Capability · Workshop Portfolio
Capability built for the way the work actually moves.
Eighteen workshops across three tiers — for executives setting direction, leaders running the day-to-day, and intact teams that need to lift together. Every workshop is tailored to your organisation's context before it runs.
Tailored, not templated
Every workshop is shaped to your context before it runs.
The portfolio below is the starting point. The actual workshop is built from a discovery conversation with the sponsor and a short pre-read for the cohort. The case studies, the language, the examples and the activities all come from your organisation — because that is where the learning has to land.
Tier One
Executive & Strategic Leadership
For senior leaders, executive teams and C-suite. The work of setting direction, leading change and building the strategy that the rest of the organisation will operate inside.
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Senior leaders · C-suite
Full day
Building Engagement Through Authentic Leadership
Leaders ready to lead from clarity about who they are.
A development experience built on emotional intelligence, strengths, core values and conscious vulnerability. Helps senior leaders discover an authentic style and put it into practice with their teams.
What changes
Leaders lead from inner alignment — and the engagement, retention and trust that follows shows up in the team's behaviour, not just on the survey.
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Executive teams · transformation leads
Full day
Leading and Managing Change and Transformation
Executives sponsoring or leading large change programmes.
A practical workshop on why change fails, what frameworks actually help, and how to lead the human dynamics that derail most transformations. Covers Kotter, Kübler-Ross, Lean and Agile principles, and stakeholder engagement.
What changes
A change roadmap your team will actually follow — built around resistance patterns, stakeholder reality and the leading indicators that surface trouble early.
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Executive & strategy leadership teams
Full day · Max 20
Strategic Thinking and Executing the Strategy
Leaders who own strategy — from formulation through to execution.
Closes the gap between strategic thinking and strategy management. Covers critical, creative and systems thinking, the customer view, and practical deployment using balanced scorecards and OKRs.
What changes
Strategy that survives the trip from the planning room to the operating cadence — measurable, deployable, owned by the leaders who will run it.
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Executive teams · strategy leaders
Full day · Max 15
Build an Adaptive Strategy to Succeed in a Dynamic World
Executive teams operating in volatile or fast-moving sectors.
A workshop for organisations whose operating environment shifts faster than their planning cycle. Builds the discipline of an adaptive strategy — one that has structure but also bends without breaking.
What changes
A strategy that can absorb a quarter of new information without needing to be rewritten — and a leadership team confident in adapting it in flight.
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Senior executives · leadership teams
Half day
Business Strategy Deployment with OKRs
Leadership teams adopting or re-anchoring an OKR cadence.
A focused half-day on OKRs as an operating discipline, not a planning artefact. Covers how to write objectives that move behaviour, key results that drive priority, and the cadence that keeps OKRs alive between reviews.
What changes
OKRs that show up in the weekly conversation — not in a forgotten spreadsheet that gets dusted off the week before quarterly reviews.
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Senior Leaders · Executive Teams
Half or full day
Leadership 4.0 in a VUCA World
Senior leaders operating where ambiguity is no longer the exception.
A workshop on the leadership stance that holds when volatility, uncertainty, complexity and ambiguity are the operating norm — not the crisis. Adaptive frameworks, sense-making practice, and the mindsets that hold under pressure.
What changes
Leaders make sound calls without waiting for the data to settle — and bring their teams with them under conditions that used to stall everyone.
Tier Two
Team Leaders & Managers
For leaders running teams day-to-day — new managers stepping up, established managers lifting a capability, and leaders who need to influence beyond their own reporting line.
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New & emerging leaders
Full day or 2 × half-day
New and Emerging Leadership — turning potential into productivity
First-time leaders and high-potentials in their first leadership role.
The mindset shift, the practical toolkit and the new conversations that emerging leaders need in their first 12 months. Covers delegation, feedback, coaching basics, and the hardest reframe of all — from individual contributor to leader of others.
What changes
First-time leaders move from "I'm great at the job" to "the team is great at the job" — quickly, and without the predictable derailers.
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Team leaders & managers
Half day · Max 20
Trust as the Foundation
Leaders building or rebuilding the trust their team operates on.
A workshop on trust as the operating layer beneath every other team capability. Covers how trust is built, how it's broken, how it's repaired — and the leader behaviours that compound it day to day.
What changes
Teams move from cautious civility to candid challenge — the precondition for every other team capability you'll try to develop.
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Team leaders & managers
Full day
Coaching for Team High Performance
Leaders who want to coach in flow — not stop the work to coach.
A practical workshop on the coaching habits a leader can use inside the day — brief, structured, in-the-moment conversations that grow capability and protect delivery at the same time.
What changes
Leaders coach without slowing down — and team members start solving problems they used to escalate.
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Team leaders & managers
Half or full day
Creating Psychological Safety in Teams
Leaders whose teams need to speak up earlier and more honestly.
A working session on what psychological safety is, what it isn't, and the specific leader practices that build it — grounded in Edmondson's research and applied to the cohort's actual teams.
What changes
People speak up early enough to act — the protective layer around every other capability the team has to develop.
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Team leaders & managers
Half day · Max 20
Leading with Growth — Growth Mindset Leadership
Leaders who want a learning team, not a perfectionist team.
