Workshops
A workshop is a working session with one team — from a single morning to a few days spread over several weeks.
Each person brings one real piece of work — a rollout, a plan, the work that stops when one person is out — and I bring a new way to look at it. You can't tell things at people, so your team does the work in the room, and I facilitate the conversations that business as usual doesn't make room for.
Three workshops
Each of these is also a talk I give. In a workshop, the work on the table is your team's own, and I protect the time to do it, so each person leaves with one less thing on their to-do list.
What has to be true before you fund the next rollout
Nothing downstream of the training required anyone to work differently, so the old way stayed cheaper.
How to decide what goes first when everything feels urgent
Everything was a priority, so nothing was first — and no one could tell how their own work connected to the number at the top.
Getting what your best people know out of their heads, before they leave
What makes it work was never written down, so it can only happen when one person is available.
Three sizes
In every size, your team learns a new way to look at its own work and starts using it in the room, with me facilitating. The time decides how much gets worked out in the room, how much live feedback each person gets, how much room there is to name what's in the way and talk it through, and how much time the team has to agree on what happens next. The rest is left for Monday.
60–120 minutes
Your team gets a new way to look at the work and starts using it, with some live feedback. Most of the work happens after the session, with what they take from it.
Built around what's going on in your team, with time to stay on the part that needs it most. More of the work gets done in the room.
Spread over several weeks · up to five days
Time on each step, with feedback, role-plays and scenario work. Enough time for your team to build one plan together, agree on it, and for each person to know which part is theirs.
A series is usually spread over several weeks, so your team can do its own work in between.
A short intake comes first: a few questions for your team, sized to the workshop you choose. Each person picks one real piece of work to bring, and I build the session around what comes back.
They work on it, with live feedback, and they talk through what's in the way and how they're moving forward as a team. That conversation can be hard for a team to have on its own, especially across levels of leadership. I'm in the room for it, and I bring up what might otherwise stay out of sight or get swept under the rug.
Afterward I sit down with you and, where possible, the person your team reports to, and name what a workshop or a training can't fix by itself, and who owns it.
On a workshop I built for one program's volunteers:
I wanted to both affirm the skills, knowledge, and expertise of our volunteers while also challenging some of their well-intentioned assumptions about how they interact with program participants. After our collaboration, I feel confident that we now have the tools to have that important conversation.
Your team, a date, a short intake before the session, and each person's real piece of work. The more of the people who touch the problem are in the room, at every level, the further the conversation can go. If some of them can't be there, the workshop is built so your team leaves ready to start those conversations. For the debrief, I'll ask you to invite the person your team reports to.
If what's stuck runs across the organization, and you're the one who can change who does what, a workshop is the wrong size for it. That work starts with a read across the whole organization.
Thirty minutes by video, and it's free. You tell me about your team and what's stuck. I tell you which workshop and which size I'd start with, and you decide whether there's a next step.
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