Our approach

We draw on your knowledge and our ability to spot important clues about what is happening in the room, in real time. We focus particular attention upon the connections between the actions of individuals in any particular moment and the outcome for the business (e.g. Did Peta do her 'thing' of blocking ideas left, right and centre without suggesting any alternatives? Is Robert staying quiet, keeping everybody guessing about what he thinks?).

We believe that the attitudes, feelings and behaviours of the people around the table do influence what happens within the business. However, there are 3 other important variables that we put at the centre of our approach to optimising performance: the degree to which each person knows themselves, the degree to which they can see themselves in action, in the moment making something good or bad happen. And thirdly, their ability, when the situation is not progressing well to say it in order to surface the obstacle for the group to handle, there and then.

Early on, we look for indications of self knowledge in 5 areas which we refer to as: my feelings, my attitude, my language, my behaviour and my habits. We help individuals to see what we see, from the outside, so that they can address what’s really happening in the room, how they're contributing to it and what they can do next to get a different, better result.

With time and practise, individuals in the team develop a powerful ability to manage the conversations and relationships between them with new levels of
self-knowledge and transparency. The trust between team members grows with almost every interaction, and with that, their ability to think, decide and act decisively in the interests of the business, without the usual interpersonal, emotional noise.

A real conversation is one in which people go out of their way to listen very hard to feelings as well as facts - and actually say what's on their minds even when it feels risky.