with the person who matters most to your progressEarly careersIndividual contributors

    Objectives

    • Understand your manager's priorities, pressures and working preferences
    • Communicate progress, problems and needs in ways that build trust
    • Negotiate workload and development opportunities constructively

    Workplace outcomes

    • Clearer expectations and fewer misunderstandings with your manager
    • Updates and asks that land well and get answered
    • A stronger case for stretch opportunities and support

    Learning points

    • ·The mutual dependence between manager and team member
    • ·Diagnosing your manager's style and flexing your approach
    • ·Structuring updates: progress, risks, decisions needed
    • ·Asking for feedback and development without awkwardness

    The experience

    A candid, conversational session built around real scenarios participants bring, with scripts and structures they can use in their very next one-to-one.

    Models and frameworks

    • Managing your boss Gabarro and Kotter (1980)
    • Radical Candor Scott (2017)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A4Own the Day: Workload, Inbox and Attention BasicsThe personal operating system every new professional needsEarly careersIndividual contributors

    Objectives

    • Set up a trusted system for capturing and organising work
    • Prioritise daily and weekly tasks against what matters most
    • Protect focused time in an environment full of interruptions

    Workplace outcomes

    • An organised personal workflow that survives busy weeks
    • Fewer dropped tasks and missed deadlines
    • At least one protected block of focused work per day

    Learning points

    • ·Capture, clarify, organise: getting work out of your head and into a system
    • ·Urgent versus important: making the distinction daily
    • ·Email and message hygiene that keeps you responsive without being reactive
    • ·Building a weekly review habit in fifteen minutes

    The experience

    A hands-on working session where participants actually set up their system live, using their own task lists and inboxes, and leave with it running.

    Models and frameworks

    • Getting Things Done method Allen (2001)
    • Time management matrix Covey (1989)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A5From Campus to Commerce: Business Acumen for New ProfessionalsHow organisations really make money, and where you fit inEarly careersIndividual contributors

    Objectives

    • Understand how your organisation creates value, revenue and profit
    • Connect your daily work to commercial outcomes
    • Read basic business metrics with confidence

    Workplace outcomes

    • Sharper questions and contributions in team and client discussions
    • Decisions that reflect cost, value and customer impact
    • Greater credibility with commercially minded colleagues

    Learning points

    • ·Revenue, margin, cash and cost: the four numbers behind every business
    • ·Customers, competitors and markets: the outside-in view
    • ·How your role contributes to the value chain
    • ·Speaking the language of the business, not just your function

    The experience

    An interactive session using a simple business simulation and your own organisation's context to make commercial concepts concrete and memorable.

    Models and frameworks

    • Business acumen essentials Charan (2001)
    • Competitive strategy fundamentals Porter (1996)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A6Feedback Is Fuel: Ask for It, Use It, Grow with ItMake feedback your fastest route to improvementEarly careersIndividual contributors

    Objectives

    • Reframe feedback as data for growth rather than judgement
    • Ask for specific, useful feedback proactively
    • Separate the message from the messenger and act on what matters

    Workplace outcomes

    • A regular personal feedback-seeking habit
    • Calmer, more productive responses to critical feedback
    • Visible improvement loops your manager will notice

    Learning points

    • ·The three triggers that block us from hearing feedback well
    • ·Appreciation, coaching and evaluation: knowing what you are receiving
    • ·Questions that draw out honest, specific input
    • ·Turning feedback into a small experiment within a week

    The experience

    A warm, honest workshop mixing short theory bursts with live practice in giving, requesting and receiving feedback in pairs and trios.

    Models and frameworks

    • Thanks for the Feedback model Stone and Heen (2014)
    • Growth mindset Dweck (2006)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A7Networks That Work: Building Relationships with PurposeYour network is your net worth, built one genuine conversation at a timeEarly careersIndividual contributors

    Objectives

    • Map your current network and identify gaps that matter for your role
    • Start and sustain professional relationships authentically
    • Use weak ties to access opportunities and information

    Workplace outcomes

    • A personal network map with three named connection actions
    • Greater confidence initiating conversations across the organisation
    • Access to information and support beyond your immediate team

    Learning points

    • ·Operational, developmental and strategic networks: three types you need
    • ·The surprising strength of weak ties
    • ·Reciprocity: leading with usefulness rather than asks
    • ·Keeping relationships warm without feeling transactional

    The experience

    A sociable, practical session where participants map their networks visually, practise conversation openers and commit to specific outreach within the fortnight.

    Models and frameworks

    • Strength of weak ties Granovetter (1973)
    • Act like a leader networking model Ibarra (2015)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    A8Career Cartography: Mapping Your First Five YearsDesign a squiggly career on purposeEarly careersIndividual contributors

    Objectives

    • Identify your strengths, values and motivators as career anchors
    • Explore multiple credible career directions rather than a single ladder
    • Create a development plan with experiments, not just goals

    Workplace outcomes

    • A one-page career map with strengths, options and next experiments
    • More purposeful development conversations with your manager
    • Reduced anxiety about having the whole path figured out

    Learning points

    • ·Why modern careers squiggle and how to navigate them
    • ·Strengths and values: your career decision filters
    • ·Career experiments: testing directions before committing
    • ·Building sponsorship and visibility for future moves

    The experience

    A reflective yet energetic session combining self-assessment, peer coaching and planning, with a career map each participant refines and keeps.

    Models and frameworks

    • The Squiggly Career Tupper and Ellis (2020)
    • Working Identity career experiments Ibarra (2003)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Personal Effectiveness

    Focus, priorities, habits, decisions and confidence: the personal operating system behind sustained performance.

    Designed for: Individual contributors and managers
    B1Deep Work in a Distracted WorldReclaim your attention, transform your outputIndividual contributorsManagers

    Objectives

    • Understand the cost of context switching and shallow work
    • Design a personal deep work routine that fits your role
    • Negotiate focus time within team norms and expectations

    Workplace outcomes

    • Two or more protected deep work blocks each week
    • Higher-quality output on complex tasks
    • A team conversation started about focus and interruption norms

    Learning points

    • ·Attention residue: why switching costs more than you think
    • ·Four deep work scheduling approaches and choosing yours
    • ·Digital minimalism at work: taming notifications and pings
    • ·Rituals and environment design that trigger focus

    The experience

    A calm, focused session that models what it teaches, including a live deep work sprint and personal scheduling built into the workshop itself.

    Models and frameworks

    • Deep Work Newport (2016)
    • Flow theory Csikszentmihalyi (1990)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B2The Priority Paradox: Do Less, Achieve MoreRuthless prioritisation for people with too much to doIndividual contributorsManagers

    Objectives

    • Distinguish the vital few priorities from the trivial many
    • Apply structured prioritisation methods to a real workload
    • Say no, negotiate or trade off gracefully and professionally

    Workplace outcomes

    • A re-prioritised live workload by the end of the session
    • Confident, constructive pushback on low-value requests
    • More time and energy directed at highest-impact work

    Learning points

    • ·Essentialism: the disciplined pursuit of less
    • ·Urgency versus importance in daily decisions
    • ·The art of the graceful no: scripts and stances
    • ·Weekly planning that keeps priorities honest

    The experience

    A brisk, decisive workshop where participants triage their genuine task lists live, practise saying no in role-play and leave visibly lighter.

    Models and frameworks

    • Essentialism McKeown (2014)
    • First things first principle Covey (1989)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B3Habits That Stick: The Architecture of Behaviour ChangeSmall changes, remarkable resultsIndividual contributorsTeamsManagers

    Objectives

    • Understand the habit loop and how behaviours form and fade
    • Design one keystone work habit using proven habit architecture
    • Build environmental cues that make good habits easy

    Workplace outcomes

    • One new work habit installed with cue, routine and reward defined
    • A method for changing any behaviour, personal or professional
    • Reduced reliance on willpower through environment design

    Learning points

    • ·Cue, craving, response, reward: the anatomy of a habit
    • ·Making it obvious, attractive, easy and satisfying
    • ·Habit stacking: attaching new behaviours to existing routines
    • ·Tracking and recovery: what to do when you miss a day

    The experience

    An engaging, personal session where each participant engineers one specific habit live, complete with implementation plan and accountability partner.

    Models and frameworks

    • Atomic Habits Clear (2018)
    • Tiny Habits method Fogg (2020)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B4Clear Thinking: Better Decisions Under PressureOutsmart your own biasesIndividual contributorsManagersLeaders

    Objectives

    • Recognise the most common cognitive biases in workplace decisions
    • Apply simple de-biasing techniques before deciding
    • Match decision speed to decision stakes

    Workplace outcomes

    • A personal pre-decision checklist for significant choices
    • Fewer snap judgements on high-stakes issues
    • Better-quality group decisions through structured challenge

    Learning points

    • ·System 1 and System 2: fast and slow thinking at work
    • ·Anchoring, confirmation and sunk cost: spotting bias in real time
    • ·Pre-mortems: killing bad ideas before they launch
    • ·Reversible versus irreversible decisions and how to treat each

    The experience

    A stimulating, sometimes humbling session built around live decision experiments that reveal participants' own biases before equipping them to counter them.

    Models and frameworks

    • Thinking, Fast and Slow Kahneman (2011)
    • Recognition-primed decision model Klein (1998)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B5The Imposter Cure: Confidence Built on EvidenceQuieten the inner critic, keep the high standardsIndividual contributorsManagers

    Objectives

    • Understand imposter feelings and how common they are among high performers
    • Challenge distorted self-assessment with evidence-based techniques
    • Build a sustainable confidence practice rooted in real achievement

    Workplace outcomes

    • A personal evidence log that counters imposter thinking
    • Willingness to volunteer for stretch opportunities
    • Language to discuss confidence openly with managers and mentors

    Learning points

    • ·The imposter cycle and why success does not cure it
    • ·Five imposter types and recognising your pattern
    • ·Cognitive reframing: from feelings to facts
    • ·Self-efficacy: building confidence through mastery experiences

    The experience

    A psychologically safe, often revelatory session mixing evidence, reflection and peer discussion, with practical tools rather than platitudes.

    Models and frameworks

    • Imposter phenomenon research Clance and Imes (1978)
    • Self-efficacy theory Bandura (1997)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B6Energy, Not Time: Managing Your Personal BatteryPerformance is a rhythm, not a grindIndividual contributorsTeamsManagers

    Objectives

    • Audit your energy across physical, emotional, mental and purpose dimensions
    • Schedule demanding work around your natural energy rhythms
    • Build recovery rituals into the working day

    Workplace outcomes

    • A personal energy map with peak, trough and recovery windows identified
    • Demanding tasks moved to high-energy windows
    • Sustainable working patterns that reduce end-of-day depletion

    Learning points

    • ·The four energy dimensions and how they interact
    • ·Ultradian rhythms: working with your body's ninety-minute cycles
    • ·Strategic recovery: breaks that actually restore
    • ·Energy leaks: meetings, people and habits that drain you

    The experience

    A refreshing, science-backed session where participants map a typical week against their energy patterns and redesign it live.

    Models and frameworks

    • The Power of Full Engagement Loehr and Schwartz (2003)
    • Attention restoration insights Kaplan (1995)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B7From Intention to Execution: Goals That Get DoneClose the gap between planning and doingIndividual contributorsManagers

    Objectives

    • Set goals with the right level of specificity and challenge
    • Use implementation intentions to automate follow-through
    • Track progress in ways that sustain motivation

    Workplace outcomes

    • Current goals rewritten for clarity, challenge and commitment
    • If-then plans attached to each priority goal
    • A lightweight personal tracking rhythm

    Learning points

    • ·Why specific, difficult goals outperform vague ambitions
    • ·If-then planning: pre-deciding your responses to obstacles
    • ·The progress principle: small wins as motivational fuel
    • ·Reviewing and re-committing without self-punishment

    The experience

    A structured, momentum-building session where every participant leaves with rewritten goals, obstacle plans and a first action scheduled for tomorrow.

    Models and frameworks

    • Goal-setting theory Locke and Latham (2002)
    • Implementation intentions Gollwitzer (1999)
    • The progress principle Amabile and Kramer (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    B8Personal Brand, Professional ImpactBe known for what you want to be known forIndividual contributorsManagers

    Objectives

    • Define the reputation you want and audit the one you have
    • Align your visible work, communication and presence with your brand
    • Increase useful visibility without self-promotion discomfort

    Workplace outcomes

    • A three-word personal brand statement with supporting behaviours
    • Deliberate choices about which work and forums to be visible in
    • A reputation development plan reviewed with a trusted colleague

    Learning points

    • ·Reputation as the story others tell when you leave the room
    • ·Auditing your brand: signals you send without realising
    • ·Authenticity and adaptation: growing without faking
    • ·Visibility strategies for introverts and extroverts alike

    The experience

    A thought-provoking session combining self-audit, peer perception feedback and practical planning, handled with sensitivity and honesty.

    Models and frameworks

    • The authenticity paradox Ibarra (2015)
    • Executive presence model Hewlett (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Communication and Influence

    Clarity, persuasion, presence and the difficult conversations most people avoid.

    Designed for: All levels
    C1Say It So It Sticks: Communicating with ClarityMake your ideas impossible to ignore and hard to forgetIndividual contributorsTeamsManagers

    Objectives

    • Structure messages so the core idea lands first and stays
    • Translate complexity into concrete, memorable language
    • Adapt one message for different audiences without diluting it

    Workplace outcomes

    • Emails, updates and briefings that get read and remembered
    • A repeatable structure for explaining complex work simply
    • Fewer meetings spent re-explaining the same point

    Learning points

    • ·The curse of knowledge: why experts communicate badly
    • ·Simple, unexpected, concrete: the anatomy of sticky messages
    • ·Leading with the headline: pyramid-style structuring
    • ·Testing your message: the corridor test

    The experience

    A lively, practical session where participants rework a real piece of their own communication three times, each pass measurably sharper than the last.

    Models and frameworks

    • Made to Stick principles Heath and Heath (2007)
    • The pyramid principle Minto (1987)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C2Difficult Conversations Made DoableThe conversations you avoid are the ones that matter mostIndividual contributorsManagersLeaders

    Objectives

    • Prepare for high-stakes conversations with structure rather than scripts
    • Stay steady when emotions rise, in yourself and others
    • Move conversations from blame towards contribution and resolution

    Workplace outcomes

    • One postponed difficult conversation planned and held within two weeks
    • Reduced escalation in tense discussions
    • A shared team language for raising issues early

    Learning points

    • ·The three conversations hiding inside every difficult one
    • ·Separating intention from impact
    • ·Opening lines that invite dialogue rather than defence
    • ·Managing amygdala moments: staying in dialogue under stress

    The experience

    A supportive but stretching session built on realistic practice conversations, with coaching feedback and a preparation planner participants keep.

    Models and frameworks

    • Difficult Conversations model Stone, Patton and Heen (1999)
    • Crucial Conversations Patterson, Grenny, McMillan and Switzler (2002)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C3The Influence Equation: Ethical Persuasion at WorkMove minds without pulling rankIndividual contributorsManagersLeaders

    Objectives

    • Understand the six evidence-based principles of persuasion
    • Diagnose what actually drives your stakeholders' decisions
    • Build influence campaigns for ideas that need more than one conversation

    Workplace outcomes

    • A live influence plan for a current proposal or initiative
    • Requests framed around the other party's interests
    • Greater success securing buy-in without formal authority

    Learning points

    • ·Reciprocity, scarcity, authority, consistency, liking and consensus
    • ·Pre-suasion: setting the frame before you make the ask
    • ·Mapping stakeholders by interest and influence
    • ·The ethics line: persuasion versus manipulation

    The experience

    A strategic, applied workshop where participants build and stress-test an influence plan for a real workplace objective they bring with them.

    Models and frameworks

    • Principles of influence Cialdini (1984)
    • Stakeholder mapping Mendelow (1991)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C4Presenting Without PanicFrom dreading the slot to owning the roomIndividual contributorsTeamsManagers

    Objectives

    • Structure presentations around the audience's needs, not your content
    • Manage nerves with proven physiological and cognitive techniques
    • Deliver with presence, in person and on screen

    Workplace outcomes

    • A reusable presentation structure for any business audience
    • Visible reduction in presentation anxiety
    • Slides that support the speaker rather than replace them

    Learning points

    • ·Audience first: what do they know, feel and need to do
    • ·The power of contrast: what is versus what could be
    • ·Rehearsal that works: practising delivery, not memorising words
    • ·Nerve management: breathing, grounding and reframing arousal as readiness

    The experience

    A high-support, high-practice session where everyone presents twice, receives structured feedback and experiences their own measurable improvement within ninety minutes.

    Models and frameworks

    • Resonate presentation structure Duarte (2010)
    • Anxiety reappraisal research Brooks (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C5Listening Like a LeaderThe most underrated skill in businessIndividual contributorsManagersLeaders

    Objectives

    • Recognise the listening habits that limit understanding and trust
    • Practise attention-giving that changes the quality of others' thinking
    • Use enquiry to unlock better ideas from colleagues and clients

    Workplace outcomes

    • Noticeably better conversations reported by direct reports and peers
    • Meetings where quieter voices contribute more
    • Fewer misunderstandings and reworks caused by half-heard briefs

    Learning points

    • ·The five levels of listening and where you usually operate
    • ·Attention as a generative force: helping others think
    • ·Question craft: open, incisive and clarifying questions
    • ·Listening past words: energy, hesitation and what is unsaid

    The experience

    A quietly powerful session using timed listening exchanges that most participants describe as the best conversation they have had at work in months.

    Models and frameworks

    • Time to Think environment Kline (1999)
    • Five ways to listen better Treasure (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C6Writing That Works: Sharp, Persuasive Business WritingSay more with fewer, better wordsIndividual contributorsTeamsManagers

    Objectives

    • Write with clarity, brevity and a defined reader in mind
    • Structure documents so busy readers get the point in seconds
    • Edit ruthlessly using practical plain-language techniques

    Workplace outcomes

    • Emails and papers that get decisions rather than questions
    • A personal editing checklist applied to everything you send
    • Reduced back-and-forth caused by unclear requests

    Learning points

    • ·Reader-first writing: purpose, audience, action
    • ·Front-loading: conclusions before background
    • ·Plain English: cutting jargon, padding and passive voice
    • ·Editing in layers: structure, sentences, words

    The experience

    A hands-on editing workshop where participants transform real workplace documents live, watching word counts fall and clarity rise.

    Models and frameworks

    • Plain English principles Cutts (2013)
    • Classic style in writing Pinker (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C7Storytelling for Business ImpactData informs, stories moveIndividual contributorsManagersLeaders

    Objectives

    • Understand why narrative outperforms data alone in driving action
    • Build a small repertoire of work stories for common situations
    • Combine evidence and story so each strengthens the other

    Workplace outcomes

    • Three ready-to-use stories: a change story, a values story and a client story
    • Presentations and pitches with a narrative spine
    • Greater engagement when introducing ideas or change

    Learning points

    • ·What makes a story a story: character, tension, resolution
    • ·The springboard story: sparking action in under two minutes
    • ·Data storytelling: giving numbers a narrative
    • ·Finding stories in your own experience, ethically and authentically

    The experience

    A creative, energising session where participants excavate, shape and tell real stories, refined through rounds of telling and feedback.

    Models and frameworks

    • The springboard story Denning (2005)
    • Made to Stick principles Heath and Heath (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C8Reading the Room: Presence and Perception On Screen and OffCommunication is what they receive, not what you sendIndividual contributorsTeamsManagers

    Objectives

    • Read group dynamics, engagement and resistance in real time
    • Adjust pace, tone and approach based on what you observe
    • Project presence deliberately in hybrid and virtual settings

    Workplace outcomes

    • Sharper in-meeting judgement about when to push, pause or pivot
    • Stronger engagement in the virtual meetings you run
    • Fewer moments where the room was lost and nobody noticed

    Learning points

    • ·Signals worth reading: participation patterns, energy shifts, silence
    • ·Virtual presence: camera, voice, chat and the second screen problem
    • ·Checking your reading: enquiry before assumption
    • ·Recovering a room: practical resets when attention drifts

    The experience

    An observational, interactive session using live group exercises and video meeting simulations to train perception as a practical skill.

    Models and frameworks

    • Social presence theory Short, Williams and Christie (1976)
    • Group dynamics stages Tuckman (1965)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    C9Data Storytelling: Numbers That Move PeopleYour analysis is only as good as the decision it triggersIndividual contributorsManagersLeaders

    Objectives

    • Structure data presentations around the decision, not the dataset
    • Choose visualisations that reveal rather than decorate
    • Wrap evidence in narrative so it is understood, remembered and acted on

    Workplace outcomes

    • A real report or dashboard reworked into a decision-ready story
    • Charts stripped of clutter and pointed at the message
    • Faster stakeholder decisions from clearer evidence

    Learning points

    • ·Audience, message, evidence: the data story spine
    • ·Decluttering: what to remove before you add anything
    • ·Preattentive attributes: directing the eye to what matters
    • ·The big number, the trend and the tension: narrative devices for data

    The experience

    A practical rework session where participants transform one of their own charts or reports live, watching comprehension rise as clutter falls.

    Models and frameworks

    • Storytelling with data Knaflic (2015)
    • Made to Stick principles Heath and Heath (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Emotional Intelligence and Human Skills

    Self-awareness, empathy, trust and candour, grounded in practical EI leadership and Insights Discovery.

    Designed for: All levels
    D1Know Thyself: The Self-Awareness AdvantageThe foundation every other skill is built onIndividual contributorsManagersLeaders

    Objectives

    • Distinguish internal self-awareness from external self-awareness
    • Gather honest data on how others experience you
    • Identify one behaviour pattern to develop and one to dial down

    Workplace outcomes

    • A personal insight summary combining self-view and others' views
    • One specific behavioural experiment underway
    • Greater openness to feedback across the team

    Learning points

    • ·The self-awareness gap: most people think they have it, few do
    • ·Johari window: expanding what you and others both see
    • ·Blind spots: how strengths overplay into weaknesses
    • ·Building a feedback-rich environment around yourself

    The experience

    A reflective, structured session using guided self-assessment and facilitated peer feedback, handled with care and leaving participants energised rather than exposed.

