Our approach

We draw on your knowledge of yourselves and your working ways and upon our ability to spot important clues about what is happening in the room, in real time. We focus particular attention on the connections between intention, action and the actual outcome in the moment (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?).

There are 3 important capabilities that we put at the centre of our approach to optimising performance:

One.  The ability to know myself and how I am capable of behaving in an interaction.

Two. My ability to see myself, and others, in action as the conversation unfolds.

Three. My ability to call things out - to say something - if things are starting to go wrong, so that the group can act to fix the conversation.

So, early on, we help individuals to see what we see, from the outside, so that they can address what’s really happening in the room.

As individuals and groups become more skilful at dealing with each other in these 'real conversations', trust between team members grows and with that, their ability to think, decide and act decisively together.

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.