Programmes
Programmes
Six programme areas, built for how teams really work
Leadership
Setting direction, running one-to-ones that are worth having, and holding a team steady when the plan changes underneath them.
Promotion
The first ninety days in the job: what to stop doing, and how to lead people who were your peers only last month.
Feedback
Saying the useful thing early, while it is still small. Practice on the real conversation each person is currently avoiding.
Influence
Making the case to people who do not report to you: framing, evidence, timing, and reading the room you are actually sitting in.
Resilience
Leading through reorganisation and load, without burning out the team or pretending that everything is going to plan.
Coaching
Asking rather than telling, so that capability grows in the team instead of every decision routing straight back through you.
16
Maximum cohort size
6–8
Weeks per programme
90
Days to re-measure
4
Live sessions included
The faculty who will be in the room with you
Everyone who facilitates for us has run a team and carried a number. Nobody on this faculty teaches a thing they have not done.
Lead faculty
Daniel Reed
Exec coach
Emily Stone
Design lead
Nadia Okafor
Book a scoping call, and we will tell you what we would not sell you
Half an hour, no slides. We will say if this is the wrong fix.
Client stories
What L&D leads say after the ninety-day mark
Six months on, the language from those workshops is still in daily use in our one-to-ones, which has never once happened with training we have bought before.
Anna Whitfield, L&D lead
Retail group
They pushed back on half of what we asked for and were right to. What we ended up running was smaller and far more useful than our original brief.
Marcus Hale, HR director
Fintech firm
Teams we have trained