    Models and frameworks

    • Insight research on self-awareness Eurich (2017)
    • Johari window Luft and Ingham (1955)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D2Emotional Intelligence at WorkThe capabilities that set great colleagues and leaders apartIndividual contributorsTeamsManagersLeaders

    Objectives

    • Understand the core domains of emotional intelligence and their business impact
    • Assess your own EI strengths and development areas
    • Apply EI deliberately in one current working relationship

    Workplace outcomes

    • A personal EI development priority with practice plan
    • Improved handling of emotionally charged workplace moments
    • A shared vocabulary for discussing behaviour and impact

    Learning points

    • ·Self-awareness, self-management, awareness of others and relationship management
    • ·Emotions as data: what feelings are telling you
    • ·The neuroscience of emotional hijack and recovery
    • ·Everyday EI: micro-behaviours that build or erode trust

    The experience

    An evidence-rich, personal session blending diagnostic reflection with live scenario practice, with optional multi-rater feedback for leaders who want to go deeper.

    Models and frameworks

    • Emotional intelligence framework Goleman (1998)
    • Ability model of EI Salovey and Mayer (1990)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D3The Empathy EdgeUnderstanding others is a competitive advantage, not a courtesyIndividual contributorsTeamsManagers

    Objectives

    • Understand empathy as a trainable skill rather than a fixed trait
    • Practise perspective-taking in commercially relevant situations
    • Avoid empathy pitfalls: burnout, bias and over-accommodation

    Workplace outcomes

    • Stronger working relationships with previously difficult colleagues
    • Customer and stakeholder insights that improve decisions
    • Boundaries that keep empathy sustainable

    Learning points

    • ·Cognitive, emotional and compassionate empathy: three distinct muscles
    • ·The empathy gym: evidence that empathy grows with practice
    • ·Perspective-taking routines for meetings and negotiations
    • ·When empathy misleads: bias towards the similar and the loud

    The experience

    A warm, research-grounded session with perspective-taking exercises drawn from participants' real stakeholder challenges.

    Models and frameworks

    • The War for Kindness Zaki (2019)
    • Empathic accuracy research Ickes (1997)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D4Grace Under Fire: Emotional Regulation When It MattersRespond with intention, not impulseIndividual contributorsManagersLeaders

    Objectives

    • Understand what triggers you and why, using a social threat model
    • Apply in-the-moment regulation techniques that actually work
    • Repair well after moments you wish had gone differently

    Workplace outcomes

    • A personal trigger map with tailored regulation strategies
    • Calmer performance in high-pressure meetings and conversations
    • Faster recovery and repair after difficult moments

    Learning points

    • ·SCARF: status, certainty, autonomy, relatedness and fairness as threat triggers
    • ·Name it to tame it: labelling emotion to reduce its grip
    • ·Reappraisal: changing the story to change the feeling
    • ·The repair conversation: rebuilding after a poor moment

    The experience

    A practical, de-stigmatising session using real trigger scenarios, brief physiological techniques participants feel working in the room, and honest group discussion.

    Models and frameworks

    • SCARF model Rock (2008)
    • Emotion regulation process model Gross (1998)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D5Trust: Built, Broken, RebuiltThe currency of every high-performing relationshipTeamsManagersLeaders

    Objectives

    • Understand the components of trust and how people weigh them
    • Diagnose wobbly trust in a current working relationship
    • Plan deliberate trust-building and, where needed, trust repair

    Workplace outcomes

    • A trust diagnosis of one key relationship with actions defined
    • Behaviours adjusted to signal authenticity, logic and empathy
    • A practical approach to rebuilding trust after it slips

    Learning points

    • ·The trust triangle: authenticity, logic and empathy
    • ·Ability, benevolence and integrity: how others judge us
    • ·Trust wobbles: identifying which component fails for you
    • ·Repair: acknowledgement, consistency and time

    The experience

    An honest, applied session where participants analyse real relationships, identify their own trust wobble and rehearse repair conversations in pairs.

    Models and frameworks

    • Trust triangle Frei and Morriss (2020)
    • Organisational trust model Mayer, Davis and Schoorman (1995)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D6Colour Your Communication: Insights Discovery in ActionSee yourself, understand others, adapt and connectIndividual contributorsTeamsManagers

    Objectives

    • Understand your Insights Discovery colour-energy preferences
    • Recognise and value different working and communication styles
    • Adapt your approach to connect with colleagues unlike you

    Workplace outcomes

    • A personal Insights Discovery profile debrief and action plan
    • Practical adaptations for your most important working relationships
    • A shared team language that outlasts the workshop

    Learning points

    • ·The four colour energies and your unique blend
    • ·Recognising others' preferences from observable behaviour
    • ·Adapting without acting: flexing style authentically
    • ·Team wheel insights: where your team clusters and what it misses

    The experience

    A vivid, memorable session built around each participant's personal Insights Discovery profile, full of recognition moments and immediately usable insight. Includes individual profile and debrief.

    Models and frameworks

    • Psychological types Jung (1921)
    • Insights Discovery colour-energy model Insights (2020)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D7The Question Advantage: Curiosity as a SuperpowerBetter questions beat faster answersIndividual contributorsManagersLeaders

    Objectives

    • Understand why curiosity declines at work and how to protect it
    • Build a repertoire of high-value questions for different situations
    • Rethink positions and assumptions with intellectual humility

    Workplace outcomes

    • Meetings that open up problems instead of prematurely closing them
    • A personal question bank for coaching, selling and problem-solving
    • Greater willingness to update views when evidence changes

    Learning points

    • ·Confident humility: holding views strongly and loosely at once
    • ·Question types: diagnostic, expansive, challenging, committing
    • ·Staying in question mode past the first plausible answer
    • ·Curiosity under pressure: asking when you would rather tell

    The experience

    An intellectually playful session with question labs, live rethinking challenges and a genuine shift in how participants hear themselves talk.

    Models and frameworks

    • Think Again Grant (2021)
    • Humble inquiry Schein (2013)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    D8Courage and Candour: Saying the Hard Thing WellClear is kindIndividual contributorsManagersLeaders

    Objectives

    • Understand why avoidance feels safe but costs dearly
    • Balance care for the person with directness about the issue
    • Practise candid conversations that strengthen rather than strain relationships

    Workplace outcomes

    • One avoided conversation held within a fortnight
    • Feedback that is direct, specific and kind
    • A team norm shifting towards earlier, smaller, honest conversations

    Learning points

    • ·Ruinous empathy: how kindness without candour fails people
    • ·Caring personally while challenging directly
    • ·Vulnerability as strength: going first
    • ·Scripts and structures for the first thirty seconds

    The experience

    A brave, generous session where participants practise real conversations they have been avoiding, supported by clear frameworks and peer coaching.

    Models and frameworks

    • Radical Candor Scott (2017)
    • Dare to Lead Brown (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Teams and Collaboration

    Psychological safety, conflict, hybrid working and the conditions that turn groups into teams.

    Designed for: Intact teams and their leaders
    E1The Anatomy of a High-Performing TeamWhat separates real teams from groups who share a managerTeamsManagersLeaders

    Objectives

    • Assess your team against evidence-based conditions for team effectiveness
    • Identify the single biggest constraint on your team's performance
    • Agree concrete commitments that raise collective performance

    Workplace outcomes

    • A team effectiveness snapshot with agreed development priorities
    • Clearer shared purpose and mutual accountability
    • Two or three behaviour commitments the team tracks together

    Learning points

    • ·Compelling direction, real interdependence and clear boundaries
    • ·The five dysfunctions: from absence of trust to inattention to results
    • ·Team stages: forming, storming, norming, performing
    • ·Team size, stability and structure: the enabling conditions leaders control

    The experience

    A candid team working session, diagnostic-led and discussion-rich, that surfaces what everyone privately knew and turns it into shared commitments.

    Models and frameworks

    • Five dysfunctions of a team Lencioni (2002)
    • Team effectiveness conditions Hackman (2002)
    • Group development stages Tuckman (1965)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E2Psychological Safety: The Speak-Up AdvantageTeams that can say the awkward thing outperform teams that cannotTeamsManagersLeaders

    Objectives

    • Understand what psychological safety is and, crucially, what it is not
    • Assess current safety levels within your team honestly
    • Practise leader and peer behaviours that build safety fast

    Workplace outcomes

    • More questions, concerns and half-formed ideas voiced in meetings
    • Earlier surfacing of risks, errors and bad news
    • A team charter for how challenge and candour work here

    Learning points

    • ·Safety and standards: the high-performance quadrant
    • ·The four stages: inclusion, learner, contributor and challenger safety
    • ·Leader moves: framing, inviting and responding productively
    • ·Killing the messenger: how safety dies in a single reaction

    The experience

    A grounded, evidence-first session with anonymous pulse diagnostics, real case discussion and practice in responding well to unwelcome news.

    Models and frameworks

    • Psychological safety research Edmondson (1999)
    • The Fearless Organization Edmondson (2018)
    • Four stages of psychological safety Clark (2020)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E3Conflict Is Information: Disagreeing WellStop avoiding conflict, start using itTeamsManagers

    Objectives

    • Reframe conflict as data about priorities, values and pressures
    • Understand your default conflict mode and its costs
    • Practise moving disagreements from positions to interests

    Workplace outcomes

    • Faster resolution of simmering team tensions
    • Productive debate that improves decisions rather than delaying them
    • A shared model for naming and navigating disagreement

    Learning points

    • ·Task conflict versus relationship conflict: one helps, one harms
    • ·Five conflict modes: competing, collaborating, compromising, avoiding, accommodating
    • ·Interests behind positions: the question that unlocks stuck disputes
    • ·Cooling the exchange: language that de-escalates

    The experience

    An active session using real, anonymised team disagreements as working material, with structured practice in disagreeing productively.

    Models and frameworks

    • Conflict mode instrument Thomas and Kilmann (1974)
    • Principled negotiation Fisher and Ury (1981)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E4Beyond Silos: Collaborating Across BoundariesThe value is in the white space between teamsTeamsManagersLeaders

    Objectives

    • Diagnose the real causes of cross-functional friction
    • Build bridging relationships before you need them
    • Design lightweight collaboration rhythms across team boundaries

    Workplace outcomes

    • One live cross-team friction point analysed and actioned
    • Named boundary-spanning relationships established
    • Handoffs and interfaces that lose less value in translation

    Learning points

    • ·Why smart organisations fragment: incentives, identity and information
    • ·Cross-silo leadership: cultural brokers and boundary spanners
    • ·Asking better questions across functional languages
    • ·Disciplined collaboration: when not to collaborate

    The experience

    A pragmatic session mapping participants' actual cross-functional interfaces, identifying friction and designing specific fixes with named owners.

    Models and frameworks

    • Cross-silo leadership Casciaro, Edmondson and Jang (2019)
    • Disciplined collaboration Hansen (2009)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E5The Hybrid Playbook: Making Distributed Teams WorkIntentional beats accidental in hybrid workingTeamsManagersLeaders

    Objectives

    • Understand what recent evidence says actually works in hybrid arrangements
    • Design team agreements for presence, availability and communication
    • Protect fairness, visibility and belonging across locations

    Workplace outcomes

    • A written team hybrid charter agreed by all members
    • Meetings redesigned for mixed in-room and remote participation
    • Reduced proximity bias in opportunities and recognition

    Learning points

    • ·What the evidence shows about hybrid performance and retention
    • ·Synchronous versus asynchronous: choosing the right mode for the work
    • ·The visibility trap: managing outputs, not sightings
    • ·Belonging rituals for teams that rarely share a room

    The experience

    A collaborative design session where the team builds its own hybrid charter live, informed by recent research rather than opinion.

    Models and frameworks

    • Hybrid working evidence Bloom, Han and Liang (2024)
    • Work Trend Index findings Microsoft (2023)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E6Meetings Worth HavingFewer, shorter, betterTeamsManagersLeaders

    Objectives

    • Audit your meeting load and cut what earns no return
    • Design meetings around decisions and outcomes rather than updates
    • Facilitate participation that draws on everyone in the room

    Workplace outcomes

    • A meeting audit with at least one recurring meeting cut or halved
    • Agendas framed as questions with owners and decisions
    • Noticeably higher engagement in the meetings that remain

    Learning points

    • ·The science of meeting recovery: why bad meetings cost the rest of the day
    • ·Purpose test: decision, creation, connection or kill it
    • ·Facilitation basics: silence, rounds, and managing the over-talker
    • ·Async alternatives: what should have been a document

    The experience

    A brisk, slightly irreverent session where participants audit real calendars, redesign a real meeting and agree team meeting rules they will actually keep.

    Models and frameworks

    • The Surprising Science of Meetings Rogelberg (2019)
    • Time management matrix Covey (1989)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E7Rituals of Great Teams: Culture in Daily PracticeCulture is what you do repeatedly, not what you print on postersTeamsManagers

    Objectives

    • Understand how belonging cues and rituals shape team performance
    • Audit your team's existing habits, rituals and unwritten rules
    • Design small, repeatable practices that reinforce the culture you want

    Workplace outcomes

    • Two or three team rituals designed and scheduled
    • Stronger sense of belonging reported across the team
    • Cultural intentions turned into observable weekly behaviour

    Learning points

    • ·Safety, vulnerability and purpose: the culture code
    • ·Belonging cues: the micro-signals that say you matter here
    • ·Rituals in practice: starts, finishes, wins and failures
    • ·Keeping rituals alive: ownership and evolution

    The experience

    A creative, warm team session that moves from culture theory to designed practice, leaving with rituals scheduled in the team calendar.

    Models and frameworks

    • The Culture Code Coyle (2018)
    • Organisational culture model Schein (2010)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    E8One Team, Many CulturesWork brilliantly across national and cultural differenceTeamsManagersLeaders

    Objectives

    • Understand key cultural scales that shape communication, feedback and decisions
    • Map your own cultural profile and your team's spread
    • Adapt communication and trust-building across cultural difference

    Workplace outcomes

    • Fewer cross-cultural misreadings in global teamwork
    • Feedback and disagreement handled appropriately across cultures
    • A team map of cultural preferences used in daily collaboration

    Learning points

    • ·Low-context and high-context communication
    • ·Direct and indirect negative feedback across cultures
    • ·Trust from the head and trust from the heart
    • ·Decision-making: consensual versus top-down expectations

    The experience

    An eye-opening session full of recognition and stories, mapping the team on cultural scales and converting insight into working agreements.

    Models and frameworks

    • The Culture Map Meyer (2014)
    • Cultural dimensions research Hofstede (1980)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Management Essentials

    The complete toolkit for new and established managers: delegation, feedback, coaching, motivation and performance.

    Designed for: Managers and team leaders
    F1The Accidental Manager: From Expert Peer to Confident LeaderPromoted for being good at the job, now doing a different job entirelyManagers

    Objectives

    • Make the mental shift from personal contribution to delivering through others
    • Navigate the awkwardness of managing former peers
    • Establish your management rhythm: one-to-ones, priorities and boundaries

    Workplace outcomes

    • A clear personal definition of your new job and how you add value
    • Reset relationships with former peers handled with honesty
    • A working weekly management rhythm installed

    Learning points

    • ·The transition trap: why great performers struggle as new managers
    • ·Identity shift: from doing to enabling
    • ·The peer-to-boss conversation: scripts that preserve relationships
    • ·Early habits: the management basics that prevent later pain

    The experience

    A reassuring, practical session that names the discomfort every new manager feels and replaces it with structure, scripts and peer support.

    Models and frameworks

    • Becoming a manager research Hill (2003)
    • The First 90 Days Watkins (2003)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F2Delegation Without AbdicationLet go of the task, keep hold of the outcomeManagersLeaders

    Objectives

    • Understand what stops you delegating and what it costs
    • Match delegation level to the person and the task
    • Brief, support and review delegated work without micromanaging

    Workplace outcomes

    • Two real tasks delegated within a week using the session's framework
    • Time recovered for genuinely managerial work
    • Team members visibly growing through stretch assignments

    Learning points

    • ·The monkey trap: how managers collect everyone else's problems
    • ·Delegation levels: from do exactly this to own this entirely
    • ·The delegation briefing: outcome, boundaries, checkpoints, support
    • ·Letting people do it differently from you, and why that matters

    The experience

    A liberating, practical session where managers select real tasks from their own workload and plan the handover live, with peer challenge on what they are still holding.

    Models and frameworks

    • Management time and the monkey Oncken and Wass (1974)
    • Situational leadership Hersey and Blanchard (1969)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F3Feedback That Fuels PerformanceThe manager's most powerful development tool, used wellManagersLeaders

    Objectives

    • Give specific, behavioural feedback that people can act on
    • Balance recognition and redirection across your team
    • Handle defensive reactions without retreating or escalating

    Workplace outcomes

    • Regular, small feedback replacing rare, big feedback
    • Direct reports who seek feedback rather than brace for it
    • Improved performance conversations documented across the team

    Learning points

    • ·Situation, behaviour, impact: structure that removes the sting
    • ·The ratio question: recognition as a performance tool
    • ·Feedback on patterns versus incidents
    • ·Receiving feedback as a manager: modelling what you ask for

    The experience

    A practice-heavy session using participants' real, anonymised feedback situations, with rehearsal, coaching and refinement until it feels natural.

    Models and frameworks

    • SBI feedback model Center for Creative Leadership (2019)
    • Thanks for the Feedback Stone and Heen (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F4The Manager as CoachStop solving, start developingManagersLeaders

    Objectives

    • Understand when to coach, when to direct and when to mentor
    • Use a simple coaching structure inside everyday conversations
    • Ask questions that build capability rather than dependence

    Workplace outcomes

    • Coaching-style conversations happening inside existing one-to-ones
    • Team members generating their own solutions more often
    • Reduced upward delegation and dependence on the manager

    Learning points

    • ·The advice trap: why your solutions weaken your team
    • ·GROW: goal, reality, options, will
    • ·Seven questions that do most of the work
    • ·Coaching in ten minutes: the corridor version

    The experience

    A hands-on session with live coaching triads where every manager coaches, is coached and observes, experiencing the method from all sides.

    Models and frameworks

    • GROW model Whitmore (1992)
    • The Coaching Habit Stanier (2016)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F5Performance Conversations, Not Paper TrailsManage performance all year, not once a yearManagers

    Objectives

    • Set expectations so clear that assessment becomes straightforward
    • Hold regular check-ins that keep performance on track
    • Address underperformance early, fairly and confidently

    Workplace outcomes

    • Every direct report with current, written, agreed expectations
    • A check-in rhythm that removes appraisal surprises
    • One stalled performance issue moved forward within a month

    Learning points

    • ·Clear expectations: the root cause of most performance problems
    • ·Check-in structure: progress, priorities, obstacles, support
    • ·Naming underperformance early: small conversations prevent big ones
    • ·Documentation that protects everyone, without bureaucracy

    The experience

    A confidence-building session using realistic performance scenarios from first wobble to formal conversation, with language managers can borrow directly.

    Models and frameworks

    • Goal-setting theory Locke and Latham (2002)
    • Engagement and performance evidence Buckingham and Coffman (1999)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F6Motivation DecodedWhat actually drives effort, and what quietly kills itManagersLeaders

    Objectives

    • Understand the evidence on intrinsic and extrinsic motivation
    • Diagnose motivation individually rather than assuming one size fits all
    • Redesign roles, goals and recognition to support autonomy, mastery and purpose

    Workplace outcomes

    • A motivation map for each direct report
    • Recognition practices tailored to individuals
    • One role or process redesigned to restore lost motivation

    Learning points

    • ·Autonomy, mastery and purpose: the intrinsic motivation trio
    • ·Hygiene factors versus motivators: fixing dissatisfaction is not motivating
    • ·Competence, relatedness and autonomy: universal psychological needs
    • ·Motivation killers: micromanagement, unfairness and invisible work

    The experience

    An insight-rich session where managers analyse their real team members' motivation patterns and leave with person-specific actions rather than generic theory.

    Models and frameworks

    • Drive Pink (2009)
    • Self-determination theory Deci and Ryan (2000)
    • Two-factor theory Herzberg (1968)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F7The One-to-One That Actually WorksThe most important meeting in your diary, done properlyManagers

    Objectives

    • Structure one-to-ones that balance work, development and relationship
    • Make the meeting theirs rather than a status report for you
    • Sustain quality and consistency when the diary gets brutal

    Workplace outcomes

    • A one-to-one format co-designed with each direct report
    • Fewer cancelled or hollow one-to-ones
    • Development discussed monthly, not just at review time

    Learning points

    • ·Why one-to-ones predict engagement and retention
    • ·Agenda ownership: whose meeting is this
    • ·Questions that get past fine: openers that create real conversation
    • ·Cadence, duration and what to do when there is nothing to discuss

    The experience

    A immediately applicable session where managers redesign their one-to-one template live and rehearse the questions that change the conversation's depth.

    Models and frameworks

    • The Coaching Habit questions Stanier (2016)
    • Meeting science evidence Rogelberg (2019)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F8Hiring Well, Onboarding BetterYour two highest-leverage decisions as a managerManagersLeaders

    Objectives

    • Interview using structured, evidence-based methods that predict performance
    • Reduce bias in selection decisions
    • Design a first ninety days that turns new hires into contributors fast

    Workplace outcomes

    • A structured interview guide for your next vacancy
    • Selection decisions with clearer evidence and fewer gut calls
    • An onboarding plan template your team reuses

    Learning points

    • ·Why unstructured interviews predict little, and what works instead
    • ·Behavioural questions: past behaviour as evidence
    • ·Bias interrupters in selection conversations
    • ·Onboarding as acceleration: relationships, expectations, early wins

    The experience

    A practical session where managers build interview questions for a real current or upcoming vacancy and design the onboarding journey to follow.