A workshop on the growth mindset stance — how leaders model it, how they reinforce it in feedback, and how they hold a team that is being asked to keep learning while delivery pressure stays high.
What changes
Leaders model the stance that turns setbacks into capability — across themselves and their teams.
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Middle managers · team leaders
Half or full day
Managing Up with Influence and Emotional Intelligence
Middle leaders who need more room from above to lead the work below.
A workshop on the discipline of managing up — reading the room above, contracting clearly, surfacing risk early, and earning the influence that creates space for the team to operate.
What changes
Middle leaders influence with clarity, not negotiation — and earn the room to lead the work below.
Tier Three
Whole Teams & Team Development
For intact teams — leader plus direct reports, or established teams that need to lift together. The work that no individual workshop can do alone, because it has to happen with the whole system in the room.
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Intact teams (leader + direct reports)
Half day · Max 15
Building Team Effectiveness, Collaboration, Confidence and Trust
A new or recently re-formed team contracting how they will work.
A working session for an intact team to contract how they will operate together — roles, decision rights, communication norms, conflict expectations — with the leader fully in the room.
What changes
An intact team rebuilds the trust, contracting and communication they assumed they had — with the explicit version written down and lived.
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Established teams wanting a reset
Half day · Max 15
Team Excellence Tune Up
An established team that has drifted — without burning a full off-site.
A short, structured reset for a team that knows how to work together but has lost some of the rhythm. Covers what's working, what's drifting, what to recommit to — in a half-day, not a two-day off-site.
What changes
The team leaves with three concrete recommitments and one thing they will stop doing — without losing two days of operating capacity.
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Non-IT business teams
Full day · Max 15
Agility for Business Teams
Marketing, finance, operations and other non-IT teams adopting agile principles.
Agile applied where it actually belongs in a business team — a working cadence, visible work, short feedback loops, customer-centred prioritisation. Without the IT vocabulary that confuses everyone else.
What changes
Agile principles applied to the daily rhythm of a non-IT team that owns real outcomes — not a theatre of stand-ups and sprint names.
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Cross-functional leadership & innovation teams
Full day · Max 15
Innovation Accelerator
Teams who can do ideation but struggle to ship the next thing.
A practical innovation workshop — not workshops about innovation. Builds the discipline of moving from a portfolio of opportunities to one shipped thing, with the operating practices that compound rather than burn out.
What changes
The team builds the capability to ship the next thing — instead of running another idea-generation workshop that doesn't reach customers.
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Leadership teams facing complex decisions
Full day · Max 20
Thriving in Uncertainty — Mastering Complex Decision Making
Leadership teams making decisions where the data is incomplete and the stakes are real.
A working session on decision-making under genuine uncertainty — sense-making, framing, the difference between complicated and complex problems, and the team practices that hold when there is no obvious right answer.
What changes
Leadership teams make sound decisions when the data is incomplete — and stop deferring decisions until the data is "ready", which it never is.
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Individuals & teams under sustained pressure
Half or full day
Building Everyday Resilience that Lasts
Teams operating at sustained pace, where pressure is structural not occasional.
A workshop on resilience as an operating capability — not as wellness theatre. Covers recovery, capacity, the team practices that absorb pressure, and the leader behaviours that protect resilience rather than burn it.
What changes
Individuals and teams build sustainable capacity for sustained pressure — structural resilience, not stress workshops.
How Workshops Run
Three formats.
One standard.
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Format One<span>Half-day intensives</span>
Three to four hours, focused on a single capability lift. Best for established teams who need to shift a specific behaviour, not learn a new framework. Maximum 20 participants.
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Format Two<span>Full-day workshops</span>
The default format. A complete arc — framing, practice, application to live cases, and a 90-day commitment plan. Time to do the work, not just hear about it. Typical cohort 12–20.
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Format Three<span>Multi-day programmes</span>
Two or more days, often spaced across weeks, for capability that needs distance between sessions to embed. Best for new-leader cohorts and intact-team development. Typical cohort 8–15.
Next Step
If you're scoping a workshop for your team, start with a conversation.
Discovery calls are unrecorded, free, and have no follow-up pressure. You describe what you're trying to lift; I tell you which workshop fits, what the tailoring would involve, and what the investment looks like. Or which workshop doesn't — and what would.
Your Facilitator
The workshops are run by someone who has actually run the operations they're built for.
Twenty-five years in operational leadership and transformation across Pfizer, Nestlé, Lion, Cadbury, P&G, Synergy and Water Corporation. Lean Six Sigma at plant-floor depth in the first half of the career, enterprise Agile coaching in the second — including leading global Agile coaches inside Pfizer's Enterprise Agile function.
What that produces in a workshop room is a facilitator who understands the world the cohort is going back into — and a session that lands because the examples are real.
Credentials & Focus
ICF Associate Certified Coach (ACC)
25 years leading operations and enterprise change programmes
Lean Six Sigma — deep practitioner, not badge collector
Certified in Agile enterprise coaching
Workshops delivered to leaders and teams across pharma, FMCG, food & beverage and utilities
In-person at your site or virtual via a workshop platform