Core workshop program
Our flagship offering is a four-session management workshop. Each session runs for three and a half hours, and we space them one week apart. That week between sessions is not dead time. You go back to work, try the techniques from the previous session with your actual team and come to the next session with observations, questions and the occasional war story.
Session one: setting expectations
Most management friction comes from unclear expectations. In this session, we work through how to define what "good" looks like for each role on your team. You draft actual role expectations during the session using a template we provide, and you test them with one team member before session two.
We also cover the difference between managing tasks and managing people. Many first-time managers default to checking off to-do lists for their team instead of building the conditions where people can manage their own work. We look at specific signals that tell you which mode you are stuck in.
Session two: feedback that lands
Giving feedback is the skill managers say they want most and practise least. We teach a four-step structure: observation, impact, request, check-in. You practise it in pairs using scenarios drawn from your own workplaces.
We spend the second half on receiving feedback. A manager who cannot take feedback from their team will never get honest information about what is going wrong. You learn to ask specific questions that invite useful criticism rather than polite reassurance.
Session three: meetings, decisions and delegation
We audit the meetings you currently run. Participants bring their actual calendar and we calculate how many hours per week they spend in meetings versus doing focused work. Then we cut. Most managers can eliminate at least two recurring meetings without losing any information flow, just by replacing them with a short written update.
Delegation gets its own exercise. You list every task you did last week and sort them into four categories: only I can do this, someone else could do this with guidance, someone else could do this now, and this should not be done at all. The last category is always bigger than people expect.
Session four: performance and development
The final session tackles the hard end of management: performance conversations, development planning and knowing when a role is not the right fit for someone. We role-play a performance improvement conversation from start to finish, with the facilitator playing the team member.
You also build a simple development plan for one person on your team. Not a 20-page HR document, but a one-page sheet that answers three questions: where is this person now, where do they want to be in 12 months, and what are the two or three things we will do in the next quarter to move them closer.
How the program unfolds
Here is the full timeline from enrolment to your final report.
Week 0: enrolment and pre-survey
You fill out a short questionnaire about your role, team size and the management challenges you face most often. We also send a brief anonymous survey to three of your direct reports asking about your current management behaviours. This gives us a baseline.
Weeks 1–4: workshop sessions
One session per week, each running 3.5 hours. Between sessions you get a coaching call (30 minutes) to discuss what you tried and what happened.
Week 8: follow-up survey
We re-survey your direct reports using the same questions from week zero. This is not a vanity exercise. We compare the two sets of responses and write a short report showing where scores moved, where they stayed flat and what to focus on next.
Week 9: final report and debrief
You receive your personal feedback report. Team and corporate package participants also get a debrief session where the facilitator walks through the findings with you and your HR sponsor.
Coaching and 360 feedback
The coaching calls are not therapy sessions and they are not generic pep talks. They are short, focused conversations about a real situation you faced that week. You describe what happened, we ask a few questions, and together we figure out what you could try differently next time. Thirty minutes, then you get back to work.
The 360 feedback component uses a simple ten-question survey that takes respondents about four minutes to complete. We keep it short on purpose. Long surveys get abandoned or filled in carelessly. Our questions focus on observable behaviours: "Does your manager explain the reasoning behind decisions?" rather than vague traits like "Is your manager a good communicator?"
Your individual results are confidential. We share them with you and, if you choose, with your HR sponsor. We never share individual scores with other participants or with your own manager unless you ask us to.
Managers trained since 2016
Would recommend the program to a colleague
Average facilitator rating out of 5
Maximum participants per open workshop
Corporate rollouts
When an organisation sends nine or more people through the program, we treat it as a corporate engagement. That means we meet with your executive sponsor before designing the content. We learn about your strategic priorities, the specific management gaps you have noticed and any recent changes (restructures, new systems, growth spurts) that are creating pressure on your leaders.
We then adjust the case studies, role-play scenarios and templates to reflect your context. A healthcare client gets scenarios about shift handovers and clinical governance. A technology firm gets scenarios about sprint planning and cross-functional dependencies. The underlying management principles are the same; the language and examples change.
Corporate clients also get access to an organisation-level reporting dashboard. It aggregates the 360 feedback data across cohorts (anonymised at the individual level) so your HR team can see patterns: are managers across the board struggling with delegation? Is feedback quality improving quarter over quarter? This data helps you decide where to invest next.