    Models and frameworks

    • Selection methods meta-analysis Schmidt and Hunter (1998)
    • The First 90 Days Watkins (2003)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    F9The Coaching Culture BlueprintCoaching as the way work gets done, not a scheduled eventManagersLeaders

    Objectives

    • Understand what a coaching culture is and the evidence for its impact
    • Assess your team's current conversational habits honestly
    • Design the rituals, role models and reinforcement that shift culture

    Workplace outcomes

    • A coaching culture plan for your team with named first moves
    • Coaching behaviours modelled visibly by the leadership group
    • Development conversations distributed across the team, not bottlenecked at the manager

    Learning points

    • ·The coaching culture maturity curve: from isolated acts to how we work
    • ·Manager as multiplier: normalising question-led conversations
    • ·Peer coaching structures that need no external facilitator
    • ·Measuring the shift: signals a coaching culture is taking hold

    The experience

    A strategic working session for management teams, combining honest cultural assessment with practical design and live practice of the core skills.

    Models and frameworks

    • Coaching culture development Clutterbuck, Megginson and Bajer (2016)
    • GROW model Whitmore (1992)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Leadership and Strategy

    Direction, adaptability, strategic thinking, culture, influence and identity leadership for senior and aspiring leaders.

    Designed for: Leaders and senior managers
    G1Leading with Intent: Purpose, Vision, DirectionPeople follow clarityLeadersManagers

    Objectives

    • Articulate a compelling why for your team or function
    • Translate organisational strategy into local direction people understand
    • Communicate vision in ways that survive repetition and cascade

    Workplace outcomes

    • A one-page team direction statement tested with peers
    • Team members able to explain why their work matters
    • Decisions increasingly made against shared purpose rather than escalated

    Learning points

    • ·Start with why: purpose as the engine of engagement
    • ·From corporate strategy to team story: the translation task
    • ·Vision communication: concrete, repeatable, emotionally resonant
    • ·Alignment checks: how you know the message landed

    The experience

    A reflective and rigorous session where leaders draft, test and sharpen their team's direction statement with structured peer challenge.

    Models and frameworks

    • Start With Why Sinek (2009)
    • The Leadership Challenge practices Kouzes and Posner (1987)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G2The Style Repertoire: Flexing How You LeadOne style fits nobodyManagersLeaders

    Objectives

    • Identify your default leadership styles and their climate impact
    • Diagnose what each person and situation actually needs from you
    • Expand your repertoire beyond the styles that feel natural

    Workplace outcomes

    • A style self-assessment with two development styles identified
    • Leadership approach matched deliberately to individual readiness
    • Improved team climate measured through simple pulse checks

    Learning points

    • ·Six leadership styles and their effect on climate and results
    • ·Development level diagnosis: competence and commitment
    • ·When pace-setting backfires and coaching pays off
    • ·Style flexing in practice: same leader, different keys

    The experience

    A diagnostic, discussion-led session using real team scenarios to practise reading situations and choosing styles on purpose rather than by habit.

    Models and frameworks

    • Leadership that gets results Goleman (2000)
    • Situational leadership Hersey and Blanchard (1969)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G3Adaptive Leadership for Uncertain TimesTechnical problems need answers; adaptive challenges need leadershipLeaders

    Objectives

    • Distinguish technical problems from adaptive challenges
    • Diagnose the type of situation you face before choosing a response
    • Mobilise people through discomfort rather than protecting them from it

    Workplace outcomes

    • A current challenge reframed and approached differently
    • Greater tolerance for productive disequilibrium in the team
    • Fewer adaptive challenges treated with technical fixes

    Learning points

    • ·The classic error: applying yesterday's solutions to novel problems
    • ·Getting on the balcony: observing the system you are part of
    • ·Cynefin: clear, complicated, complex and chaotic contexts
    • ·Holding steady: regulating distress, including your own

    The experience

    A senior, intellectually demanding session working live on participants' hardest current challenges, with peer consultation and framework application.

    Models and frameworks

    • Adaptive leadership Heifetz and Linsky (2002)
    • Cynefin framework Snowden and Boone (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G4Strategic Thinking for Busy LeadersGood strategy is choice, not aspirationLeadersManagers

    Objectives

    • Distinguish real strategy from goals, plans and wishful thinking
    • Apply the kernel of strategy: diagnosis, guiding policy, coherent action
    • Create thinking time and routines that keep you strategic under pressure

    Workplace outcomes

    • A one-page strategy kernel for your area drafted and challenged
    • Sharper strategic contributions in senior discussions
    • A protected personal rhythm for strategic thinking

    Learning points

    • ·Bad strategy: fluff, failure to face problems, mistaking goals for strategy
    • ·Diagnosis first: naming the challenge honestly
    • ·Trade-offs: what you deliberately will not do
    • ·Strategy as hypothesis: testing and adapting

    The experience

    A rigorous working session where each leader drafts a strategy kernel for their real remit and defends it against structured peer scrutiny.

    Models and frameworks

    • Good Strategy Bad Strategy Rumelt (2011)
    • What is strategy Porter (1996)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G5The Multiplier Effect: Leading LeadersAre you making everyone around you smarter, or just busier?Leaders

    Objectives

    • Recognise accidental diminisher behaviours in your own leadership
    • Amplify the intelligence and capability of the leaders you lead
    • Create genuine ownership rather than delegated compliance

    Workplace outcomes

    • Two accidental diminisher habits identified and interrupted
    • Stretch challenges owned end-to-end by your leaders
    • More debate and better decisions in your leadership team

    Learning points

    • ·Multipliers and diminishers: the two-times difference in capability used
    • ·The accidental diminisher: rescuer, pace-setter, idea fountain
    • ·Asking bigger questions rather than giving better answers
    • ·Extreme questions and debate-making in leadership teams

    The experience

    A revealing, sometimes uncomfortable session where senior leaders receive structured feedback signals on their multiplier patterns and design personal experiments.

    Models and frameworks

    • Multipliers Wiseman (2010)
    • Empowering leadership research Amundsen and Martinsen (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G6Gravitas: Executive Presence with SubstancePresence that comes from depth, not performanceLeadersManagers

    Objectives

    • Understand the components of executive presence and how they are judged
    • Strengthen composure and conviction in high-stakes forums
    • Communicate with senior audiences concisely and confidently

    Workplace outcomes

    • Stronger performance in board, executive and client settings
    • A personal gravitas development plan with named practice situations
    • Concise, structured answers under challenge and scrutiny

    Learning points

    • ·Gravitas, communication, appearance: what actually gets weighed
    • ·Composure under fire: handling challenge without defensiveness
    • ·The executive summary answer: headline, evidence, implication
    • ·Authentic presence: why acting a part erodes trust

    The experience

    A stretching simulation-based session with executive scenario practice, hot-seat questioning and precise individual feedback.

    Models and frameworks

    • Executive presence model Hewlett (2014)
    • Authentic leadership Goffee and Jones (2006)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G7Influence Without AuthorityLead outcomes you do not controlIndividual contributorsManagersLeaders

    Objectives

    • Map the exchanges and currencies that drive cross-organisational cooperation
    • Build alliances before you need them
    • Convert resistance into negotiated agreement

    Workplace outcomes

    • An influence strategy for a live cross-functional objective
    • Named allies engaged for a current initiative
    • Fewer stalled initiatives waiting for hierarchy to intervene

    Learning points

    • ·The law of reciprocity in organisational life
    • ·Currencies of exchange: inspiration, task, position, relationship, personal
    • ·Assuming the other person is a potential ally
    • ·Negotiating support: give-get conversations that work

    The experience

    A strategic, applied session where participants build a real influence campaign, identify currencies for each stakeholder and rehearse the key conversations.

    Models and frameworks

    • Influence without authority Cohen and Bradford (1989)
    • Principles of influence Cialdini (1984)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G8Culture by DesignEvery team has a culture; the question is whether you chose itLeaders

    Objectives

    • Understand how culture forms and how leaders shape it, intentionally or not
    • Diagnose your current culture: artefacts, espoused values and underlying assumptions
    • Design deliberate culture moves: what you reward, tolerate and model

    Workplace outcomes

    • A culture diagnosis of your team or function with gaps named
    • Three specific leadership behaviours changed to shift culture
    • Recognition and tolerance patterns aligned with stated values

    Learning points

    • ·Culture as the sum of what gets rewarded, punished and ignored
    • ·Three levels of culture: what you see, what is said, what is assumed
    • ·The leader's shadow: your behaviour as the loudest signal
    • ·Small levers, big shifts: rituals, stories and decisions as culture tools

    The experience

    A senior working session combining honest cultural diagnosis with practical design, producing a short culture plan leaders begin executing immediately.

    Models and frameworks

    • Organisational culture and leadership Schein (2010)
    • The Culture Code Coyle (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    G9Identity Leadership: The Psychology of UsPeople follow leaders who create a sense of us, not just a sense of meManagersLeaders

    Objectives

    • Understand the social identity approach: why influence flows from shared identity rather than personal charisma
    • Assess yourself against the four dimensions of identity leadership: being one of us, doing it for us, crafting a sense of us and making us matter
    • Practise the language, rituals and choices that build a shared sense of who we are

    Workplace outcomes

    • A personal identity leadership profile with one dimension chosen for deliberate development
    • Team communication shifted from I and you towards a credible we
    • A team identity conversation planned and held within a month

    Learning points

    • ·From great man to great us: what the evidence says about why people actually follow
    • ·The four dimensions of identity leadership and how teams rate their leaders on them
    • ·Identity entrepreneurship: actively shaping what us means
    • ·Randomised controlled evidence: identity leadership development measurably improves engagement and teamfulness

    The experience

    A research-rich, personally challenging session where leaders examine how much us exists in their team and rehearse the identity-building moves the evidence supports. The natural gateway to our signature programme, The Augmented Us.

    Models and frameworks

    • The new psychology of leadership Haslam, Reicher and Platow (2020)
    • Identity Leadership Inventory Steffens et al. (2014)
    • The 5R identity leadership programme Haslam et al. (2017)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Change, Resilience and Wellbeing

    Navigating and leading change, at human pace and at velocity, sustaining energy and performing under pressure without burning out.

    Designed for: All levels, with dedicated leader sessions
    H1Change Agility: Thriving in Permanent WhitewaterChange is not an event to survive but a condition to masterIndividual contributorsTeamsManagers

    Objectives

    • Understand the psychology of transition: why change feels like loss
    • Locate yourself honestly on the change curve for a current change
    • Build personal practices that convert uncertainty into agency

    Workplace outcomes

    • A personal change response plan for a live organisational change
    • Reduced rumination and faster re-engagement after disruption
    • Language to discuss change reactions openly in the team

    Learning points

    • ·Change versus transition: the outer event and the inner journey
    • ·Endings, the neutral zone and new beginnings
    • ·Control, influence, accept: sorting your energy under uncertainty
    • ·Micro-agency: small actions that restore momentum

    The experience

    A humane, practical session that treats change reactions as normal psychology rather than resistance, and equips people to move through them faster.

    Models and frameworks

    • Transitions model Bridges (1991)
    • Change curve foundations Kübler-Ross (1969)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H2Leading Change Without Losing PeopleChange fails in the middle, where the people areManagersLeaders

    Objectives

    • Understand why most change efforts underdeliver and what the exceptions do
    • Build the case for change around awareness and desire, not just logic
    • Sustain momentum past the initial launch energy

    Workplace outcomes

    • A change plan for a live initiative stress-tested against proven models
    • Resistance conversations handled as data-gathering rather than combat
    • Early wins identified and communicated deliberately

    Learning points

    • ·Eight accelerators: from urgency to anchoring change in culture
    • ·ADKAR: awareness, desire, knowledge, ability, reinforcement
    • ·Resistance as information: what objectors know that you need
    • ·The messy middle: sustaining energy when novelty fades

    The experience

    A workshop built around participants' actual change initiatives, applying frameworks to real plans and rehearsing the difficult conversations change demands.

    Models and frameworks

    • Leading Change Kotter (1996)
    • ADKAR model Hiatt (2006)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H3The Resilience ReservoirOrdinary magic: resilience is built, not bornIndividual contributorsTeamsManagers

    Objectives

    • Understand the evidence on what resilience is and is not
    • Audit your current resilience resources across multiple domains
    • Build a personal resilience plan with daily and weekly practices

    Workplace outcomes

    • A personal resilience plan spanning thinking habits, relationships and recovery
    • Faster bounce-back from setbacks reported at follow-up
    • Reduced catastrophising under pressure

    Learning points

    • ·Resilience as ordinary magic: the research reality
    • ·Explanatory style: how you narrate setbacks to yourself
    • ·The 3Ps trap: personal, pervasive, permanent
    • ·Social resilience: why connection beats willpower

    The experience

    An evidence-based, hope-building session that replaces resilience cliches with practical psychology and a plan participants actually follow.

    Models and frameworks

    • Learned optimism and explanatory style Seligman (2011)
    • Resilience as ordinary magic Masten (2001)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H4Stress, Reset: Performing Well Under PressurePressure is inevitable; how you meet it is trainableIndividual contributorsTeamsManagers

    Objectives

    • Understand the stress response and the performance curve
    • Reframe stress arousal as a performance resource
    • Apply in-the-moment reset techniques and longer-term load management

    Workplace outcomes

    • A personal stress signature identified with tailored responses
    • Reset techniques used effectively in real pressure moments
    • Workload conversations held before overload, not after

    Learning points

    • ·The pressure-performance curve: where you tip from stretch to strain
    • ·Stress mindset: recent research on how appraisal changes outcomes
    • ·Physiological resets: breath, movement, micro-recovery
    • ·Chronic load: spotting and negotiating unsustainable demand

    The experience

    A practical, body-and-mind session where participants feel techniques working in the room and leave with a personal pressure protocol.

    Models and frameworks

    • Stress mindset research Crum, Salovey and Achor (2013)
    • Pressure-performance relationship Yerkes and Dodson (1908)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H5Burnout-Proofing Yourself and Your TeamExhaustion, cynicism, inefficacy: see it early, act on it fastManagersLeaders

    Objectives

    • Recognise the three dimensions of burnout and their early signals
    • Identify the six organisational mismatches that drive burnout
    • Take manager-level action on workload, control and recognition

    Workplace outcomes

    • Early-warning awareness applied to yourself and each team member
    • One structural driver of burnout in your team addressed
    • A recovery-positive team norm established and modelled

    Learning points

    • ·Burnout as an occupational phenomenon, not personal weakness
    • ·The six mismatches: workload, control, reward, community, fairness, values
    • ·Manager levers: demand shaping, recovery norms, meaningful recognition
    • ·Conversations with someone who is struggling: what helps and what harms

    The experience

    A candid, stigma-free session for managers who suspect the pace is unsustainable, combining diagnostic tools with practical team-level interventions.

    Models and frameworks

    • Burnout research Maslach and Leiter (2016)
    • Job demands-resources model Bakker and Demerouti (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H6Growth Mindset at WorkNot yet is different from noIndividual contributorsTeamsManagers

    Objectives

    • Understand fixed and growth mindsets and the evidence behind them
    • Notice your own mindset triggers in challenge, effort, feedback and setbacks
    • Build team practices that reward learning, not just performing

    Workplace outcomes

    • Mindset triggers named and personal responses planned
    • Stretch assignments approached with learning goals
    • Team language shifted around mistakes and experiments

    Learning points

    • ·What growth mindset actually claims, beyond the poster version
    • ·Mindset triggers: criticism, comparison, struggle and high stakes
    • ·Learning goals versus performance goals
    • ·False growth mindset: praising effort that goes nowhere

    The experience

    An honest, nuanced session that treats mindset as situational rather than a personality label, with practical triggers work and team applications.

    Models and frameworks

    • Mindset research Dweck (2006)
    • Learning goal orientation VandeWalle (1997)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H7Wellbeing as a Performance StrategySustainable performance beats heroic sprintsManagersLeaders

    Objectives

    • Understand the business evidence connecting wellbeing and performance
    • Assess team wellbeing across proven dimensions
    • Design team-level practices that support energy, connection and meaning

    Workplace outcomes

    • A team wellbeing baseline with two priority actions
    • Wellbeing embedded in existing rhythms rather than bolted on
    • Reduced regretted attrition risk in the team

    Learning points

    • ·PERMA: positive emotion, engagement, relationships, meaning, accomplishment
    • ·The manager effect: your disproportionate impact on team wellbeing
    • ·Job crafting: shaping roles towards strengths and meaning
    • ·Measuring what matters: light-touch wellbeing pulse checks

    The experience

    A strategic, evidence-led session that positions wellbeing as an operating advantage and produces a concrete team plan, not a fruit bowl.

    Models and frameworks

    • PERMA wellbeing model Seligman (2011)
    • Job crafting Wrzesniewski and Dutton (2001)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H8Navigating Ambiguity: Deciding When You Cannot KnowComfort with uncertainty is a leadership skill, not a personality traitManagersLeaders

    Objectives

    • Categorise situations by their true level of uncertainty
    • Match decision approach to context: analyse, experiment or act
    • Communicate confidently while acknowledging what is unknown

    Workplace outcomes

    • A live ambiguous situation categorised and actioned appropriately
    • Safe-to-fail experiments running where analysis cannot answer
    • Team anxiety reduced through honest, structured communication

    Learning points

    • ·Clear, complicated, complex, chaotic: knowing which game you are in
    • ·Probe, sense, respond: acting your way to understanding
    • ·Expected value thinking and deciding with incomplete information
    • ·Communicating in uncertainty: candour plus direction

    The experience

    A thinking-intensive session using participants' genuinely uncertain situations, moving from paralysis or false confidence towards calibrated action.

    Models and frameworks

    • Cynefin framework Snowden and Boone (2007)
    • Judgement under uncertainty Kahneman (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H9Leading Change at Velocity: Speed Without WhiplashWhen the market moves quarterly, annual change programmes loseLeaders

    Objectives

    • Understand why traditional change programmes are too slow for current conditions
    • Run change as a portfolio of fast, volunteer-driven initiatives alongside the operating hierarchy
    • Accelerate adoption by working with diffusion dynamics rather than against them

    Workplace outcomes

    • One current change re-planned for speed: smaller increments, faster feedback, earlier value
    • A volunteer coalition mobilised around a live strategic opportunity
    • Adoption strategy targeted at early adopters and connectors, not everyone at once

    Learning points

    • ·The dual operating system: hierarchy for reliability, network for speed
    • ·Urgency around opportunity, not threat: the accelerator that sustains
    • ·Diffusion dynamics: innovators, early adopters and the chasm in between
    • ·Cutting the change into slices that ship value inside a quarter

    The experience

    A fast-paced leadership session that treats one of your real changes as the working case, re-sequencing it for velocity and designing the first thirty days by the end of the session.

    Models and frameworks

    • Accelerate dual operating system Kotter (2014)
    • Diffusion of innovations Rogers (2003)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H10The Change Portfolio: Leading Many Changes at OnceYour people are not resisting change; they are drowning in itLeadersManagers

    Objectives

    • Map every change currently landing on your teams and its cumulative load
    • Recognise change fatigue and saturation before they become attrition
    • Sequence, bundle or stop changes to protect adoption capacity

    Workplace outcomes

    • A single view of the change load on each team, often for the first time
    • At least one change re-sequenced, merged or stopped
    • A capacity conversation held with sponsors using evidence rather than complaint

    Learning points

    • ·Change saturation: what the research says about cumulative load
    • ·The portfolio view: mapping initiatives against the same populations
    • ·Fatigue signals: cynicism, quiet compliance and rising absence
    • ·Saying no upwards: making the case for sequencing

    The experience

    A revealing mapping session where leaders lay out every live initiative touching their people, see the collisions and make real sequencing decisions in the room.

    Models and frameworks

    • Change fatigue research Bernerth, Walker and Harris (2011)
    • ADKAR model Hiatt (2006)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    H11Sponsor in Chief: The Executive's Role in ChangeSponsorship is the strongest predictor of change success, and the most fumbledLeaders

    Objectives

    • Understand what effective sponsorship actually involves beyond approving the budget
    • Build and hold a guiding coalition through the messy middle
    • Model the change visibly enough that the organisation believes it

    Workplace outcomes

    • A personal sponsorship plan for a live initiative: presence, messages, moments
    • A coalition health check completed with gaps addressed
    • Sponsorship behaviours scheduled into the diary, not left to intention

    Learning points

    • ·Active and visible sponsorship: what the evidence keeps finding
    • ·The ABCs of the role: authorise, build coalition, communicate directly
    • ·The messy middle: where sponsors disappear and changes stall
    • ·Your shadow: what your calendar says about your priorities

    The experience

    A candid executive session assessing each leader's real sponsorship behaviour against the evidence, with peer challenge and a concrete plan for the initiative they currently sponsor.

    Models and frameworks

    • Sponsorship and ADKAR evidence Hiatt (2006)
    • The guiding coalition Kotter (1996)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Career Growth and Mobility

    Career planning and execution, internal mobility, transitions and the career conversations leaders owe their people.

    Designed for: All levels, with dedicated leader sessions
    P1Career Planning That Works: Direction Without a LadderYou do not need a ten-year plan; you need a direction and a next experimentIndividual contributorsManagers

    Objectives

    • Identify your career anchors: the values and motivators you will not trade away
    • Set a career direction that survives organisational change
    • Design career experiments that test options before you commit

    Workplace outcomes

    • A one-page career plan: anchors, direction, options and next experiments
    • Clarity on what you are optimising for at this stage of life
    • Two career experiments scheduled within ninety days

    Learning points

    • ·Career anchors: competence, autonomy, security, challenge, lifestyle and purpose
    • ·Squiggly careers: why ladders became lattices
    • ·Options thinking: keeping three credible futures alive
    • ·Experiments over decisions: cheap tests of possible selves

    The experience

    A reflective, structured session using career anchor diagnostics and peer coaching, leaving with a plan that feels like yours rather than a template.

