THREE PROGRAMMES.
IMPACT FELT IMMEDIATELY.
LEADERSHIP UNDER PRESSURE.
HOW DO WE GET BETTER AT IT WITHOUT PRACTISING?
Most leaders look capable in a calm room. The question is what happens when the room stops being calm. Lead puts your people in a situation that demands they delegate, prioritise and direct faster than they are comfortable with.
Participants uncover how they work under genuine pressure, what impact that has on their leadership style and how it can affect the people around them. This, coupled with their RMP analysis equips them to be better leaders. Immediately.
The team is immersed within a cascading scenario that cannot be solved by one person working alone. Information arrives in pieces, the situation shifts with their decisions and leaders are forced to push authority down and out, or watch the task overwhelm them. The environment does not let anyone hide.
After the first debrief, a focused session on leading under load, drawn from how the British Army builds and tests commanders. Clear intent, mission command, delegation that enables teams to thrive. We also take participants through their behavioural analysis, identifying how they choose to process information and work with their teams. We then place teams into a second scenario - to show how far they've come.
A clear, honest read on each leader's instinct under pressure and a report that maps it against how they work. They leave better equipped to lead.
HOW TO DO.
IMPROVING PROBLEM-SOLVING WITH TANGIBLE TECHNIQUES.
Under pressure, most teams solve problems badly. They jump to the first idea, follow the loudest voice and skip the thinking and analysis which leads to the best solution. With Solve - our teams work through complex problems under time pressure, before workshops that equip them with techniques inspired by the British Army's Seven Questions.
Whether your team defines the actual problem before chasing a solution, if they surface what they do not know and if they can hold a structure when the pressure tempts them to abandon it. Most teams discover they have never had a shared way to think under pressure, only a shared habit of reacting.
A scenario that punishes the jump to action. The team has to work the situation through the solving process, test their assumptions, commit to a plan and then live with the consequences as the scenario responds. They feel the difference between reacting and deciding.
A deep understanding of the Seven Questions as a repeatable team tool, stripped of jargon and built for corporate implementation.
A decision-making structure the team can use the next morning and a report on how they respond to the most testing of circumstances.
WHAT REALLY DRIVES YOUR TEAM.
LEARN BY DOING.
Teams, when well balanced, are better than the sum of their parts. But everyone works differently; one person needs recognition, another needs autonomy, some need certainty and none of them know it about the others. Drive maps what actually motivates each person on the team, then shows how small changes in communication and delegation style can have massive effects on output.
The real reasons your team behaves the way it does. Why do two strong people keep clashing, how do the group respond to pressure? How communication can be adapted based on the receivers' preferences and what impact does this have on output.
A team scenario built to surface motivation under pressure, run alongside a validated profile of every participant. The team sees, side by side, how each person is wired and what impact they can have on the team.
Delivered with an accredited Reiss Motivation Profile practitioner. Each delegate gets their profile, the team gets a shared language for difference and the group works through how to lead and be led across those differences.
A team motivation map, an individual profile for every participant and a report on the gap between how the team is wired and how it performed.
TRAIN HARD, FIGHT EASY.
ONE DAY. START TO FINISH.
A single day built around two immersive scenarios and the debriefs that turn them into learning.
- 0900 - BRIEF.Set the day and the standard.
- Scenario one.The team is dropped into a high-pressure situation inside the room. Lights, sound and the task shift with the decisions they make.
- Debrief.Facilitated, direct, honest. What happened, why, and what it means back at work.
- Lunch.
- Core learning.British Army-tested method, focused on the behaviour your group came to work on.
- Scenario two.Higher stakes. The team applies what just changed.
- Debrief and close.Linked straight to your team's goals.
By close, a different team. The next morning, get to work.