Programmes for managers and teams, built on the real situations in your company. We work on cases brought from day-to-day operations, not on textbook scenarios.
Discuss a programme →Uncomfortable conversations are postponed until they turn into conflicts. Feedback is given once a year, on a form. Decisions that ought to be made in the team travel up to the director, because that is where the final call is made anyway.
We start from the situations that keep recurring: postponed conversations, feedback that is never given, decisions pushed up the hierarchy. Those become the exercises of the programme.
Small groups, plenty of practice, assignments between sessions. Every participant leaves with two or three things to apply straight away with their team.
Team building has a stated objective: to solve a concrete collaboration problem. If there is none, we say so and we do not run it.
Short conversations with the managers and with a few team members. What interests us is what happens when a problem comes up, not what the company values say.
We choose the topics and exercises from the real cases collected. We show you the agenda of the modules before the first session.
Sessions of 4 or 8 hours, exercises on your own situations. Every module ends with written commitments.
We set a review session after the application period: what was put into practice, what did not work and what we adjust.
The format and the materials are set once we know the team's situation.
The duration, the number of participants and the schedule are set in the programme proposal.
3–4
modules in a management programme
4 or 8
hours per session, depending on the topic
max. 12
participants in a group
2–3
weeks between modules, for applying what was learned
You have promoted technically strong people who have never led a team.
Problems only get solved once they reach the director.
Reviews are filled in for the file, with no effect on the work.
Two departments block each other and nobody talks about it openly.
Assessment centres are organised separately, when you need a promotion decision or a development plan based on data rather than impressions.
We have written separately about how we would approach the situation of a promoted specialist the team still depends on. See the example of how we work