    Models and frameworks

    • Career anchors Schein (1978)
    • The Squiggly Career Tupper and Ellis (2020)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    P2Career Execution: From Intention to PromotionThe best career plan is worthless without deliberate executionIndividual contributorsManagers

    Objectives

    • Translate career direction into quarterly goals and visible progress
    • Build the evidence base that promotion decisions actually rest on
    • Secure sponsorship: the senior advocate who speaks when you are not in the room

    Workplace outcomes

    • A career execution plan with quarterly milestones
    • An achievement record started and maintained
    • A named sponsorship strategy with first moves made

    Learning points

    • ·The sponsor effect: why sponsorship outperforms mentorship for advancement
    • ·Visibility with substance: being known for real work
    • ·The promotion case: writing it before anyone asks
    • ·Asking well: development conversations that produce commitments

    The experience

    A practical, ambition-friendly session where participants build their execution plan, draft their promotion case and rehearse the sponsorship ask.

    Models and frameworks

    • The sponsor effect Hewlett (2013)
    • Goal-setting theory Locke and Latham (2002)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    P3The Career Conversation: For Leaders Who Grow PeopleThe conversation your best people are having with someone; make sure it is youManagersLeaders

    Objectives

    • Hold regular, short career conversations that retain and grow your people
    • Separate career conversations from performance reviews, deliberately
    • Support ambitions you cannot immediately satisfy, honestly

    Workplace outcomes

    • A career conversation held with every direct report within a quarter
    • Growth options identified inside the current role, not just beyond it
    • Retention risks surfaced while there is still time to act

    Learning points

    • ·Why people leave: the conversation that never happened
    • ·Short and often beats long and annual: the hallway career conversation
    • ·Growing in place: stretch, scope and visibility without a new title
    • ·When their ambition points elsewhere: handling it without losing them early

    The experience

    A practice-rich session for leaders, rehearsing real career conversations including the awkward ones, with language that opens futures rather than promising them.

    Models and frameworks

    • Career conversations that retain Kaye and Giulioni (2012)
    • The Coaching Habit Stanier (2016)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    P4Internal Mobility: Your Next Role May Be Closer Than You ThinkThe hidden job market inside your own organisationIndividual contributorsManagers

    Objectives

    • Map the internal landscape: roles, projects, secondments and gigs
    • Build the internal reputation and relationships that unlock moves
    • Navigate internal applications and the politics of moving teams

    Workplace outcomes

    • An internal opportunity map with three live possibilities
    • Relationships opened in two target areas
    • A dignified approach to moving that keeps your current manager an ally

    Learning points

    • ·Why internal moves beat external ones more often than people expect
    • ·Gigs and projects: trying a team before you join it
    • ·The internal brand: what other departments say about you
    • ·The conversation with your manager: timing, framing and fairness

    The experience

    A practical, energising session that turns vague restlessness into a mapped set of internal options and specific outreach within the month.

    Models and frameworks

    • The Squiggly Career Tupper and Ellis (2020)
    • Career experiments Ibarra (2003)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    P5Career Transitions: Changing Direction with ConfidenceTest your way into the next chapter rather than leaping blindIndividual contributorsManagersLeaders

    Objectives

    • Understand how successful career changers actually make the shift
    • Manage the identity work of leaving one professional self for another
    • Plan a transition with experiments, bridges and financial honesty

    Workplace outcomes

    • A transition plan with staged experiments rather than a single leap
    • Possible selves tested through real conversations and side projects
    • The psychological transition mapped alongside the practical one

    Learning points

    • ·Working identity: why we act our way into new careers, not think our way in
    • ·Endings first: the transition curve applied to career change
    • ·Bridge building: side projects, secondments and part-time paths
    • ·The story of the change: narrating your move so others can back it

    The experience

    A thoughtful, honest session for people contemplating real change, combining evidence with structured planning and the company of others in the same place. Pairs naturally with our career transition coaching.

    Models and frameworks

    • Working Identity Ibarra (2003)
    • Transitions model Bridges (1991)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    P6Your Personal Board: Mentors, Sponsors and Truth-TellersNobody manages a career alone anymoreIndividual contributorsManagers

    Objectives

    • Distinguish the roles you need around you: mentor, sponsor, coach, connector, truth-teller
    • Audit your current support network against those roles
    • Recruit and maintain your personal board without awkwardness

    Workplace outcomes

    • A personal board map with gaps identified
    • Two recruitment conversations planned with specific asks
    • A maintenance rhythm that keeps the board warm

    Learning points

    • ·Five seats on the board and what each one does for you
    • ·Mentors advise, sponsors act: the distinction that changes careers
    • ·The recruitment conversation: specific, bounded, reciprocal
    • ·Feeding the board: how to be worth advocating for

    The experience

    A warm, practical session where participants map their real support network, spot the empty seats and script the conversations to fill them.

    Models and frameworks

    • The sponsor effect Hewlett (2013)
    • Strength of weak ties Granovetter (1973)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    P7The Long Game: Careers, Purpose and the 100-Year LifeMulti-stage lives need multi-stage career thinkingIndividual contributorsManagersLeaders

    Objectives

    • Rethink career planning for longer working lives and multiple chapters
    • Audit your intangible assets: skills, vitality and transformational capacity
    • Plan the next chapter deliberately, whatever your career stage

    Workplace outcomes

    • A multi-stage view of your working life with the current chapter named
    • An intangible asset audit with one investment chosen
    • Renewed agency for mid and late career participants often written off by traditional models

    Learning points

    • ·The end of the three-stage life: learn, earn, retire no longer fits
    • ·Intangible assets: productive skills, vitality and the ability to change
    • ·Chapters and transitions: planning in decades without rigidity
    • ·Purpose as a career asset that compounds

    The experience

    A perspective-shifting session that participants describe as the most honest career conversation they have had at work, grounded in longevity research rather than nostalgia.

    Models and frameworks

    • The 100-Year Life Gratton and Scott (2016)
    • Career anchors Schein (1978)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    AI Foundations for Everyone

    Hands-on AI capability for every role: literacy, prompt craft, storytelling, judgement and the personal augmented workflow.

    Designed for: All levels
    I1AI Literacy for Everyone: From Curiosity to CapabilityDemystify AI and start using it well, whatever your roleIndividual contributorsTeamsManagersLeaders

    Objectives

    • Understand what current AI tools can and cannot do, without hype or fear
    • Identify high-value, low-risk uses of AI in your own role
    • Use AI safely: data, confidentiality and verification basics

    Workplace outcomes

    • Two or three AI-assisted tasks adopted into your weekly workflow
    • Confident, accurate conversations about AI capability and limits
    • Safe usage habits aligned with organisational policy

    Learning points

    • ·How large language models actually work, in plain English
    • ·The jagged frontier: where AI excels and where it stumbles
    • ·Verification habits: trust but check
    • ·Getting started: your first ten productive uses

    The experience

    A hands-on, jargon-free session with live tool practice on real work tasks, designed for the curious and the sceptical alike.

    Models and frameworks

    • Co-Intelligence working principles Mollick (2024)
    • Jagged technological frontier research Dell'Acqua et al. (2023)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I2Prompt to Performance: Everyday AI SkillsThe difference between mediocre and remarkable AI output is youIndividual contributorsTeamsManagers

    Objectives

    • Write prompts that produce genuinely useful first drafts
    • Iterate with AI as a thinking partner rather than a vending machine
    • Build reusable prompt patterns for your recurring tasks

    Workplace outcomes

    • A personal prompt library for your five most common tasks
    • Measurably faster drafting, analysis and preparation work
    • Quality control habits that catch AI errors before they travel

    Learning points

    • ·Context, role, task, format: the anatomy of a strong prompt
    • ·Iteration: treating the first answer as the first draft
    • ·AI as thinking partner: critique, alternatives and challenge
    • ·Common failure modes and how to spot them

    The experience

    A practical working session where participants build and test prompts on their real tasks, leaving with a working prompt library rather than notes.

    Models and frameworks

    • Co-Intelligence Mollick (2024)
    • Human-AI collaboration research Dell'Acqua et al. (2023)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I6Judgement in the Loop: Critical Thinking in an AI WorldAI raises the value of the one thing it cannot doIndividual contributorsManagersLeaders

    Objectives

    • Recognise automation bias and over-reliance on fluent machine output
    • Verify, source-check and stress-test AI-generated content
    • Decide deliberately when AI belongs in a decision and when it does not

    Workplace outcomes

    • A personal verification checklist applied to all AI-assisted work
    • Fewer errors from unchecked machine output reaching clients or decisions
    • Clear team norms on where human judgement is non-negotiable

    Learning points

    • ·Fluency is not accuracy: why polished output disarms scepticism
    • ·Automation bias and how it catches experts
    • ·Falsification habits: actively hunting for what is wrong
    • ·Decision rights: human-in-the-loop, human-on-the-loop, human-out

    The experience

    A sharp, hands-on session where participants catch real AI errors, feel how persuasive wrong answers can be and build their verification reflexes.

    Models and frameworks

    • Thinking, Fast and Slow Kahneman (2011)
    • Automation bias research Parasuraman and Manzey (2010)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I9Storytelling with AI: Craft at the Speed of ThoughtKeep the soul of the story, let AI carry the draftingIndividual contributorsTeamsManagersLeaders

    Objectives

    • Combine narrative craft with AI tools to develop stories faster without losing authenticity
    • Use AI to research audiences, test framings and stress-test story logic
    • Keep human judgement, voice and ethics at the centre of AI-assisted storytelling

    Workplace outcomes

    • A real business story developed from raw idea to told draft within the session
    • An AI-assisted story development workflow you can reuse for pitches, change and presentations
    • Clear personal rules on what AI drafts and what stays human

    Learning points

    • ·Story fundamentals: character, tension, resolution and the business point
    • ·AI as story room: generating angles, audiences and objections in minutes
    • ·The authenticity line: voice, lived experience and disclosure
    • ·From draft to delivery: rehearsing with AI as a critical audience

    The experience

    A hands-on creative session where participants build and tell a real work story with AI as development partner, finishing with a live telling and peer response.

    Models and frameworks

    • The springboard story Denning (2005)
    • Co-Intelligence working principles Mollick (2024)
    • Resonate structure Duarte (2010)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I10The Augmented Professional: Your Personal AI Operating SystemAssemble the tools, habits and judgement of an AI-augmented careerIndividual contributorsManagersLeaders

    Objectives

    • Design a personal AI-augmented workflow across your recurring work
    • Choose the right tool and mode for each task type
    • Build habits that compound capability month on month

    Workplace outcomes

    • A documented personal AI operating system covering your five biggest recurring tasks
    • Hours recovered weekly and redeployed deliberately
    • A personal learning loop that keeps pace with tool change

    Learning points

    • ·Task audit: where your week actually goes
    • ·Delegate, collaborate, verify: three modes of working with AI
    • ·Building your prompt and asset library
    • ·Staying current without chasing every shiny tool

    The experience

    A practical design session where each participant maps their week, builds their augmentation plan and tests it live on real tasks before leaving.

    Models and frameworks

    • Co-Intelligence Mollick (2024)
    • Deep Work Newport (2016)
    • Jagged frontier evidence Dell'Acqua et al. (2023)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Leading with AI

    Strategy, adoption, work redesign and team identity for leaders taking their people into the augmented age. Home of The Augmented Us.

    Designed for: Leaders, managers and intact teams
    I3The AI-Ready LeaderYou do not need to be technical; you do need to be literateLeaders

    Objectives

    • Understand AI's strategic implications for your business model and workforce
    • Ask the right questions of technical teams and vendors
    • Set direction on AI adoption: ambition, ethics and risk appetite

    Workplace outcomes

    • A leadership point of view on AI articulated for your area
    • Sharper governance questions in AI-related decisions
    • An adoption stance balancing opportunity, risk and people impact

    Learning points

    • ·AI as a general-purpose technology: what history teaches about adoption
    • ·Economics of prediction: where AI shifts value in your business
    • ·Responsible AI: bias, transparency, accountability and the regulatory direction
    • ·The leader's role: sponsorship, scepticism and standard-setting

    The experience

    A strategic briefing and working session for senior leaders, combining accessible technical grounding with applied discussion of your organisation's choices.

    Models and frameworks

    • Competing in the Age of AI Iansiti and Lakhani (2020)
    • Prediction machines economics Agrawal, Gans and Goldfarb (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I4Human + Machine: Redesigning Work with AIThe best results come from collaboration, not substitutionTeamsManagers

    Objectives

    • Map your team's workflow to identify augmentation opportunities
    • Redesign roles around the human-machine handoff
    • Protect and elevate the distinctly human parts of the work

    Workplace outcomes

    • A workflow map with three augmentation opportunities prioritised
    • One process redesigned with clear human and AI responsibilities
    • Team clarity about which skills to deepen as AI takes the mechanical load

    Learning points

    • ·The missing middle: work done best by humans and machines together
    • ·Task decomposition: separating judgement from mechanics
    • ·Supervisor of intelligent systems: the emerging skill set
    • ·Redeploying saved time: the decision that determines the value

    The experience

    A workshop where teams map a real process end to end, identify where AI assists and redesign the work with humans doing what humans do best.

    Models and frameworks

    • Human + Machine Daugherty and Wilson (2018)
    • Task-based view of automation Autor (2015)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I5Leading AI Adoption: The Human Side of Intelligent ToolsThe technology is the easy partManagersLeaders

    Objectives

    • Understand why AI adoption stalls: fear, identity and habit
    • Build psychological safety around experimentation with AI
    • Lead an adoption approach that wins sceptics rather than steamrolling them

    Workplace outcomes

    • An adoption plan addressing capability, confidence and concern
    • Team experiments running with learning captured and shared
    • Resistance surfaced and worked with rather than driven underground

    Learning points

    • ·The anxiety beneath the objections: competence, status and job security
    • ·Change fundamentals applied to AI: urgency, coalition, early wins
    • ·Experimentation norms: safe-to-try pilots with honest reviews
    • ·Role modelling: leaders using the tools visibly and humbly

    The experience

    A change-leadership session focused on the people side of AI, using real adoption challenges from participants' teams as the working material.

    Models and frameworks

    • Leading Change Kotter (1996)
    • Psychological safety research Edmondson (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I7The Human Advantage: What Stays Human in an AI WorldDouble down on what machines cannot replicateIndividual contributorsTeamsManagersLeaders

    Objectives

    • Identify the capabilities that rise in value as AI capability grows
    • Assess your own human advantage portfolio honestly
    • Plan deliberate development of empathy, judgement, creativity and connection

    Workplace outcomes

    • A personal human advantage development plan
    • Career decisions informed by where value is moving
    • Renewed investment in relationships, trust and creative work

    Learning points

    • ·The economics of complements: what becomes scarce becomes valuable
    • ·Empathy, ethics, judgement, taste: the durable human skills
    • ·Relationships as infrastructure: trust in an automated world
    • ·From threat to strategy: positioning yourself and your team

    The experience

    An optimistic, evidence-grounded session that converts AI anxiety into a concrete personal development agenda built on distinctly human strengths.

    Models and frameworks

    • The War for Kindness Zaki (2019)
    • Why are there still so many jobs Autor (2015)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    I8Your Team's AI Playbook: Use Cases, Guardrails, MomentumFrom scattered experiments to a working team systemTeamsManagers

    Objectives

    • Harvest and prioritise AI use cases from across the team
    • Agree guardrails: data, quality, disclosure and review standards
    • Establish a rhythm for sharing learning and compounding gains

    Workplace outcomes

    • A written team AI playbook: approved uses, guardrails, owners
    • A prioritised experiment backlog with review dates
    • A monthly learning loop that keeps the playbook alive

    Learning points

    • ·Use case harvesting: where the time actually goes each week
    • ·Prioritisation: value, risk and effort scoring
    • ·Guardrails that enable rather than smother
    • ·Making it stick: champions, show-and-tells and shared prompts

    The experience

    A productive team working session that ends with a real, written playbook and named owners, not intentions.

    Models and frameworks

    • Human + Machine Daugherty and Wilson (2018)
    • Jagged frontier field evidence Dell'Acqua et al. (2023)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    N1The Augmented Team: Who Are We Now?The workshop edition of our signature programme, The Augmented UsTeamsManagersLeaders

    Objectives

    • Explore how working with intelligent machines is reshaping what your team is for and who it is becoming
    • Begin an augmented social identity map: the groups, tools and loyalties that now define us
    • Leave with first actions drawn from the six-stage augmented 6R practice

    Workplace outcomes

    • A first-draft augmented social identity map the team can build on
    • A shared, honest conversation held about what AI is doing to the team's identity and craft
    • A clear view of whether the full programme, The Augmented Us, is the team's next step

    Learning points

    • ·Why AI is an identity question before it is a technology question
    • ·The augmented social identity map: seeing who we are now
    • ·The four modes of working with AI: asking, delegation, collaboration and exploration
    • ·The 6R practice: readying, reflecting, representing, realising, reinforcing, recalibrating

    The experience

    A facilitated team conversation with real mapping work on the wall, honest disagreement welcomed and a concrete picture of the team's augmented identity taking shape within the session.

    Models and frameworks

    • Social identity mapping Cruwys et al. (2016)
    • The new psychology of leadership Haslam, Reicher and Platow (2020)
    • The Augmented Us framework Growth Performance (2026)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Inclusion and Belonging

    Inclusive leadership, fairer decisions, allyship, voice and the everyday practices that make people feel they matter.

    Designed for: All levels, with dedicated leader sessions
    K1Inclusive Leadership: Small Signals, Big CultureInclusion is a leadership behaviour before it is a policyManagersLeaders

    Objectives

    • Understand the six signature traits of inclusive leaders and their measurable impact
    • Audit your own micro-behaviours: airtime, credit, interruption and access
    • Commit to specific inclusive practices in meetings, decisions and development

    Workplace outcomes

    • A personal inclusive leadership assessment with two behaviour changes underway
    • Meetings where contribution spreads beyond the usual voices
    • Team members reporting greater fairness in opportunity and credit

    Learning points

    • ·Visible commitment, humility, awareness of bias, curiosity, cultural intelligence and effective collaboration
    • ·Uniqueness and belonging: the two needs inclusion must serve at once
    • ·Micro-affirmations and micro-aggressions: the daily ledger of inclusion
    • ·Who gets the stretch work: inclusion in opportunity allocation

    The experience

    A reflective, evidence-led session with structured self-audit and peer challenge, converting good intent into observable weekly behaviour.

    Models and frameworks

    • Inclusive leadership traits Bourke and Titus (2020)
    • Inclusion model of belonging and uniqueness Shore et al. (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K2Bias, Interrupted: Fairer Judgement at WorkYou cannot delete bias, but you can redesign around itIndividual contributorsManagersLeaders

    Objectives

    • Understand how cognitive shortcuts distort people decisions
    • Spot the bias patterns most common in hiring, feedback and promotion
    • Apply design fixes that make fair outcomes the default

    Workplace outcomes

    • One live people process redesigned with bias interrupters
    • Structured criteria used before evidence is reviewed
    • More consistent, defensible people decisions

    Learning points

    • ·Affinity, confirmation, halo and recency: bias in people judgements
    • ·Why awareness training alone does not change outcomes
    • ·Design beats willpower: structure, criteria and comparison
    • ·Auditing your own recent decisions for patterns

    The experience

    A practical, non-judgemental session that treats bias as human wiring and focuses energy on redesigning decisions rather than perfecting people.

    Models and frameworks

    • Behavioural design for equality Bohnet (2016)
    • System 1 and System 2 thinking Kahneman (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K3Allyship in Action: From Good Intentions to Daily PracticeAllyship is a verbIndividual contributorsTeamsManagers

    Objectives

    • Understand what effective allyship looks like from the perspective of those it serves
    • Practise interrupting exclusion in the moment, safely and effectively
    • Use your influence to sponsor, amplify and open doors

    Workplace outcomes

    • A personal allyship practice with specific situations identified
    • Confidence to act in the moment rather than regret in retrospect
    • Colleagues sponsored and amplified in visible, practical ways

    Learning points

    • ·The allyship spectrum: from private support to public advocacy
    • ·Amplification, credit and sponsorship: everyday power moves
    • ·Interrupting well: scripts for meetings and corridors
    • ·Getting it wrong gracefully: repair and learning

    The experience

    A candid, practice-based session using realistic scenarios, with space for honest questions and rehearsal of the moments most people currently let pass.

    Models and frameworks

    • Allyship practices Melaku, Beeman, Smith and Johnson (2020)
    • Employee voice research Detert and Burris (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K4Belonging by Design: Everyday Inclusion in Real TeamsPeople give their best where they feel they matterTeamsManagers

    Objectives

    • Understand belonging as a fundamental driver of engagement and performance
    • Audit the moments in your team where belonging is built or broken
    • Design team practices that signal value to every member

    Workplace outcomes

    • A team belonging audit with two redesigned moments
    • Onboarding, meetings and recognition adjusted for inclusion
    • Measurable uplift in team members reporting they feel valued

    Learning points

    • ·The need to belong: the psychology and the performance evidence
    • ·Moments that matter: joining, contributing, struggling, succeeding
    • ·Rituals of inclusion: designed, not accidental
    • ·Remote and hybrid belonging: distance amplifies exclusion

    The experience

    A warm, practical team session mapping the real moments of team life and redesigning the ones that quietly exclude.

