Team and
Group Coaching

In this thought-provoking session, packed with tools and examples, we start by looking at the power of great communication, sharing examples of key role models in the field.

We then look at three key principles of compelling leadership communication:

• Be simple (before being clever)
• Make people feel (not just think)
• Talk with people (not at them)

For each principle, we discuss common barriers to success before sharing tools, techniques and repeatable strategies that people can use in order to dial up the impact of their communication without sacrificing personal authenticity.

In this workshop, we will give participants the tools they need to:

• Evaluate personal networks based on levels of warmth, trust, mutual value and mutual understanding – with techniques to address gaps and vulnerabilities
• Develop their personal narrative and brand
• Share information and insight in order to build rapport, trust and common ground
• Ask great questions in order to elicit quality insights from others while making them feel engaged
• Listen at three important levels: surface data, emotion and core motivation

In this stimulating and provocative session, attendees will be asked to construct their own strategies for instilling the right spirit, and sowing the right seeds, for great team performance. This will include looking at:

• Psychological safety: protecting a bias for results while empowering others to speak up, innovate, challenge and experiment
• Trust: looking at the range of factors that help build within a team this most magical of all ingredients
• Conflict and challenge: equipping teams to approach conflict and challenge in a way that builds commitment and accountability without damaging relationship
• Ownership: devising team strategies that promote a shared set of values and clarity on what these values look like in action

In this engaging and interactive session, we will take you on a tour of the key theories of motivation from the last one hundred years, sharing what each one teaches us about how to motivate others: from Maslow and the universal human needs models, through to the role of goal setting, informal and formal rewards and incentives, personal confidence in one's abilities (called self-efficacy in the science), and team-level factors such as psychological safety and leadership.

We will then engage with an interactive case study and experiment with constructing strategies of activity in order to boost or sustain the motivation of the people in those scenarios – reflecting on how this will transfer to the real world.

Drawing on psychology, we will share stories and examples and will look at common barriers to change. We then move to talking through the following practical framework, bringing it to life with tips and suggestions to help participants form and refine their own commitments to making a change that will really matter. This would include:

1. Start with the end in mind: what's the end goal
2. Be smart: break down longer-term goals into specific units
3. Think big: be bold and target areas for big impact
4. Think small: it's about the aggregation of small steps
5. Think slow: sustainable changes can take time
6. And just do it: don't be a perfectionist; instead, embrace failure and seize the power of experimentation

This fascinating session, filled with examples of storytelling in action, will stimulate and surprise while giving participants the tools and inspiration they need to start telling their own stories at work. Core elements include:

• The hallmarks of a story – and why they are so powerful
• Story structures that take us on a journey
• The role of personal narrative in leadership: connecting our story with the stories of others
• Hidden stories: metaphors, similes and analogies
• Visual storytelling and presentations: using the art of storytelling in business presentations

It then moves on to working interactively through one or two case studies of change, using a tried-and-tested six-part change process to help participants plan strategies for making change work – starting with the creation of a roadmap before moving to the recruitment of ambassadors and the conducting of experiments and research.

The process then covers how to identify the tools and resources people will need for the change to work before looking at ways to launch it and, finally, to evaluate its success – celebrating and reinforcing, while also learning from where things haven't worked quite so well.

In this engaging workshop packed with examples, we look at six key levers of influence and discover how they might be used:

1. Reciprocity: we are naturally inclined to return favours
2. Commitment: we tend to follow through if we've openly stated our intentions and our world-view
3. Social Proof: we take a lead from others' opinions in times of uncertainty
4. Authority: we respond to levels of status and seniority
5. Liking: we are more easily persuaded by people we like
6. Scarcity: we want things that seem to be in short supply

The modern workforce is made up of creative problem solvers – people who bring things into existence that hadn't previously existed. And, as with all creative endeavours, there are muscles that can be built, as well as behaviours, practices and conditions that must be maintained in order to keep people both creative and happy. In this stimulating and often surprising session, our agenda will include the following:

• Defining creativity: what it means to be creative in the modern workplace
• The four P's of creativity: Place, Person, Process, Product
• Personal and environmental blockers to creativity
• How to maintain a creative mindset (and manage the impact of distortions)
• Generating ideas and getting unstuck, including the power of lateral thinking

In this practical session, we explore the inner and outer causes of this (from nerves to unhelpful speaking habits), and share a range of techniques, including:

• Setting up and framing comments, using structure and signposting
• Listening deeply and reading the room
• Avoiding verbal fillers, hesitations and equivocations
• Keeping language concrete and simple, not conceptual or loose
• Adopting the right mindset: it's not about you but your ideas

In this highly practical session, we start with the big-picture elements which are essential to address before the writing begins. This includes the 'Who?' elements, such as getting into the shoes of the reader – their expectations, preoccupations, style and personality. Equally, it is about the 'Why?': what the writing is trying to achieve and the key messages to land, etc.

We then move to the 'What?' and the 'How?'. This includes content and style choices such as narrative structure, register, tone of voice, choice of language, sentence length and so on. We will also cover how to present data as well as the basics such as page layout, the fundamentals of good editing, the use of appendices, and so on.

In this workshop, after exploring the consequences of avoiding such conversations, we will find ways of establishing mutual trust, mutual respect and shared purpose in order to create the right conditions for the friendly push and shove of healthy conflict and transparent communication.

We will then explore the range of actions and techniques you might take before, during and after a difficult conversation in order to maximise your chances of success and to start creating a culture in which a team can truly become greater than the sum of its parts.

This workshop will help participants make the most of these opportunities, including looking at how to:

• Adapt your tone and the manner of your presentation to suit the preferences of this sort of audience
• Structure your content so you get attention quickly
• Prepare for questions and challenges and develop techniques to handle them
• Get ready, physically and mentally so you have optimal impact

In this workshop, we focus specifically on three key questions people ask as they look to harness the benefits of working virtually while reducing the downside.

• How to communicate effectively via technology so that you gain the advantages it offers while avoiding the risks that it also brings
• How to promote learning, innovation and thought generation in the absence of informal opportunities to share thoughts, give recognition and offer feedback
• How to protect motivation, resilience, ownership and team morale when we may get tired, may feel excluded, might lose out on the things that would normally give us a boost

In the words of an influential whitepaper from the EY Beacon Institute, purpose is "an aspirational reason for being that is grounded in humanity and inspires a call to action".

In this thought provoking workshop, we flook at why this is so important and how to find and embed it.

• History, definitions and examples of purpose
• The benefits of organisational purpose
• The current state of play: a greater need than ever for purpose
• Embedding organisational purpose
• Purposeful leadership for individuals