    Models and frameworks

    • The need to belong Baumeister and Leary (1995)
    • Belonging cues Coyle (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K5Neuroinclusion: Different Minds, Better TeamsDesign work so every kind of mind can contribute its bestTeamsManagersLeaders

    Objectives

    • Understand neurodiversity and its prevalence in every workforce
    • Recognise how standard work practices advantage some minds and hinder others
    • Make practical adjustments to meetings, briefs and environments that help everyone

    Workplace outcomes

    • Team practices adjusted for clearer briefs, agendas and sensory load
    • Greater confidence discussing working preferences openly
    • Access to strengths the team was previously suppressing

    Learning points

    • ·Neurodiversity as variation, not deficit: the competitive advantage evidence
    • ·Universal design: adjustments that quietly help everyone
    • ·Communication clarity: explicit beats implicit
    • ·Having the conversation: preference-based, not diagnosis-based

    The experience

    An eye-opening, stigma-free session focused on practical work design, built around preferences everyone shares rather than labels anyone must disclose.

    Models and frameworks

    • Neurodiversity as competitive advantage Austin and Pisano (2017)
    • Job demands-resources model Bakker and Demerouti (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K6Five Generations, One TeamTurn age diversity from friction into intelligenceTeamsManagers

    Objectives

    • Replace generational stereotypes with evidence about what actually differs
    • Identify where age-diverse perspectives strengthen decisions
    • Build mutual mentoring that moves knowledge in both directions

    Workplace outcomes

    • Generational assumptions surfaced and tested against evidence
    • A mutual mentoring pair or practice established
    • Communication norms that work across age preferences

    Learning points

    • ·What the evidence actually shows about generational difference
    • ·Gentelligence: intergenerational learning as strategy
    • ·Technology, feedback and loyalty: where preferences genuinely vary
    • ·Designing meetings and communication for mixed preferences

    The experience

    A myth-busting, story-rich session that gets generations talking to each other rather than about each other, ending in practical working agreements.

    Models and frameworks

    • Gentelligence Gerhardt, Nachemson-Ekwall and Fogel (2021)
    • The Culture Map Meyer (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K7Voice and Silence: Building a Speak-Up CultureThe problems you do not hear about are still your problemsManagersLeaders

    Objectives

    • Understand why capable people stay silent and what it costs
    • Recognise the leader behaviours that open or close the door to voice
    • Build channels and responses that make speaking up rational

    Workplace outcomes

    • Earlier warning of risks, problems and bad news
    • A leader response repertoire that rewards rather than punishes voice
    • Team norms making challenge an expected contribution

    Learning points

    • ·The calculus of voice: perceived cost versus perceived benefit
    • ·Silence is data: what your team is not telling you
    • ·Responding to unwelcome truth: the moment culture is made
    • ·Structures for voice: rounds, anonymity and skip-levels used well

    The experience

    A frank leadership session using real speak-up failures and successes, with rehearsal of the receiving moment that determines whether voice happens twice.

    Models and frameworks

    • Employee voice and silence research Morrison (2014)
    • Psychological safety research Edmondson (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    K8The Fairness Factor: Just Decisions, Trusted LeadersPeople can accept a no; they cannot accept an unfair oneManagersLeaders

    Objectives

    • Understand the four dimensions of organisational justice and their effects
    • Diagnose fairness hotspots in your team: workload, reward, recognition, opportunity
    • Communicate difficult decisions in ways that preserve trust

    Workplace outcomes

    • Decisions explained with process transparency as standard
    • Fairness hotspots identified and one addressed
    • Higher acceptance of tough calls across the team

    Learning points

    • ·Distributive, procedural, interpersonal and informational justice
    • ·Why process fairness matters more than outcomes
    • ·The fair hearing: involvement before decision
    • ·Explaining the no: candour about criteria and constraints

    The experience

    A thoughtful, applied session where managers examine recent decisions through a fairness lens and rehearse communicating a genuinely difficult one.

    Models and frameworks

    • Organisational justice dimensions Colquitt (2001)
    • SCARF model Rock (2008)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Innovation, Creativity and Problem Solving

    Creative confidence, structured problem solving, experimentation, facilitation craft and the leadership that lets innovation live.

    Designed for: All levels
    L1Creative Confidence: Everyone's Second JobCreativity is not a personality type; it is a practiceIndividual contributorsTeamsManagers

    Objectives

    • Dismantle the belief that creativity belongs to creative roles
    • Practise techniques that generate options beyond the first obvious answer
    • Build creative habits into ordinary work

    Workplace outcomes

    • A wider option set generated for a live work challenge
    • Personal creative blocks named and countered
    • Regular divergent thinking built into team routines

    Learning points

    • ·The fear that kills ideas: judgement, failure and the sensible answer
    • ·Fluency first: quantity as the route to quality
    • ·Constraints as fuel: why limits improve ideas
    • ·From insight to habit: scheduling creativity like any other work

    The experience

    A playful but purposeful session that has self-declared non-creatives generating and building ideas within the hour, applied to genuine work problems.

    Models and frameworks

    • Creative confidence Kelley and Kelley (2013)
    • Componential theory of creativity Amabile (1996)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L2Root Cause: Structured Problem Solving That SticksStop solving the same problem every monthIndividual contributorsTeamsManagers

    Objectives

    • Separate problem definition from solution generation
    • Apply structured cause analysis to recurring problems
    • Choose interventions that address causes rather than symptoms

    Workplace outcomes

    • One recurring problem taken to root cause with countermeasures agreed
    • A shared team method for problem analysis
    • Fewer firefights caused by patched symptoms

    Learning points

    • ·Is-is not: defining the problem precisely before touching solutions
    • ·Five whys and cause mapping without the cliches
    • ·Evidence over anecdote: testing suspected causes
    • ·Countermeasures: matching intervention depth to cause depth

    The experience

    A disciplined working session applying the full method to a real recurring problem participants bring, leaving with analysis done rather than described.

    Models and frameworks

    • Rational process analysis Kepner and Tregoe (1981)
    • Recognition-primed decisions Klein (1998)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L3Systems Thinking: Seeing the Whole BoardToday's problems come from yesterday's solutionsManagersLeaders

    Objectives

    • See beyond linear cause and effect to loops, delays and side effects
    • Map a live organisational challenge as a system
    • Find leverage points where small changes shift big patterns

    Workplace outcomes

    • A systems map of one persistent organisational challenge
    • Interventions chosen for leverage rather than visibility
    • Fewer fixes that backfire or shift the problem elsewhere

    Learning points

    • ·Events, patterns, structures: three levels of seeing
    • ·Reinforcing and balancing loops in organisational life
    • ·Delays: why good interventions look like failures at first
    • ·Leverage points: where to intervene in a system

    The experience

    A thinking-intensive session with collaborative mapping of participants' real challenges, producing the aha moments systems work is known for.

    Models and frameworks

    • The Fifth Discipline Senge (1990)
    • Leverage points in systems Meadows (2008)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L4The Experiment Engine: Test, Learn, ScaleOpinions are expensive; experiments are cheapTeamsManagersLeaders

    Objectives

    • Convert assumptions and debates into testable hypotheses
    • Design minimum viable experiments with clear success criteria
    • Build a team rhythm of testing, learning and scaling what works

    Workplace outcomes

    • One live initiative converted into a running experiment
    • Decision debates shortened by agreeing what evidence would settle them
    • A visible experiment backlog with owners and review dates

    Learning points

    • ·Hypothesis discipline: we believe, we will know, we will measure
    • ·Smallest testable version: cutting experiments down to days
    • ·Interpreting results honestly: avoiding the victory lap on noise
    • ·Scaling and stopping: acting on what you learn

    The experience

    An energetic working session that takes participants' real plans and assumptions and turns them into designed experiments before the session ends.

    Models and frameworks

    • Build-measure-learn Ries (2011)
    • Business experimentation Thomke (2020)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L5Facilitation Mastery: Unlocking Group IntelligenceThe quality of the conversation determines the quality of the outcomeIndividual contributorsManagersLeaders

    Objectives

    • Design sessions that move groups from divergence to genuine agreement
    • Manage energy, participation and conflict in the room
    • Stay neutral on content while being firm on process

    Workplace outcomes

    • A real upcoming session designed end to end
    • A facilitation toolkit: rounds, clustering, dot-voting, gradients of agreement
    • Workshops that produce decisions rather than another meeting

    Learning points

    • ·The diamond of participatory decision-making: open, groan, close
    • ·Process interventions: what to do when the room stalls or splits
    • ·Participation architecture: formats that involve everyone
    • ·Capturing and confirming: making agreement visible

    The experience

    A highly practical session where every participant facilitates a segment live, receives structured feedback and redesigns a real session they must run.

    Models and frameworks

    • Participatory decision-making Kaner (2014)
    • The skilled facilitator Schwarz (2002)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L6Better Brainstorms: Idea Generation That Actually WorksMost brainstorms are ritual; yours can be productiveTeamsManagers

    Objectives

    • Understand why conventional brainstorming underperforms and what fixes it
    • Run idea sessions combining individual and group thinking
    • Select ideas with criteria rather than volume of applause

    Workplace outcomes

    • A redesigned idea-generation format the team adopts
    • More ideas from more people, including the quiet thinkers
    • A selection method that survives hierarchy in the room

    Learning points

    • ·Production blocking and evaluation apprehension: why groups underperform
    • ·Brainwriting and silent starts: individual first, group second
    • ·Building on ideas: the improv habits that multiply value
    • ·Choosing well: criteria, dot-votes and devil's advocates

    The experience

    A lively, evidence-backed session that runs several formats live on a real challenge, letting the team feel the difference in output quality.

    Models and frameworks

    • Brainstorming effectiveness research Sutton and Hargadon (1996)
    • Six thinking hats De Bono (1985)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L7Who Has the D? Decision Clarity for TeamsSlow decisions are usually unclear decisionsTeamsManagersLeaders

    Objectives

    • Diagnose where decisions stall in your team and why
    • Assign clear decision roles: recommend, agree, perform, input, decide
    • Match decision process to decision stakes and reversibility

    Workplace outcomes

    • Three recurring decision types mapped with named roles
    • Faster cycle time on routine decisions
    • Fewer decisions revisited because someone was missed

    Learning points

    • ·The cost of decision ambiguity: delay, rework and resentment
    • ·RAPID roles: separating input from veto from decision
    • ·Escalation by design: what goes up and what stays put
    • ·Communicating decisions: the reasons, not just the ruling

    The experience

    A brisk diagnostic session that maps the team's real stuck decisions, assigns roles live and unblocks at least one decision before the end.

    Models and frameworks

    • RAPID decision roles Rogers and Blenko (2006)
    • Reversible and irreversible decisions Kahneman (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    L8Leading Innovation: Culture, Portfolio, PatienceInnovative cultures are fun to read about and hard to leadLeaders

    Objectives

    • Understand the uncomfortable trade-offs behind genuinely innovative cultures
    • Balance the innovation portfolio: core, adjacent and transformational
    • Protect exploratory work from the organisation's delivery reflexes

    Workplace outcomes

    • An honest assessment of your unit's innovation culture
    • A portfolio view of current initiatives with rebalancing decisions
    • Governance adjusted so experiments are judged as experiments

    Learning points

    • ·Tolerance for failure but not incompetence: the paradoxes of innovative cultures
    • ·Ambidexterity: exploiting today while exploring tomorrow
    • ·Funding and reviewing exploration differently
    • ·The leader's job: absorbing uncertainty for the team

    The experience

    A senior strategy session combining honest cultural diagnosis with portfolio review, built on participants' actual initiative lists.

    Models and frameworks

    • The hard truth about innovative cultures Pisano (2019)
    • The innovator's dilemma Christensen (1997)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Commercial and Client Skills

    Negotiation, trusted adviser relationships, stakeholder intelligence and pitches that win.

    Designed for: Client-facing professionals and managers
    J1Negotiation: Beyond Yes and Past NoCreate value before you claim itIndividual contributorsManagersLeaders

    Objectives

    • Prepare negotiations systematically: interests, options, alternatives
    • Move from positional bargaining to interest-based problem solving
    • Handle pressure tactics and difficult counterparts calmly

    Workplace outcomes

    • A preparation template used for every significant negotiation
    • Better agreements that preserve relationships
    • Confidence in negotiations previously avoided or conceded early

    Learning points

    • ·Separating people from problems, interests from positions
    • ·BATNA: the source of negotiating power
    • ·Inventing options for mutual gain before dividing the pie
    • ·Tactical empathy: labels, mirrors and calibrated questions

    The experience

    An engaging, practice-based session with live negotiation rounds, structured preparation and debriefs that link outcomes to specific choices.

    Models and frameworks

    • Principled negotiation Fisher and Ury (1981)
    • Tactical empathy methods Voss (2016)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J2The Trusted AdviserFrom supplier to indispensable partnerIndividual contributorsManagers

    Objectives

    • Understand how professional trust is earned and quantified
    • Deepen client conversations beyond the current transaction
    • Give advice with candour, even when it is unwelcome

    Workplace outcomes

    • Client relationships assessed against the trust equation with actions
    • More strategic conversations with existing clients
    • Willingness to challenge clients constructively when it serves them

    Learning points

    • ·The trust equation: credibility, reliability, intimacy and self-orientation
    • ·Listening, framing and envisioning: the advice sequence
    • ·Low self-orientation: the paradox of putting sales second
    • ·Earning the right to challenge

    The experience

    A consultative skills session using participants' real client portfolios, with trust scoring, relationship planning and advice-giving practice.

    Models and frameworks

    • The Trusted Advisor Maister, Green and Galford (2000)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J3Client Relationships That CompoundRetention is the quietest growth strategyIndividual contributorsManagersLeaders

    Objectives

    • Map the health of key client relationships beyond the main contact
    • Design deliberate touchpoints that add value between transactions
    • Spot expansion and referral opportunities ethically and naturally

    Workplace outcomes

    • A key account relationship map with risks and actions
    • A value-adding contact rhythm for top clients
    • Expansion conversations opened from genuine service

    Learning points

    • ·Single-threaded risk: when the relationship is one person deep
    • ·The value-add touch: useful beats frequent
    • ·Listening for expansion signals without turning every call into a pitch
    • ·Recovering wobbling relationships before they leave

    The experience

    A commercial working session on real client accounts, producing relationship maps and next actions your pipeline will feel.

    Models and frameworks

    • The Trusted Advisor Maister, Green and Galford (2000)
    • Loyalty economics Reichheld (2003)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J4Commercial Acumen: The Numbers That MatterRead the business like the people who run itIndividual contributorsManagers

    Objectives

    • Interpret profit and loss, margin and cash flow fundamentals
    • Understand your organisation's commercial model and pressure points
    • Frame proposals and decisions in financial language

    Workplace outcomes

    • Business cases expressed in terms decision-makers respond to
    • Sharper commercial questions in planning and client conversations
    • Costs and value weighed in day-to-day choices

    Learning points

    • ·The money map: how cash flows through your business
    • ·Margin thinking: why revenue is vanity and profit is sanity
    • ·Unit economics: what one more customer, hire or project really costs
    • ·Building a one-page business case that survives scrutiny

    The experience

    A demystifying, example-rich session using simplified real accounts and your organisation's own commercial logic, designed for people who avoid spreadsheets.

    Models and frameworks

    • What the CEO wants you to know Charan (2001)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J5Stakeholder Intelligence: Mapping, Managing, Winning SupportProjects rarely fail on the work; they fail on the people around the workIndividual contributorsManagersLeaders

    Objectives

    • Map stakeholders by power, interest and current disposition
    • Design engagement strategies for allies, blockers and sleepers
    • Maintain stakeholder support through delivery, not just at kick-off

    Workplace outcomes

    • A live stakeholder map for a current project or initiative
    • Engagement moves planned for the three most critical stakeholders
    • Fewer late surprises from unmanaged interests

    Learning points

    • ·Power-interest mapping and what each quadrant needs
    • ·Disposition: champion, supporter, neutral, sceptic, blocker
    • ·Engagement by design: message, messenger, moment
    • ·Keeping the map alive: stakeholders move

    The experience

    An applied session where participants map a real initiative's stakeholders, diagnose the politics honestly and leave with specific engagement plays.

    Models and frameworks

    • Stakeholder mapping Mendelow (1991)
    • Stakeholder theory Freeman (1984)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J6Pitch Perfect: Proposals and Presentations That WinMake choosing you the easy decisionIndividual contributorsManagersLeaders

    Objectives

    • Structure pitches around the client's problem, not your credentials
    • Differentiate clearly against alternatives, including doing nothing
    • Handle questions and objections as opportunities rather than threats

    Workplace outcomes

    • A current proposal or pitch restructured and strengthened
    • A reusable win-theme structure for future bids
    • More assured performances in question-and-answer sessions

    Learning points

    • ·Their problem first: the opening that earns attention
    • ·Win themes: the two or three reasons you win, everywhere in the pitch
    • ·Evidence hierarchy: results, references, demonstrations, promises
    • ·Objection aikido: welcoming, exploring and reframing pushback

    The experience

    A high-energy session where participants rework a real pitch, present it live and sharpen it through structured challenge rounds.

    Models and frameworks

    • Resonate Duarte (2010)
    • Made to Stick principles Heath and Heath (2007)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J7Think Like Your Customer: Design Thinking in PracticeFall in love with the problem, not your solutionIndividual contributorsTeamsManagers

    Objectives

    • Apply the design thinking cycle to a live business problem
    • Build empathy for users and customers through structured enquiry
    • Prototype and test ideas cheaply before committing resources

    Workplace outcomes

    • A real problem reframed from the customer's perspective
    • A rough prototype or test designed and scheduled
    • Reduced investment in solutions nobody asked for

    Learning points

    • ·Empathise, define, ideate, prototype, test
    • ·Problem framing: the how-might-we discipline
    • ·Cheap experiments: learning per pound spent
    • ·Divergent before convergent: deferring judgement in idea generation

    The experience

    A creative, fast-moving session working a genuine business problem through the full cycle, with sketching, testing and honest customer thinking.

    Models and frameworks

    • Design thinking Brown (2009)
    • Why design thinking works Liedtka (2018)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    J8Deliver on the Promise: Project Essentials for Non-Project ManagersMost work is projects now; run yours properlyIndividual contributorsTeamsManagers

    Objectives

    • Scope work clearly: outcomes, boundaries, assumptions and risks
    • Plan realistically, respecting the planning fallacy
    • Keep delivery on track with lightweight monitoring and honest escalation

    Workplace outcomes

    • A current piece of work re-scoped with clear success criteria
    • A realistic plan with buffers and risk responses
    • Earlier escalation of problems while they are still cheap

    Learning points

    • ·Why projects overrun: optimism, scope creep and silent risks
    • ·Reference-class forecasting: planning from evidence, not hope
    • ·The minimum viable plan: milestones, owners, dependencies
    • ·Status honesty: reporting that surfaces trouble early

    The experience

    A pragmatic, tool-light session applying project discipline to participants' real work, without the ceremony of formal methodology.

    Models and frameworks

    • How Big Things Get Done Flyvbjerg and Gardner (2023)
    • Planning fallacy research Kahneman (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Learning and Development Excellence

    For the learning profession itself: training delivery, facilitation, performance consulting, experience design, AI-enabled design, evaluation and the science of learning.

    Designed for: L&D professionals, trainers and people teams
    M1Train the Trainer: From Content to ImpactDeliver sessions people remember for the right reasonsIndividual contributorsManagers

    Objectives

    • Design training around what learners must do, not what trainers want to say
    • Apply adult learning principles to structure, activity and pace
    • Handle groups confidently: energy, questions, resistance and time

    Workplace outcomes

    • A session you must deliver redesigned and rehearsed within the workshop
    • Activity-to-input ratio shifted decisively towards practice
    • Confident handling of difficult moments and difficult participants

    Learning points

    • ·Andragogy in practice: relevance, experience, self-direction and problem-centring
    • ·Beginnings that earn attention and endings that drive action
    • ·Activity design: practice, feedback and spaced retrieval over content coverage
    • ·The trainer's presence: voice, movement, questions and silence

    The experience

    An intensely practical session where every participant redesigns and delivers a segment of their real material, with structured feedback and visible second-round improvement.

    Models and frameworks

    • Adult learning principles Knowles (1980)
    • Retrieval and spacing evidence Brown, Roediger and McDaniel (2014)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M2Facilitation Skills: The FoundationsFrom presenting at groups to working with themIndividual contributorsManagers

    Objectives

    • Understand the facilitator's role: neutral on content, firm on process
    • Use core techniques: framing, rounds, capturing and summarising
    • Design simple session arcs that move groups from opening to agreed outcome

    Workplace outcomes

    • A facilitation plan for a real upcoming session
    • Core moves practised live: openers, rounds, parking and closing
    • Sessions that produce owned outcomes rather than polite nods

    Learning points

    • ·Facilitator, trainer, presenter, chair: knowing which hat you wear
    • ·The basic arc: open up, work through, close down
    • ·Participation formats: pairs, rounds, silent starts and gallery walks
    • ·Capturing thinking visibly: boards, clusters and confirmation

    The experience

    A foundational, hands-on session where participants practise each core move in short cycles and assemble them into a plan for a session they actually face.

    Models and frameworks

    • Participatory decision-making Kaner (2014)
    • The skilled facilitator Schwarz (2002)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M3Advanced Facilitation: Mastery in the MomentFor the moments no agenda can predictIndividual contributorsManagersLeaders

    Objectives

    • Read group dynamics beneath the surface conversation
    • Intervene skilfully when groups stall, split, avoid or combust
    • Facilitate senior, sceptical and conflicted groups with authority

    Workplace outcomes

    • A personal intervention repertoire for the six hardest group moments
    • Composure and credibility with challenging senior audiences
    • Recovery strategies rehearsed for sessions going wrong

    Learning points

    • ·Six dimensions of facilitation: planning, meaning, confronting, feeling, structuring and valuing
    • ·Naming the dynamic: the intervention that changes everything
    • ·Working with conflict in the room rather than around it
    • ·The facilitator's own state: anxiety, authority and neutrality under fire

    The experience

    A stretching masterclass using live simulations of stalled, conflicted and hijacked sessions, with coaching on each participant's real intervention style.

    Models and frameworks

    • Dimensions of facilitation Heron (1999)
    • The skilled facilitator Schwarz (2002)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M4Performance Consulting: From Order-Taker to Trusted PartnerThe most valuable words in L&D: what problem are we solving?Individual contributorsManagers

    Objectives

    • Reframe training requests into performance conversations
    • Diagnose the real barriers: environment, motivation, capability or expectation
    • Contract with stakeholders on outcomes, measures and shared accountability

    Workplace outcomes

    • A live training request reframed into a performance diagnosis
    • A repeatable intake conversation that uncovers the real need
    • Fewer courses commissioned to fix problems training cannot fix

    Learning points

    • ·The performance equation: environment beats individual more often than assumed
    • ·From learning needs to business needs: the questions that shift the conversation
    • ·Partnership positioning: consultant, not caterer
    • ·Saying no to training well: offering the better alternative

    The experience

    A consultative skills session built on participants' real stakeholder requests, with live practice of the reframing conversations that change L&D's standing.

    Models and frameworks

    • Performance consulting Robinson and Robinson (2008)
    • Human competence engineering Gilbert (1978)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M5From Instructional Design to Experience DesignDesign what people do, not what they are shownIndividual contributorsManagers

    Objectives

    • Move from content-first to action-first design
    • Map learning to real workplace behaviours and decisions
    • Design whole experiences: before, during, after and in the flow of work

    Workplace outcomes

    • A current programme redesigned with action mapping
    • Content cut by identifying what performance actually requires
    • Learning journeys that extend beyond the classroom moment

    Learning points

    • ·Action mapping: business goal, behaviours, practice, information, in that order
    • ·Designing for how people learn: memory, attention and motivation
    • ·The experience lens: emotion, context and environment as design materials
    • ·Blends that work: spacing, reinforcement and learning in the flow of work

    The experience

    A design studio session where participants take a real brief through action mapping and leave with a leaner, sharper experience design.

    Models and frameworks

    • Action mapping Moore (2017)
    • Design for how people learn Dirksen (2016)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M6Designing Learning Solutions with AIShip better learning faster, with judgement in chargeIndividual contributorsManagers

    Objectives

    • Use AI across the design cycle: analysis, drafting, scenarios, assessment and iteration
    • Build AI-generated scenarios and role-plays grounded in your organisation's reality
    • Keep quality, accuracy and pedagogy in human hands

    Workplace outcomes

    • A working AI-assisted design workflow tested on a real project
    • Context-rich scenarios and case studies produced in minutes rather than days
    • Design cycle time cut while quality standards hold

    Learning points

    • ·Where AI helps most: diagnosis, drafting, variation and critique
    • ·Scenario engines: turning briefing documents into branching practice
    • ·AI tutors and role-play partners: promise, limits and safeguards
    • ·The designer's new bottleneck: briefing quality and deployment

    The experience

    A hands-on studio session using live AI tools on participants' real design briefs, producing usable assets in the room alongside a personal workflow.

    Models and frameworks

    • AI in instruction approaches Mollick and Mollick (2023)
    • Co-Intelligence Mollick (2024)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M7From Happy Sheets to Performance: Evaluation That MattersStop measuring smiles, start measuring changeIndividual contributorsManagersLeaders

    Objectives

    • Understand why satisfaction scores predict almost nothing about transfer
    • Design evaluation across the full chain from reaction to results
    • Build credible impact stories that finance directors accept

    Workplace outcomes

    • An evaluation plan for a live programme, designed before delivery
    • Measures of behaviour change at thirty, sixty and ninety days
    • An impact narrative combining data and success cases

    Learning points

    • ·The learning-transfer evaluation ladder: from attendance to organisational results
    • ·Why happy sheets mislead: the research on reaction data
    • ·Success case method: finding and verifying the value stories
    • ·Designing evaluation in, not bolting it on

    The experience

    A rigorous, practical session where participants build a real evaluation plan and rehearse presenting impact to a sceptical executive audience.

    Models and frameworks

    • Learning-transfer evaluation model Thalheimer (2018)
    • Success case method Brinkerhoff (2003)
    • Four levels of evaluation Kirkpatrick (1994)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    M8The Science of Learning: What Actually WorksHalf of what your organisation believes about learning is folkloreIndividual contributorsManagersLeaders

    Objectives

    • Separate evidence-based learning practice from persistent myths
    • Apply retrieval, spacing, interleaving and desirable difficulty to real programmes
    • Redesign one learning intervention around how memory actually works

    Workplace outcomes

    • Learning myths retired from your organisation's design vocabulary
    • One programme redesigned with retrieval and spacing built in
    • A shared evidence base for design decisions across the L&D team

    Learning points

    • ·The forgetting curve and what actually interrupts it
    • ·Retrieval practice: testing as a learning event, not just a measurement
    • ·Desirable difficulties: why easy learning fades fast
    • ·Myth-busting: learning styles and other zombies of the industry

    The experience

    An eye-opening, evidence-rich session with live memory experiments that let participants feel the effects before applying them to their own designs.

    Models and frameworks

    • Make It Stick evidence Brown, Roediger and McDaniel (2014)
    • Desirable difficulties Bjork and Bjork (2011)

    Format: from 90 minutes, virtual or face-to-face · from £850 standalone · from £1,500 for two in a day · from £2,000 for three in a day

    Project Management

    Practical project leadership for people who deliver through others: planning, scope, risk, stakeholders and keeping momentum when the pressure is on. Every experience can be delivered virtually or face-to-face, with two APM-accredited qualifications available alongside.

    Designed for: Project managers, delivery leads and anyone running projects
    PM1Project Management Essentials: Half DayPlan, deliver and close smaller projects with a simple, repeatable approachIndividual contributorsManagers

    Objectives

    • Understand the essential stages of a project from initial definition through to closure
    • Create a practical project plan with clear scope, deliverables, responsibilities and timescales
    • Monitor delivery, manage emerging challenges and bring a project to a controlled close

    Workplace outcomes

    • Projects that begin with greater clarity and shared expectations
    • More confident monitoring and management of project delivery
    • Better project handovers, closure and capture of lessons learned

    Learning points

    • ·What makes a project different from business-as-usual activity
    • ·Defining project objectives, scope, deliverables and success criteria
    • ·Breaking the project into manageable activities
    • ·Identifying milestones, dependencies and responsibilities
    • ·Monitoring progress and responding to risks, issues and changes
    • ·Communicating project status clearly and concisely
    • ·Confirming acceptance, handing over deliverables and closing the project
    • ·Capturing lessons to improve future projects

    The experience

    A focused and practical introduction that combines short theory bursts with discussion and a realistic project scenario. Participants work through the main stages of a project and leave with a simple, repeatable approach they can apply immediately.

    Models and frameworks

    • Project lifecycle: definition, planning, delivery and closure
    • Scope and deliverables definition
    • Work Breakdown Structure
    • Milestone plan
    • RACI responsibility matrix
    • Risk, issue and change management
    • Project closure and lessons learned

    Format: Half day, virtual or face-to-face · Price on enquiry

    PM2Project Management Essentials: Full DayThe complete project lifecycle, from clear definition to controlled closureIndividual contributorsManagers

    Objectives

    • Establish clear foundations by defining the project's purpose, scope, outcomes and success criteria
    • Develop an integrated and realistic plan covering deliverables, activities, timescales, resources, stakeholders and risks
    • Apply practical techniques to monitor delivery, manage change and maintain stakeholder confidence
    • Close projects in a controlled way, supporting effective handover and organisational learning

    Workplace outcomes

    • Better-defined projects with clearer objectives, scope and ownership
    • More realistic plans that connect deliverables, activities, resources and timescales
    • Earlier identification and management of delivery problems
    • Clearer reporting and more confident project decision-making
    • Controlled handovers and closure, with lessons carried into future work

    Learning points

    • ·Projects, programmes and business-as-usual activity
    • ·The project lifecycle and the project manager's role
    • ·Defining objectives, benefits, scope, deliverables and success criteria
    • ·Identifying and analysing key stakeholders
    • ·Breaking deliverables into manageable activities
    • ·Sequencing work and identifying milestones and dependencies
    • ·Allocating roles, responsibilities and resources
    • ·Identifying, assessing and responding to project risks
    • ·Establishing practical arrangements for governance and communication
    • ·Monitoring progress against the agreed plan
    • ·Managing issues, changes and competing priorities
    • ·Reporting status and escalating matters requiring support or decisions
    • ·Gaining acceptance and transitioning deliverables into operational use
    • ·Reviewing performance, capturing lessons and closing the project

    The experience

    An engaging, hands-on workshop built around a realistic project scenario. Participants progressively define, plan, manage and close the project, using practical tools that can be transferred directly to their own workplace. Short inputs are combined with individual reflection, group discussion and collaborative exercises.

    Models and frameworks

    • Project lifecycle
    • Project objectives and success criteria
    • Product Breakdown Structure and Work Breakdown Structure
    • Milestone and dependency planning
    • Stakeholder power-interest matrix
    • RACI responsibility matrix
    • Risk and issue management
    • Change control
    • RAG status reporting
    • Project closure, handover and lessons learned

    Format: Full day, virtual or face-to-face · Price on enquiry

    PM3From Scope to ScheduleTurn a clear project scope into a practical and achievable delivery planIndividual contributorsManagers

    Objectives

    • Define project scope through clear objectives, outputs, boundaries and acceptance criteria
    • Break project outputs into manageable packages of work
    • Develop a logical schedule based on activities, dependencies, durations and milestones

    Workplace outcomes

    • Greater clarity about what the project will and will not deliver
    • More complete and realistic project schedules
    • Earlier identification of dependencies and time-critical activities

    Learning points

    • ·Translating project objectives into defined outputs and scope
    • ·Establishing scope boundaries, assumptions, constraints and acceptance criteria
    • ·Using product and work breakdown structures to identify the work required
    • ·Sequencing activities and recognising different types of dependency
    • ·Estimating activity durations and establishing milestones
    • ·Understanding the critical path and its implications for delivery
    • ·Establishing a schedule baseline for monitoring and control

    The experience

    A practical workshop in which participants take a project from an initial objective to a structured scope and high-level schedule. Short theory inputs are combined with hands-on planning activities and group discussion.

    Models and frameworks

    • Project objectives and success criteria
    • Product Breakdown Structure
    • Work Breakdown Structure
    • Network diagram
    • Critical path analysis
    • Milestone plan and schedule baseline

    Format: 2 hours, virtual or face-to-face · Price on enquiry

    PM4Managing Project RiskIdentify uncertainty early and take action to protect project objectivesIndividual contributorsManagersLeaders

    Objectives

    • Explain how effective risk management supports project decision-making
    • Identify and assess threats and opportunities in a structured way
    • Select appropriate responses and establish ownership of risk actions

    Workplace outcomes

    • Clearer and more consistently expressed project risks
    • Better prioritisation of threats and opportunities
    • Greater ownership and follow-through of agreed risk responses

    Learning points

    • ·The difference between risk and issue management
    • ·Identifying threats and opportunities using a range of techniques
    • ·Writing clear risk descriptions using cause, risk event and effect
    • ·Assessing probability, impact and proximity
    • ·Prioritising risks using a probability-impact assessment
    • ·Selecting responses to threats and opportunities
    • ·Distinguishing between a risk owner and a risk action owner
    • ·Monitoring, escalating and closing risks throughout the project lifecycle

    The experience

    A fast-paced, practical workshop built around realistic project uncertainties. Participants identify, describe, assess and respond to risks, leaving with an approach they can apply directly to their own projects.

    Models and frameworks

    • Risk management process
    • Cause-event-effect risk descriptions
    • Probability-impact matrix
    • Threat responses: avoid, reduce, transfer and accept
    • Opportunity responses: exploit, enhance, share and accept
    • Risk register

    Format: 2 hours, virtual or face-to-face · Price on enquiry

    PM5Building a Compelling Project Business CaseCreate a clear and evidence-based case for project investmentManagersLeaders

    Objectives

    • Explain how the business case supports project selection, governance and continued justification
    • Structure a concise business case that connects strategic need, options, benefits, costs and risks
    • Present a balanced recommendation to support an informed investment decision

    Workplace outcomes

    • Stronger alignment between projects and organisational strategy
    • More consistent and evidence-based project proposals
    • Better-informed approval and continuation decisions
    • Clearer ownership of anticipated project benefits

    Learning points

    • ·The purpose of the business case across the project lifecycle
    • ·Defining the problem, opportunity or strategic need
    • ·Connecting outputs, outcomes and benefits
    • ·Identifying and appraising credible options, including do nothing
    • ·Presenting costs, timescales, risks and assumptions
    • ·Defining measurable benefits, disbenefits and success criteria
    • ·Making a clear recommendation supported by evidence
    • ·Reviewing continued business justification at decision gates

    The experience

    A structured workshop in which participants assess a project proposal and develop the core elements of a compelling business case. The emphasis is on concise, decision-focused writing rather than producing a lengthy document.

    Models and frameworks

    • Strategic, economic, commercial, financial and management considerations
    • Options appraisal
    • Outputs, outcomes, benefits and disbenefits
    • Cost-benefit analysis
    • Benefits measures and ownership
    • Decision gates and continued business justification

    Format: 2 hours, virtual or face-to-face · Price on enquiry

    PM6Stakeholder Engagement and CommunicationBuild productive relationships and communicate for project successIndividual contributorsManagers

    Objectives

    • Identify and analyse the people and groups who can affect or be affected by a project
    • Develop appropriate engagement and communication approaches for different stakeholders
    • Adapt project communications to build understanding, commitment and support

    Workplace outcomes

    • Earlier identification of influential and affected stakeholders
    • More targeted engagement based on stakeholder needs and attitudes
    • Clearer, more purposeful project communications
    • Stronger relationships and greater stakeholder commitment

    Learning points

    • ·The difference between stakeholder communication and stakeholder engagement
    • ·Identifying internal and external stakeholders
    • ·Analysing stakeholder power, interest, impact and attitude
    • ·Prioritising engagement effort and establishing desired levels of support
    • ·Understanding stakeholder information and communication needs
    • ·Selecting appropriate communication methods and channels
    • ·Planning communications using purpose, audience, message, timing and method
    • ·Monitoring relationships and adapting the engagement approach

    The experience

    An interactive workshop using a realistic project scenario to explore stakeholder relationships and communication choices. Participants identify and analyse stakeholders before developing targeted engagement and communication actions.

    Models and frameworks

    • Stakeholder identification
    • Power-interest matrix
    • Stakeholder attitude and support analysis
    • Stakeholder engagement strategy
    • Communication planning
    • The communication process
    • 5W1H communication framework

    Format: 2 hours, virtual or face-to-face · Price on enquiry

    PM7Leading a Project TeamCreate the conditions for people to collaborate, perform and deliverManagersLeaders

    Objectives

    • Distinguish project leadership from project management
    • Adapt leadership behaviour to the needs of the team and the project environment
    • Build clarity, trust and collaboration within a temporary project team
    • Address performance challenges and conflict constructively

    Workplace outcomes

    • Clearer roles, responsibilities and expectations within project teams
    • More adaptable and inclusive project leadership
    • Improved collaboration across functional and organisational boundaries
    • Earlier and more constructive management of conflict and performance concerns

    Learning points

    • ·The relationship between leadership and management in projects
    • ·Establishing project purpose, direction and shared objectives
    • ·Understanding authority and influence in a matrix environment
    • ·Adapting leadership style to individual and team needs
    • ·Developing teams through different stages of formation and performance
    • ·Creating psychological safety, inclusion and effective working relationships
    • ·Motivating team members who may have competing operational priorities
    • ·Recognising and responding to conflict
    • ·Agreeing roles, behaviours and ways of working

    The experience

    A highly participative workshop combining leadership concepts with realistic project team challenges. Participants reflect on their own leadership approach and practise responding to situations involving motivation, collaboration, conflict and performance.

    Models and frameworks

    • Leadership and management
    • Situational leadership Hersey and Blanchard (1969)
    • Stages of team development Tuckman (1965)
    • RACI responsibility matrix
    • Sources of power and influence
    • Conflict modes Thomas and Kilmann (1974)
    • Team charter and ways of working

    Format: 2 hours, virtual or face-to-face · Price on enquiry

    PM8AI-Powered Project Management EssentialsCombine sound project practice with generative AI to plan faster, communicate clearly and decide betterIndividual contributorsManagers

    Objectives

    • Apply essential project management principles across the project lifecycle
    • Use generative AI to support project definition, planning, delivery and closure
    • Create effective prompts that generate relevant and usable project outputs
    • Evaluate AI-generated content and use it safely, ethically and responsibly

    Workplace outcomes

    • Faster production of initial project plans and management documents
    • Clearer analysis of scope, stakeholders, risks and delivery information
    • More concise and audience-focused project communications
    • Greater confidence using AI while maintaining appropriate human oversight
    • More time available for leadership, engagement and decision-making

    Learning points

    • ·The project lifecycle and the role of the project manager
    • ·Where AI can add value across project definition, planning, delivery and closure
    • ·Writing effective prompts using context, task, constraints and output requirements
    • ·Defining objectives, scope, outputs and success criteria with AI support
    • ·Generating and refining a Product Breakdown Structure and Work Breakdown Structure
    • ·Using AI to identify activities, dependencies, milestones and resource requirements
    • ·Identifying and analysing stakeholders
    • ·Developing targeted stakeholder engagement and communication approaches
    • ·Identifying threats and opportunities and writing clear risk descriptions
    • ·Using AI to interrogate project information and identify emerging delivery concerns
    • ·Drafting status reports, meeting summaries and decision papers
    • ·Exploring options and potential impacts when managing project changes
    • ·Supporting handover, closure reviews and the capture of lessons learned
    • ·Recognising hallucinations, bias, confidentiality, data protection and security risks
    • ·Verifying outputs and retaining human accountability for project decisions

    The experience

    A practical, hands-on workshop built around a realistic project scenario. Participants progressively define, plan, manage and close the project while using generative AI as a project support tool. They experiment with prompts, assess and improve AI-generated outputs, and leave with reusable techniques for their own projects. Participants will require access to an approved generative AI tool to take part in the practical activities.

    Models and frameworks

    • Project lifecycle
    • Context-task-constraints-output prompting framework
    • Product Breakdown Structure and Work Breakdown Structure
    • Milestone and dependency planning
    • Stakeholder power-interest matrix
    • RACI responsibility matrix
    • Cause-event-effect risk descriptions
    • Change control and impact assessment
    • RAG status reporting
    • Human-in-the-loop review and responsible AI principles

    Format: Full day, virtual or face-to-face · Price on enquiry

    APM-accredited qualifications

    Alongside these experiences, we offer two internationally recognised qualifications from the Association for Project Management.

    PFQ

    APM Project Fundamentals Qualification (PFQ)

    The ideal starting point for anyone new to project management

    A recognised entry-level qualification from the Association for Project Management. PFQ provides a broad introduction to the principles and terminology of professional project management, with no prior experience required, and is assessed by a multiple-choice examination.

    Tuition plus examination, virtual or face-to-face · Price on enquiry

    Delivered in partnership with Paul Richardson Consultancy and Training Services, an APM Accredited Training Provider.

    Enquire about PFQ
    PMQ

    APM Project Management Qualification (PMQ)

    A comprehensive qualification for project professionals ready to deepen their practice

    A knowledge-based qualification from the Association for Project Management covering the breadth of project management, from planning, scheduling and budgeting to leadership, communication, risk and governance. Ideal for those with some project experience who want a recognised professional credential.

    Tuition plus examination, virtual or face-to-face · Price on enquiry

    Delivered in partnership with Paul Richardson Consultancy and Training Services, an APM Accredited Training Provider.

    Enquire about PMQ

    AI Leadership Programmes

    Leadership programmes for the age of AI

    Our leadership programmes build the human capabilities that turn AI investment into confident, human-centred change. Choose the identity-based foundation of The Augmented Us, the modular Augmented Leader Suite for adopting, operating and transforming with AI, or combine them into one journey for your leaders.

    01Foundation programme · Identity leadership

    The Augmented Us

    Who are we now that we work with intelligent machines?

    Built on Growth Performance's published framework and field guide, The Augmented Us applies identity leadership research to the defining question of the AI era. The programme takes a team through the six-stage augmented 6R practice over a quarter, anchored by a 35-item team diagnostic taken at baseline and re-run at three months so the shift is measured, not assumed. Along the way the team builds four working artefacts: the augmented social identity map, a team charter for augmented work, a human-AI division of labour built on the four modes of working with AI (asking, delegation, collaboration and exploration), and a monthly continuity ritual that keeps the work alive. The facilitated engagement compresses the work into four working sessions across twelve weeks, with Growth Performance doing the facilitation while the leader does the leadership.

    Who it servesIntact leadership and delivery teams, from executive committees to front-line teams, navigating what AI means for how they work and who they are

    Read the framework guide Take the team diagnostic

    Quoted by proposal, kept separate from the workshop estimate.

    1

    Readying

    The leader's personal preparation work

    Purpose

    The work of waking yourself up. Before the team can do any identity work, the leader confronts three things honestly: where AI already is in the team and who decided it should be there; how the team's character has changed in ways nobody deliberately chose; and whether the system around the team, its metrics, incentives and expectations, is still tuned for the old way of working.

    The work

    Private leader work: the honest map worksheet, completed alone and never shared, followed by five one-to-one conversations chosen for the widest signal, including at least one suspected over-user of AI and one suspected resister. Nine leader prompts designed to produce useful discomfort.

    Outcomes

    A clear-eyed view of the gap between what you think your team is and what it has actually become. This is uncomfortable. It is supposed to be.

    Time commitment

    About two hours of leader time across the first fortnight, before any team session.

    2

    Reflecting

    The augmented social identity map and the five-zone snapshot

    Purpose

    The work of mapping. Not the team chart HR holds, but the actual identity ecology of the team: its people, AI tools, shared data sources, external assistants and stakeholders. Most teams discover their real map is twice the size of their formal chart.

    The work

    A 90-minute team session building the five-layer augmented social identity map on a large surface, in colour, getting deliberately messy. The session closes with the five-zone snapshot, placing every member against individual AI capability and organisational readiness: Frontier, Blocked Agency, Unclaimed Capacity, Stalled or Emergent.

    Outcomes

    A shared visual representation of what the team actually is, and its position on the five-zone diagnostic. The reference point for every later stage.

    Time commitment

    90 minutes, in person if possible. Whiteboard, coloured markers, honesty.

    3

    Representing

    The team charter for augmented work

    Purpose

    The work of articulating what this specific group of people, working with these specific tools, is here to do. Microsoft's 2026 Work Trend Index finds only twenty-six per cent of AI users see their leadership as clearly aligned on AI; the charter closes that gap at team level.

    The work

    Three prompts, each drafted three times until the answer is specific: what we exist to do, how AI helps us do it better, and where we stay deliberately human. The finished charter faces six pass-or-fail pressure tests, including whether a new joiner could understand it on day one and whether a member could use it to decide if AI belongs in a specific task.

    Outcomes

    A one-page team charter for augmented work, signed, dated and living in the team's handbook.

    Time commitment

    90 minutes, building directly on the Stage 2 map, plus a 30-minute pressure test.

    4

    Realising

    The human-AI division of labour, using the four modes

    Purpose

    The work of making the charter operational, testing it against the team's actual quarterly priorities one at a time. If there are more than five priorities, the framework is helping you notice that too.

    The work

    The team learns the four modes of working with AI, asking, delegation, collaboration and exploration, then completes the four-column human-AI division of labour for each priority: where AI accelerates us and in which mode, where humans must lead, and where the partnership itself is the value. Each row faces three what-if tests, including what changes if AI capability doubles next quarter.

    Outcomes

    The most operational artefact in the framework: a completed, shared division of labour for every priority. The partnership column is usually where the team's distinctive work lives.

    Time commitment

    60 to 90 minutes, depending on the number of priorities.

    5

    Reinforcing

    The monthly continuity ritual

    Purpose

    The work of catching identity drift before it hardens. AI shapes team practice gradually rather than dramatically; there is rarely a moment when a leader can see the change happening. The ritual surfaces it month by month.

    The work

    The monthly continuity ritual: fifteen minutes, three prompts, run inside an existing meeting. One example of AI helping us do something better. One example of an AI error we caught together. One example of choosing not to use AI, because of who we are. The leader always goes last, never first, and the log takes two minutes after the meeting.

    Outcomes

    A monthly log that becomes the team's contribution to the organisation's owned intelligence. If a leader does nothing else from the framework, they run this ritual.

    Time commitment

    Fifteen minutes a month, plus a two-minute log.

    6

    Recalibrating

    The quarterly refresh

    Purpose

    The work of refreshing the framework as AI capability evolves. Microsoft's 2026 Work Trend Index reports a fifteenfold rise in unique active agents year on year; without a recalibration rhythm, a quarter's leadership work slowly goes stale.

    The work

    A quarterly 60-minute session in four parts: refresh the map, review the charter, re-test the division of labour against current priorities, and scan six early warning signals, from team outputs sounding more alike to AI errors going unchallenged and conversations migrating into private AI chats.

    Outcomes

    Every artefact refreshed against current reality, a re-run diagnostic every six months to evidence the shift, and the team-level insight that makes the wider organisation a learning system.

    Time commitment

    60 minutes, once a quarter.

    How it runs

    Format
    Four facilitated working sessions across twelve weeks, virtual or face-to-face
    Rhythm
    The six-stage augmented 6R practice over a quarter, then a light monthly sustaining ritual
    Measurement
    A 35-item team diagnostic at baseline and again at three months, so the shift is measured not assumed
    Who is in the room
    One intact team at a time, from executive committees to front-line teams
    What the team builds
    Four working artefacts: the augmented social identity map, a team charter, a human-AI division of labour and a monthly continuity ritual
    Investment
    Priced by proposal, beginning with a 45-minute working conversation

    What the experience feels like

    An honest, research-rich experience that asks a leadership team to look squarely at who they have become since AI arrived, then rebuild a shared sense of us on purpose. Expect useful discomfort rather than slideware: private leader preparation, real one-to-one conversations, and team sessions built around a large messy identity map, a charter argued line by line, and a division of labour tested against the work the team actually has to deliver. Growth Performance does the facilitation while the leader does the leadership, and the team leaves every session with an artefact it keeps using.

    • Six stages over one quarter, then a light sustaining rhythm
    • 35-item team diagnostic at baseline and three months
    • Four facilitated working sessions across twelve weeks
    • Grounded in randomised controlled evidence for identity leadership development
    • Priced by proposal; begins with a 45-minute working conversation

    Evidence Base: Haslam, Reicher and Platow (2020); Steffens et al. (2014); Haslam et al. (2023); Cruwys et al. (2016); Microsoft (2026); Growth Performance (2026). Field guide and team diagnostic at growthperformance.co.uk/the-augmented-us.

    02Modular suite · Adopt, Operate, Transform

    The Augmented Leader Suite

    Three modular leadership programmes for the age of AI: Adopt, Operate, Transform

    Organisations are investing heavily in AI and seeing too little return. The 2026 evidence is consistent about why: adoption stalls where leaders fail to champion it, value stalls where work is not redesigned around human-AI collaboration, and transformation stalls where culture, workforce transition and governance are left unled. These are three distinct leadership challenges, arriving in sequence. The Augmented Leader Suite meets each one with a self-contained, experiential programme built the same way: live facilitated experiences, applied sprints with the leader's real team, peer learning, and a set of tangible performance support tools the leader keeps using long after the programme ends. There is no video content and no elearning anywhere in the suite.

    Who it servesLeaders at every tier, from team leaders and mid-level managers to senior leaders and executives, turning AI investment into led, human-centred change. Delivered in level-specific cohorts of 10 to 14.

    Quoted by proposal, kept separate from the workshop estimate. You can also add individual modules below.

    Module1
    Adopt

    Leading AI Adoption

    Building support and momentum in your team

    The leader becomes the credible champion: narrative, visible role modelling, psychological safety, support conversations and team norms. This module deliberately does not repeat tool training; it develops the leadership behaviours that convert tool availability into embedded team practice.

    By the end, leaders can

    • Construct and deliver a credible team narrative about AI adoption that addresses role uncertainty honestly and survives sceptical challenge
    • Model visible, regular AI use in their own leadership work, sharing successes and failures deliberately
    • Apply psychological safety practices to design and run team AI experiment cycles with explicit permission to fail
    • Diagnose each team member's adoption readiness and hold tailored one-to-one support conversations, including with fearful and resistant colleagues
    • Co-create team norms for responsible AI use covering data, quality assurance, disclosure and escalation
    • Build and operate a 90-day reinforcement plan covering recognition, measurement and barrier escalation

    Workplace outcomes (8 to 12 weeks)

    • Team narrative delivered and refined in response to team reaction
    • Leader's AI use visible weekly, with at least one failure shared openly
    • Two or more team experiment cycles run, each with a whole-team debrief
    • Support conversations held with every team member, prioritising those previously avoided
    • Team AI norms co-created, agreed and in visible use
    • 90-day reinforcement plan live, with systemic barriers logged and escalated to the sponsor

    Performance support tools you keep

    Adoption Narrative BuilderTeam Experiment Protocol cardReadiness Spectrum Diagnostic and Conversation GuidesTeam AI Norms Canvas90-Day Reinforcement PlannerAdoption Pulse instrument

    Four live sessions, three applied sprints, six to eight weeks. Virtual-first, with a face-to-face option. Builds Part One of the Team AI Playbook.

    Experience architecture
    Modality mix

    Virtual-first, live and applied throughout. Approximate weighting: 40 per cent live facilitated virtual experience, 40 per cent applied workplace sprints with real teams, 20 per cent structured peer learning (triads and peer consultancy). This reflects the principle that adoption leadership is learned in the act of leading adoption, not in the classroom (Jennings, 2013; Shackleton-Jones, 2019).

    Timeline and sequencing

    Four live virtual sessions of 2.5 hours across six to eight weeks, with applied sprints between sessions. Spacing is deliberate: distributed practice with workplace application between sessions produces durably better retention and transfer than compressed delivery (Cepeda et al., 2006).

    1. Week 0Launch comms, readiness check and pre-programme reflection
    2. Week 1Session 1: The Leader's Adoption Mandate
    3. Weeks 1-2Sprint 1: Personal AI working week plus draft team narrative
    4. Week 3Session 2: Making Experimentation Safe
    5. Weeks 3-4Sprint 2: Run the first team experiment cycle
    6. Week 5Session 3: Support Conversations and Team Norms
    7. Weeks 5-6Sprint 3: One-to-one adoption conversations plus team norms agreement
    8. Weeks 7-8Session 4: Embedding and Sustaining Adoption
    9. Weeks 8-12Peer triads continue; transfer measurement at week 8 to 12
    Touchpoint map
    1. 1Sponsor-signed launch message framing the programme as a business priority, not a training event
    2. 2Pre-programme reflection: leaders audit their own AI use and their team's current adoption honestly
    3. 3Four live virtual sessions, or two face-to-face days plus one virtual embedding session
    4. 4Three applied sprints with real-team deliverables
    5. 5Peer triads meeting between each session, 45 minutes with a structured protocol
    6. 6Facilitator office hours drop-in between sessions two and three
    7. 7Week 8 to 12 transfer check: pulse measure plus sponsor review of adoption data
    Free tools and resources
    Take the Leading AI Adoption diagnostic Download the reference card Download the development planner
    Module2
    Operate

    Leading Augmented Teams

    AI capability and human-AI working

    The leader becomes the designer of augmented work: task allocation, workflow redesign, orchestration and verification, decision rights and team wellbeing. Participants bring one real team workflow they own and have authority to change.

    By the end, leaders can

    • Apply a structured complementarity frame to allocate tasks across humans and AI, with explicit reasoning about nuance, stakes, empathy and accountability
    • Redesign a real workflow end to end around human-AI collaboration, and pilot it with their team as a co-design rather than an imposition
    • Brief AI tools and agents with clear intent and quality bars, decompose complex work, and coordinate across multiple agents or tools where relevant
    • Design and run a proportionate verification regime using a stakes-based approach, avoiding both over-reliance and gains-cancelling over-checking
    • Agree and maintain explicit team decision rights: where AI acts, where it recommends, where humans decide, and who is accountable
    • Quantify capacity released by augmentation and reinvest it into higher-value work, while monitoring workload, skill maintenance, meaning and fairness

    Workplace outcomes (8 to 12 weeks)

    • One real workflow redesigned, piloted and running in live operation, with before and after states documented
    • Delegation briefs and the verification stakes ladder in routine use and adopted by the team
    • Team decision rights agreed, written down and visible, with named human accountability for every consequential outcome
    • Capacity released by the redesign quantified and committed to named higher-value work
    • Augmented team health check run at least once, with actions taken on the findings
    • Workflow metrics improved with no deterioration in the team wellbeing pulse

    Performance support tools you keep

    Human-AI Task Allocation FrameWorkflow Redesign CanvasDelegation Brief templateVerification Stakes LadderTeam Decision Rights CanvasAugmented Team Health Check and Capacity Reinvestment Planner

    Four live sessions, three applied sprints, six to eight weeks. Virtual-first, with a face-to-face option. Builds Part Two of the Team AI Playbook.

    Experience architecture
    Modality mix

    Virtual-first, live and applied throughout. Approximate weighting: 40 per cent live facilitated virtual experience, 40 per cent applied workplace sprints redesigning real work, 20 per cent structured peer learning (triads and peer consultancy). This reflects the principle that augmented working is learned in the act of redesigning work, not in the classroom (Jennings, 2013; Shackleton-Jones, 2019).

    Timeline and sequencing

    Four live virtual sessions of 2.5 hours across six to eight weeks, with applied sprints between sessions. Spacing is deliberate: distributed practice with workplace application between sessions produces durably better retention and transfer than compressed delivery (Cepeda et al., 2006).

    1. Week 0Launch comms, readiness check and choosing the real workflow to redesign
    2. Week 1Session 1: Designing Human-AI Complementarity
    3. Weeks 1-2Sprint 1: Task allocation audit of one real team workflow
    4. Week 3Session 2: Redesigning the Workflow
    5. Weeks 3-4Sprint 2: Pilot the redesigned workflow with the team
    6. Week 5Session 3: Delegation, Orchestration and Verification
    7. Weeks 5-6Sprint 3: Agree decision rights plus run the augmented team health check
    8. Weeks 7-8Session 4: Capacity Reinvestment and Team Health
    9. Weeks 8-12Peer triads continue; workflow metrics and wellbeing pulse reviewed at week 8 to 12
    Touchpoint map
    1. 1Sponsor-signed launch message naming the workflow to be redesigned as a business priority
    2. 2Pre-programme reflection: leaders audit one real team workflow and its current human-AI split honestly
    3. 3Four live virtual sessions, or two face-to-face days plus one virtual embedding session
    4. 4Three applied sprints redesigning and piloting a real workflow with the team
    5. 5Peer triads meeting between each session, 45 minutes with a structured protocol
    6. 6Facilitator office hours drop-in between sessions two and three
    7. 7Week 8 to 12 transfer check: workflow metrics plus team wellbeing pulse reviewed with the sponsor
    Free tools and resources
    Take the Leading Augmented Teams diagnostic Download the reference card Download the development planner
    Module3
    Transform

    Leading the AI-Shaped Organisation

    Workforce transition, culture and responsible AI

    The leader becomes the steward of the transition: role evolution, honest transition conversations, responsible AI governance, culture signals and the long game. Each participant is paired with an HR partner for the workforce transition sprint. The governance strand builds leadership judgement and duty awareness and is explicitly not legal advice.

    By the end, leaders can

    • Construct and deliver a transformation narrative that connects AI to strategy, jobs and fairness, and stands up to a sceptical workforce audience
    • Map how roles in their area will evolve over 12 to 24 months and build a skills transition plan with their HR partner
    • Conduct honest, dignified transition conversations across the three hardest variants: reskilling, redeployment and displacement
    • Apply a responsible AI governance frame to live use cases: classify risk, assure human oversight, meet worker notification duties and assign accountability
    • Diagnose culture signals (what gets rewarded, measured, tolerated and celebrated) and design deliberate shifts that support augmented working
    • Build and own a 12-month transition roadmap with reinforcement, measurement and escalation built in

    Workplace outcomes (8 to 12 weeks)

    • Transformation narrative delivered to the leader's area and tested with a workforce audience
    • Role evolution map and skills transition plan agreed with HR and sponsor
    • At least two real transition conversations held, with reflection reviewed in triads
    • All live AI use cases in the leader's accountability governance-checked, with gaps logged and escalated
    • Culture signals audit completed with at least two deliberate signal shifts implemented
    • 12-month roadmap in operation with the first quarterly checkpoint booked

    Performance support tools you keep

    Transformation Narrative frameRole Evolution Map and Skills Transition PlannerTransition Conversation GuidesResponsible AI Governance ChecklistCulture Signals Audit12-Month Transition Roadmap

    Four live sessions, three applied sprints, six to eight weeks. Virtual-first, with a face-to-face option. Builds Part Three of the Team AI Playbook.

    Experience architecture
    Modality mix

    Virtual-first, live and applied throughout. Approximate weighting: 40 per cent live facilitated virtual experience, 40 per cent applied workplace sprints leading real transition, 20 per cent structured peer learning (triads and peer consultancy). This reflects the principle that transformation leadership is learned in the act of leading change, not in the classroom (Jennings, 2013; Shackleton-Jones, 2019).

    Timeline and sequencing

    Four live virtual sessions of 2.5 hours across six to eight weeks, with applied sprints between sessions. Spacing is deliberate: distributed practice with workplace application between sessions produces durably better retention and transfer than compressed delivery (Cepeda et al., 2006).

    1. Week 0Launch comms, readiness check and HR partner pairing
    2. Week 1Session 1: The Transformation Narrative
    3. Weeks 1-2Sprint 1: Role evolution map plus skills transition plan with HR
    4. Week 3Session 2: Honest Transition Conversations
    5. Weeks 3-4Sprint 2: Hold real transition conversations, reviewed in triads
    6. Week 5Session 3: Responsible AI Governance
    7. Weeks 5-6Sprint 3: Governance-check live use cases plus culture signals audit
    8. Weeks 7-8Session 4: Culture Signals and the 12-Month Roadmap
    9. Weeks 8-12Peer triads continue; first quarterly checkpoint booked and transition metrics reviewed
    Touchpoint map
    1. 1Sponsor-signed launch message framing the transition as led change, not a compliance exercise
    2. 2Pre-programme reflection: leaders map their area's likely role changes and current culture signals honestly
    3. 3HR partner paired to each leader for the workforce transition sprint
    4. 4Four live virtual sessions, or two face-to-face days plus one virtual embedding session
    5. 5Three applied sprints with real transition, governance and culture deliverables
    6. 6Peer triads meeting between each session, 45 minutes with a structured protocol
    7. 7Week 8 to 12 transfer check: transition metrics plus sponsor review, with the first quarterly checkpoint booked
    Free tools and resources
    Take the Leading the AI-Shaped Organisation diagnostic Download the reference card Download the development planner

    How it runs

    Format
    Each module runs as four live sessions and three applied sprints over six to eight weeks, virtual-first with a face-to-face option
    Full-suite arc
    Taken as a suite, three terms across roughly nine months, with consolidation gaps between modules for embedding and measurement
    Cohorts
    Level-specific cohorts of 10 to 14: team leaders, senior leaders and executives
    Applied learning
    Applied sprints with the leader's real team, plus peer triads and a single team pulse survey that carry across the suite
    What leaders build
    The Team AI Playbook, a living client-owned operating guide, with each module contributing a complete standalone part
    Investment
    Priced by proposal, beginning with a scoping conversation

    What the experience feels like

    An experiential, cohort-based experience with no video and no elearning anywhere. Leaders learn in live facilitated sessions, then apply the work to their own real team between sessions through applied sprints, supported by peer triads that carry from one module into the next. Every module is built the same way, so the second and third feel familiar rather than new, and every session sends leaders back to work with a tangible tool they keep using.

    The connecting spine: the Team AI Playbook

    Every participant builds a Team AI Playbook: a living, client-owned document that captures how their team works with AI. Each module contributes a complete, standalone part. For a client buying one module, the Playbook part is a finished asset. For a client taking the suite, the Playbook compounds into a full operating guide for augmented leadership, and the portfolio across cohorts becomes an internal pattern library the organisation owns.

    The combined journey

    Run as a full suite, the recommended arc is three terms across roughly nine months, with consolidation gaps between modules for embedding and measurement. A single team pulse survey runs across the suite, peer triads carry from one module into the next, and every module uses the same shape, so the second and third modules feel familiar rather than new.

    • Three standalone modules: buy one, or take the full suite
    • Every module runs as four live sessions, three applied sprints, over six to eight weeks
    • Virtual-first, with a face-to-face option. No video content and no elearning
    • Tiered cohorts of 10 to 14: team leaders, senior leaders and executives
    • The Team AI Playbook connects the suite into one owned operating guide
    • Priced by proposal, beginning with a scoping conversation

    Evidence Base: Harvard Business Review (2026); McKinsey and Company (2026); Deloitte (2026); CIPD (2026); Microsoft (2026); World Economic Forum; DDI (2026). Grounded throughout in published 2026 evidence on AI adoption, human-AI complementarity and workforce transition.

    Discuss the Augmented Leader Suite
    Learning Pathways

    Sixteen curated routes through the library

    Each pathway sequences six workshops into a coherent development journey, so capability compounds rather than fades. Follow one as designed, or use it as the starting point for a bespoke programme.

    Campus to CorporateFrom campus confidence to workplace credibility

    Who it serves: Graduates, apprentices and early-career cohorts in their first two years

    Six workshops that compress years of trial and error into a deliberate launch: landing well, professional presence, personal organisation, feedback hunger, clear communication and emotional intelligence.

    1. 1
      Landing Well: Your First Ninety Days at WorkA1Turn your induction period into a launchpadLeave with: a personal ninety-day plan agreed with your manager
    2. 2
      Professional Presence: Show Up, Speak Up, Stand OutA2Credibility you can carry into any roomLeave with: more frequent, higher-quality contributions in meetings
    3. 3
      Own the Day: Workload, Inbox and Attention BasicsA4The personal operating system every new professional needsLeave with: an organised personal workflow that survives busy weeks
    4. 4
      Feedback Is Fuel: Ask for It, Use It, Grow with ItA6Make feedback your fastest route to improvementLeave with: a regular personal feedback-seeking habit
    5. 5
      Say It So It Sticks: Communicating with ClarityC1Make your ideas impossible to ignore and hard to forgetLeave with: emails, updates and briefings that get read and remembered
    6. 6
      Emotional Intelligence at WorkD2The capabilities that set great colleagues and leaders apartLeave with: a personal EI development priority with practice plan

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Accidental ManagerPromoted for the wrong reasons, developed for the right ones

    Who it serves: First-time and untrained managers, especially those promoted from within the team

    The transition from expert peer to confident leader: identity shift, coaching skills, feedback, difficult conversations, psychological safety and motivation.

    1. 1
      The Accidental Manager: From Expert Peer to Confident LeaderF1Promoted for being good at the job, now doing a different job entirelyLeave with: a clear personal definition of your new job and how you add value
    2. 2
      The Manager as CoachF4Stop solving, start developingLeave with: coaching-style conversations happening inside existing one-to-ones
    3. 3
      Feedback That Fuels PerformanceF3The manager's most powerful development tool, used wellLeave with: regular, small feedback replacing rare, big feedback
    4. 4
      Difficult Conversations Made DoableC2The conversations you avoid are the ones that matter mostLeave with: one postponed difficult conversation planned and held within two weeks
    5. 5
      Psychological Safety: The Speak-Up AdvantageE2Teams that can say the awkward thing outperform teams that cannotLeave with: more questions, concerns and half-formed ideas voiced in meetings
    6. 6
      Motivation DecodedF6What actually drives effort, and what quietly kills itLeave with: a motivation map for each direct report

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The AI-Ready LeaderStrategic literacy, adoption judgement and the human agenda

    Who it serves: Senior leaders and executives shaping their organisation's AI response

    AI strategy without the hype: what leaders must understand, how to lead adoption humanely, where judgement stays human and how to decide amid genuine uncertainty.

    1. 1
      The AI-Ready LeaderI3You do not need to be technical; you do need to be literateLeave with: a leadership point of view on AI articulated for your area
    2. 2
      Leading AI Adoption: The Human Side of Intelligent ToolsI5The technology is the easy partLeave with: an adoption plan addressing capability, confidence and concern
    3. 3
      Judgement in the Loop: Critical Thinking in an AI WorldI6AI raises the value of the one thing it cannot doLeave with: a personal verification checklist applied to all AI-assisted work
    4. 4
      Adaptive Leadership for Uncertain TimesG3Technical problems need answers; adaptive challenges need leadershipLeave with: a current challenge reframed and approached differently
    5. 5
      Navigating Ambiguity: Deciding When You Cannot KnowH8Comfort with uncertainty is a leadership skill, not a personality traitLeave with: a live ambiguous situation categorised and actioned appropriately
    6. 6
      The Human Advantage: What Stays Human in an AI WorldI7Double down on what machines cannot replicateLeave with: a personal human advantage development plan

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    AI Enablement for TeamsFrom scattered experiments to compounding capability

    Who it serves: Whole teams building practical, safe, everyday AI capability

    Hands-on AI literacy, prompt craft, workflow redesign, a written team playbook, verification habits and the deep-work discipline to spend the time AI saves wisely.

    1. 1
      AI Literacy for Everyone: From Curiosity to CapabilityI1Demystify AI and start using it well, whatever your roleLeave with: two or three AI-assisted tasks adopted into your weekly workflow
    2. 2
      Prompt to Performance: Everyday AI SkillsI2The difference between mediocre and remarkable AI output is youLeave with: a personal prompt library for your five most common tasks
    3. 3
      Human + Machine: Redesigning Work with AII4The best results come from collaboration, not substitutionLeave with: a workflow map with three augmentation opportunities prioritised
    4. 4
      Your Team's AI Playbook: Use Cases, Guardrails, MomentumI8From scattered experiments to a working team systemLeave with: a written team AI playbook: approved uses, guardrails, owners
    5. 5
      Judgement in the Loop: Critical Thinking in an AI WorldI6AI raises the value of the one thing it cannot doLeave with: a personal verification checklist applied to all AI-assisted work
    6. 6
      Deep Work in a Distracted WorldB1Reclaim your attention, transform your outputLeave with: two or more protected deep work blocks each week

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Human AdvantageThe capabilities that appreciate while technology depreciates

    Who it serves: Anyone investing in the distinctly human skills of the next decade

    Self-awareness, emotional intelligence, regulation under pressure, trust, candour and listening: the signature Growth Performance journey.

    1. 1
      Know Thyself: The Self-Awareness AdvantageD1The foundation every other skill is built onLeave with: a personal insight summary combining self-view and others' views
    2. 2
      Emotional Intelligence at WorkD2The capabilities that set great colleagues and leaders apartLeave with: a personal EI development priority with practice plan
    3. 3
      Grace Under Fire: Emotional Regulation When It MattersD4Respond with intention, not impulseLeave with: a personal trigger map with tailored regulation strategies
    4. 4
      Trust: Built, Broken, RebuiltD5The currency of every high-performing relationshipLeave with: a trust diagnosis of one key relationship with actions defined
    5. 5
      Courage and Candour: Saying the Hard Thing WellD8Clear is kindLeave with: one avoided conversation held within a fortnight
    6. 6
      Listening Like a LeaderC5The most underrated skill in businessLeave with: noticeably better conversations reported by direct reports and peers

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Future ExecutiveFor high-potential leaders preparing for the next altitude

    Who it serves: Senior managers and emerging executives on succession paths

    Purpose and direction, strategic thinking, multiplying other leaders, executive gravitas, culture design and stakeholder intelligence.

    1. 1
      Leading with Intent: Purpose, Vision, DirectionG1People follow clarityLeave with: a one-page team direction statement tested with peers
    2. 2
      Strategic Thinking for Busy LeadersG4Good strategy is choice, not aspirationLeave with: a one-page strategy kernel for your area drafted and challenged
    3. 3
      The Multiplier Effect: Leading LeadersG5Are you making everyone around you smarter, or just busier?Leave with: two accidental diminisher habits identified and interrupted
    4. 4
      Gravitas: Executive Presence with SubstanceG6Presence that comes from depth, not performanceLeave with: stronger performance in board, executive and client settings
    5. 5
      Culture by DesignG8Every team has a culture; the question is whether you chose itLeave with: a culture diagnosis of your team or function with gaps named
    6. 6
      Stakeholder Intelligence: Mapping, Managing, Winning SupportJ5Projects rarely fail on the work; they fail on the people around the workLeave with: a live stakeholder map for a current project or initiative

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    High-Performing Team ResetSix sessions that change how a team works together

    Who it serves: Intact teams that are good but know they could be better

    A team journey through effectiveness diagnostics, psychological safety, productive conflict, meeting discipline, culture rituals and Insights Discovery profiling.

    1. 1
      The Anatomy of a High-Performing TeamE1What separates real teams from groups who share a managerLeave with: a team effectiveness snapshot with agreed development priorities
    2. 2
      Psychological Safety: The Speak-Up AdvantageE2Teams that can say the awkward thing outperform teams that cannotLeave with: more questions, concerns and half-formed ideas voiced in meetings
    3. 3
      Conflict Is Information: Disagreeing WellE3Stop avoiding conflict, start using itLeave with: faster resolution of simmering team tensions
    4. 4
      Meetings Worth HavingE6Fewer, shorter, betterLeave with: a meeting audit with at least one recurring meeting cut or halved
    5. 5
      Rituals of Great Teams: Culture in Daily PracticeE7Culture is what you do repeatedly, not what you print on postersLeave with: two or three team rituals designed and scheduled
    6. 6
      Colour Your Communication: Insights Discovery in ActionD6See yourself, understand others, adapt and connectLeave with: a personal Insights Discovery profile debrief and action plan

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    Change ChampionsBuild the people who make change stick

    Who it serves: Change agents, project leads and managers carrying transformation

    Personal change agility, leading others through transition, resilience, the conversations change demands, stakeholder navigation and growth mindset.

    1. 1
      Change Agility: Thriving in Permanent WhitewaterH1Change is not an event to survive but a condition to masterLeave with: a personal change response plan for a live organisational change
    2. 2
      Leading Change Without Losing PeopleH2Change fails in the middle, where the people areLeave with: a change plan for a live initiative stress-tested against proven models
    3. 3
      The Resilience ReservoirH3Ordinary magic: resilience is built, not bornLeave with: a personal resilience plan spanning thinking habits, relationships and recovery
    4. 4
      Difficult Conversations Made DoableC2The conversations you avoid are the ones that matter mostLeave with: one postponed difficult conversation planned and held within two weeks
    5. 5
      Stakeholder Intelligence: Mapping, Managing, Winning SupportJ5Projects rarely fail on the work; they fail on the people around the workLeave with: a live stakeholder map for a current project or initiative
    6. 6
      Growth Mindset at WorkH6Not yet is different from noLeave with: mindset triggers named and personal responses planned

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    Hybrid Working, WorkingIntentional beats accidental in distributed teams

    Who it serves: Teams and managers making hybrid arrangements genuinely perform

    Evidence-based hybrid design, meetings worth having, deep work, energy management, pressure resets and presence on screen.

    1. 1
      The Hybrid Playbook: Making Distributed Teams WorkE5Intentional beats accidental in hybrid workingLeave with: a written team hybrid charter agreed by all members
    2. 2
      Meetings Worth HavingE6Fewer, shorter, betterLeave with: a meeting audit with at least one recurring meeting cut or halved
    3. 3
      Deep Work in a Distracted WorldB1Reclaim your attention, transform your outputLeave with: two or more protected deep work blocks each week
    4. 4
      Energy, Not Time: Managing Your Personal BatteryB6Performance is a rhythm, not a grindLeave with: a personal energy map with peak, trough and recovery windows identified
    5. 5
      Stress, Reset: Performing Well Under PressureH4Pressure is inevitable; how you meet it is trainableLeave with: a personal stress signature identified with tailored responses
    6. 6
      Reading the Room: Presence and Perception On Screen and OffC8Communication is what they receive, not what you sendLeave with: sharper in-meeting judgement about when to push, pause or pivot

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    Client ExcellenceWin, keep and grow the relationships your revenue depends on

    Who it serves: Consultants, account managers and client-facing professionals

    Trusted adviser skills, compounding relationships, negotiation, stakeholder intelligence, winning pitches and business storytelling.

    1. 1
      The Trusted AdviserJ2From supplier to indispensable partnerLeave with: client relationships assessed against the trust equation with actions
    2. 2
      Client Relationships That CompoundJ3Retention is the quietest growth strategyLeave with: a key account relationship map with risks and actions
    3. 3
      Negotiation: Beyond Yes and Past NoJ1Create value before you claim itLeave with: a preparation template used for every significant negotiation
    4. 4
      Stakeholder Intelligence: Mapping, Managing, Winning SupportJ5Projects rarely fail on the work; they fail on the people around the workLeave with: a live stakeholder map for a current project or initiative
    5. 5
      Pitch Perfect: Proposals and Presentations That WinJ6Make choosing you the easy decisionLeave with: a current proposal or pitch restructured and strengthened
    6. 6
      Storytelling for Business ImpactC7Data informs, stories moveLeave with: three ready-to-use stories: a change story, a values story and a client story

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Inclusive LeaderCulture is built in micro-moments

    Who it serves: Leaders and managers building cultures where everyone contributes

    Inclusive leadership behaviours, bias-aware decisions, active allyship, speak-up culture, empathy and cross-cultural fluency: the leadership agenda behind every diversity ambition.

    1. 1
      Inclusive Leadership: Small Signals, Big CultureK1Inclusion is a leadership behaviour before it is a policyLeave with: a personal inclusive leadership assessment with two behaviour changes underway
    2. 2
      Bias, Interrupted: Fairer Judgement at WorkK2You cannot delete bias, but you can redesign around itLeave with: one live people process redesigned with bias interrupters
    3. 3
      Allyship in Action: From Good Intentions to Daily PracticeK3Allyship is a verbLeave with: a personal allyship practice with specific situations identified
    4. 4
      Voice and Silence: Building a Speak-Up CultureK7The problems you do not hear about are still your problemsLeave with: earlier warning of risks, problems and bad news
    5. 5
      The Empathy EdgeD3Understanding others is a competitive advantage, not a courtesyLeave with: stronger working relationships with previously difficult colleagues
    6. 6
      One Team, Many CulturesE8Work brilliantly across national and cultural differenceLeave with: fewer cross-cultural misreadings in global teamwork

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Innovation CatalystFrom good ideas to shipped outcomes

    Who it serves: Teams and leaders charged with making innovation actually happen

    Creative confidence, root-cause discipline, experimentation, innovation leadership, design thinking and the questioning habit that keeps teams curious.

    1. 1
      Creative Confidence: Everyone's Second JobL1Creativity is not a personality type; it is a practiceLeave with: a wider option set generated for a live work challenge
    2. 2
      Root Cause: Structured Problem Solving That SticksL2Stop solving the same problem every monthLeave with: one recurring problem taken to root cause with countermeasures agreed
    3. 3
      The Experiment Engine: Test, Learn, ScaleL4Opinions are expensive; experiments are cheapLeave with: one live initiative converted into a running experiment
    4. 4
      Leading Innovation: Culture, Portfolio, PatienceL8Innovative cultures are fun to read about and hard to leadLeave with: an honest assessment of your unit's innovation culture
    5. 5
      Think Like Your Customer: Design Thinking in PracticeJ7Fall in love with the problem, not your solutionLeave with: a real problem reframed from the customer's perspective
    6. 6
      The Question Advantage: Curiosity as a SuperpowerD7Better questions beat faster answersLeave with: meetings that open up problems instead of prematurely closing them

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Modern L&D ProfessionalFrom course provider to performance partner

    Who it serves: L&D teams, trainers and learning designers raising their game

    Performance consulting, experience design, learning science, AI-enabled design, facilitation and evaluation: the complete upgrade for a modern learning function.

    1. 1
      Performance Consulting: From Order-Taker to Trusted PartnerM4The most valuable words in L&D: what problem are we solving?Leave with: a live training request reframed into a performance diagnosis
    2. 2
      From Instructional Design to Experience DesignM5Design what people do, not what they are shownLeave with: a current programme redesigned with action mapping
    3. 3
      The Science of Learning: What Actually WorksM8Half of what your organisation believes about learning is folkloreLeave with: learning myths retired from your organisation's design vocabulary
    4. 4
      Designing Learning Solutions with AIM6Ship better learning faster, with judgement in chargeLeave with: a working AI-assisted design workflow tested on a real project
    5. 5
      Facilitation Skills: The FoundationsM2From presenting at groups to working with themLeave with: a facilitation plan for a real upcoming session
    6. 6
      From Happy Sheets to Performance: Evaluation That MattersM7Stop measuring smiles, start measuring changeLeave with: an evaluation plan for a live programme, designed before delivery

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    The Augmented TeamIdentity, adoption and advantage for your team

    Who it serves: Leadership and delivery teams preparing for, or beginning, The Augmented Us

    Identity leadership, the augmented team conversation, human and machine work redesign, adoption leadership, the human advantage and the psychological safety that makes all of it possible.

    1. 1
      Identity Leadership: The Psychology of UsG9People follow leaders who create a sense of us, not just a sense of meLeave with: a personal identity leadership profile with one dimension chosen for deliberate development
    2. 2
      The Augmented Team: Who Are We Now?N1The workshop edition of our signature programme, The Augmented UsLeave with: a first-draft augmented social identity map the team can build on
    3. 3
      Human + Machine: Redesigning Work with AII4The best results come from collaboration, not substitutionLeave with: a workflow map with three augmentation opportunities prioritised
    4. 4
      Leading AI Adoption: The Human Side of Intelligent ToolsI5The technology is the easy partLeave with: an adoption plan addressing capability, confidence and concern
    5. 5
      The Human Advantage: What Stays Human in an AI WorldI7Double down on what machines cannot replicateLeave with: a personal human advantage development plan
    6. 6
      Psychological Safety: The Speak-Up AdvantageE2Teams that can say the awkward thing outperform teams that cannotLeave with: more questions, concerns and half-formed ideas voiced in meetings

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    Leading Change at VelocityFor leaders whose change agenda will not wait

    Who it serves: Senior leaders and executives carrying multiple, urgent transformations

    Personal change agility, the fundamentals of leading others through transition, change at speed, managing the whole portfolio without saturating your people, executive sponsorship done properly, and adaptive leadership for the challenges no playbook covers.

    1. 1
      Change Agility: Thriving in Permanent WhitewaterH1Change is not an event to survive but a condition to masterLeave with: a personal change response plan for a live organisational change
    2. 2
      Leading Change Without Losing PeopleH2Change fails in the middle, where the people areLeave with: a change plan for a live initiative stress-tested against proven models
    3. 3
      Leading Change at Velocity: Speed Without WhiplashH9When the market moves quarterly, annual change programmes loseLeave with: one current change re-planned for speed: smaller increments, faster feedback, earlier value
    4. 4
      The Change Portfolio: Leading Many Changes at OnceH10Your people are not resisting change; they are drowning in itLeave with: a single view of the change load on each team, often for the first time
    5. 5
      Sponsor in Chief: The Executive's Role in ChangeH11Sponsorship is the strongest predictor of change success, and the most fumbledLeave with: a personal sponsorship plan for a live initiative: presence, messages, moments
    6. 6
      Adaptive Leadership for Uncertain TimesG3Technical problems need answers; adaptive challenges need leadershipLeave with: a current challenge reframed and approached differently

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    Career MomentumOwn your direction, then execute it

    Who it serves: Anyone taking deliberate charge of their career, at any stage

    Career anchors and direction, execution and sponsorship, internal mobility, a personal board of advisers, transition planning and the professional brand that makes it all visible.

    1. 1
      Career Planning That Works: Direction Without a LadderP1You do not need a ten-year plan; you need a direction and a next experimentLeave with: a one-page career plan: anchors, direction, options and next experiments
    2. 2
      Career Execution: From Intention to PromotionP2The best career plan is worthless without deliberate executionLeave with: a career execution plan with quarterly milestones
    3. 3
      Internal Mobility: Your Next Role May Be Closer Than You ThinkP4The hidden job market inside your own organisationLeave with: an internal opportunity map with three live possibilities
    4. 4
      Your Personal Board: Mentors, Sponsors and Truth-TellersP6Nobody manages a career alone anymoreLeave with: a personal board map with gaps identified
    5. 5
      Career Transitions: Changing Direction with ConfidenceP5Test your way into the next chapter rather than leaping blindLeave with: a transition plan with staged experiments rather than a single leap
    6. 6
      Personal Brand, Professional ImpactB8Be known for what you want to be known forLeave with: a three-word personal brand statement with supporting behaviours

    Make it stick

    Reinforce the pathway with EI-focused 360/180 feedback at the start, Insights Discovery profiling along the way and workplace coaching between sessions, so behaviour change survives contact with the day job.

    Delivery

    Two intensive days (from £4,000) for momentum, or a spaced six-part series (from £5,100) for stronger transfer into daily work. Virtual or face-to-face, in multiple languages, tailored to your context after an included briefing call.

    Sustain the change

    360 Assessments and Coaching

    EI leadership and workplace behaviour assessments, Insights Discovery 360 feedback, and coaching. Available standalone or woven through any workshop or pathway, with a professional debrief to turn insight into practised behaviour.

    Enquire about leadership or workplace assessments

    EI Leadership 360/180 Feedback

    Multi-rater feedback exploring emotionally intelligent workplace behaviours at 360 or 180 degree depth. Every feedback process includes a 90-minute one-to-one debrief with a senior practitioner, and optional follow-on coaching turns insight into practised behaviour. Used standalone for leadership development and succession, or as the diagnostic spine of a wider programme.

    Underpinned byGoleman (1998); Salovey and Mayer (1990)

    Insights Discovery 360 (Full Circle)

    Multi-rater perception feedback built on the Insights Discovery colour-energy framework, showing leaders and managers how colleagues actually experience their style against how they see themselves. Includes a professional debrief and optional coaching to work the insight into daily behaviour.

    Underpinned byInsights (2020); Jung (1921)

    Five Dysfunctions of a Team Diagnostic and Team Day

    The Lencioni team assessment completed by every member before we meet, then worked through together in a full one-day team workshop spanning trust, conflict, commitment, accountability and results. The day runs from £2,000, with the diagnostic scoped per team.

    Underpinned byLencioni (2002)

    Insights Discovery Team Development Workshops

    Team development built on the Insights Discovery colour-energy psychometric. Individual profiles, team wheel analysis and facilitated application to real team challenges. Available standalone or woven through any pathway.

    Underpinned byJung (1921); Insights (2020)

    Insights Discovery Accreditation

    Discounted practitioner accreditation for internal L&D teams, building in-house capability to run Insights Discovery across your organisation. A capability investment rather than a course purchase.

    Underpinned byInsights (2020)

    Workplace Coaching

    One-to-one and team coaching programmes for leaders and managers, used standalone or to embed behaviour change after workshops, assessments and pathways. Includes dedicated career coaching: career planning and execution, career transitions and career change for individuals, and support for leaders holding career conversations with their people.

    Underpinned byWhitmore (1992); Ibarra (2003)

    Transparent pricing

    Simple day rates, no surprises

    We believe in transparent pricing. Build your experience to see instant estimates.

    Booking TypePrice
    One workshop (from 90 minutes)

    Virtual or face-to-face

    		from £850
    Two workshops in one day

    Save £200

    		from £1,500
    Three workshops in one day

    Save £550

    		from £2,000
    • We like to tailor this library to each client: your context, sector, language and live challenges. In most engagements that tailoring is part of the service, not an additional design cost. Where a fully bespoke build is needed, we say so and price it openly.
    • Face-to-face delivery is priced identically to virtual delivery.
    • We deliver globally. Workshops, pathways and programmes are available in multiple languages including English, French, German, Spanish and Portuguese, with other languages available on request.
    • A six-workshop pathway is typically delivered as two intensive days (from £4,000) or as a spaced series of six single sessions (from £5,100). Spaced delivery supports better transfer; intensive delivery suits momentum and logistics.
    • Public sector and third sector organisations, including the NHS and registered charities, receive a 10 to 15 per cent discount on all listed prices.
    • All workshops are delivered by senior practitioners and tailored to your context following a short briefing call, included in the price.
    • Group sizes are agreed at booking to protect the practice-rich design of every session.
    • All prices are exclusive of VAT.

    Not sure where to start?

    Every booking starts with an included briefing call, and every workshop is tailored to your organisation. Tell us the capability you need to build and we will architect the right solution.

    Book a scoping call Explore diagnostic tools

    More to explore