Short description

This two-module training brings together the best of decision-making science: Gary Klein’s RPD model, Kahneman’s cognitive biases, Snowden’s Cynefin framework, and Complexity Leadership Theory. Participants diagnose situations, avoid bias traps, and practice making choices under pressure through simulations and role-play. They also learn to lead teams in complex and chaotic contexts, understanding when to direct, when to adapt, and when to create enabling structures. The result is confidence and clarity in leading decisions that matter.

Methodology

Gamified tests · Simulations · Case-based exercises · Role-play games · Group reflection

Key takeaways

• Understanding one’s personal and team profile and how it shapes communication and collaboration
• Recognizing how leaders make decisions under pressure (Recognition-Primed Decision Model)
• Identifying and avoiding cognitive traps and biases in decision-making
• Using Decision Filters to check quality of choices
• Diagnosing situations with the Cynefin framework (clear, complicated, complex, chaotic)
• Experiencing Complexity Leadership Theory in practice: Admin, Adaptive, Environment, and Enabling roles

Target Audience

Leaders, top managers, strategy teams, professionals making critical decisions in uncertain or fast-changing contexts

Duration
6–16 hours (two modules, flexible design: from 1-day to 2-day program)

Participants
12–40

Room format

Tables of 4–6 participants for group case work and games. Central open space for simulation and role-play rounds. Projector for theory input and two flipchart-stands for mapping decisions and reflection.

Short description

Leadership is not about titles: it is about how you use power and influence in everyday decisions. The Power of the Leader is an engaging courtroom-style simulation where participants step into real cases, argue, defend, and make choices that expose their leadership style. They face dilemmas of motivation, resistance, and trust, and experience firsthand how different approaches can inspire or damage people. Inspired by Nicole Lipkin’s work and enriched by my years of practice with leaders across cultures, this training turns abstract leadership theory into lived experience.

Methodology

Gamified test · Competitive simulation · Group debates · Coached reflection

Key deliverables

• Understanding types of power and influence
• Recognizing personal leadership style in action
• Seeing the impact of choices on trust, loyalty, and motivation
• Practical insights for adapting influence strategies in different contexts

Target audience

Middle and top managers, supervisors, team leaders

Duration
4–8 hours

Participants
12–50

Room format

Separated tables of 5–6 participants each, with as many tables as needed depending on the group size. One separate table for the trainer to run the competition. One large chair positioned next to the trainer’s table to serve as the judge’s seat. Two flipchart stands on both sides of the main table with markers for case notes.

Short description

This transformative training, based on Robert Dilts’ NLP model and Gregory Bateson’s systemic thinking, explores both the self and the organization as systems. Participants first map their own environment, behavior, capabilities, beliefs, identity, and mission, then apply the same structure to their company. With simulations, visualizations, and case diagnostics, they uncover blocks, resources, and points of alignment. The outcome is greater clarity about self and organization, and a deeper understanding of how to unlock potential at both levels.

Methodology

Gamified tests · Simulations · Personal case work · Visualization and Meditation · Business case diagnostics · Group reflection

Key takeaways

• Conducting a deep self-diagnosis through the six levels of change (environment, behavior, capabilities, beliefs, identity, mission)
• Recognizing and interpreting systemic blocks and enablers in personal and organizational contexts
• Creating a metaphorical system map for self and company
• Achieving clarity and inner alignment between identity, values, and mission
• Developing the ability to see and understand organizations through the lens of logical levels

Target Audience

Leaders, top managers, HR professionals, strategy teams, and individuals seeking deep self-reflection and systemic change

Duration
3–18 hours (can be run as a short intensive or a multi-day program)

Participants
12–40

Room format

Tables of 4–5 participants for personal and business case work. Open central space for visualization and reflection exercises. Two flipchart stands and a projector for mapping cases and models.

Short description

This workshop is a 360-degree organizational analysis compressed into one engaging session. Using TOWS cards, participants assess strengths, weaknesses, opportunities, and threats, then combine them into strategies. In just 6 hours, the group moves from diagnosis to concrete priorities, producing a real strategy draft with actionable focus areas.

Methodology

Gamified card workshop · Group diagnosis · Action design · Reflection

Key takeaways

• Conducting a 360-degree organizational analysis (strengths, weaknesses, opportunities, threats)
• Developing and prioritizing strategic options using the TOWS framework
• Aligning leaders around a shared view of the organization’s direction
• Producing a real strategy draft with actionable focus areas

Target Audience

Executive teams, boards, top managers, strategy groups

Duration
6 hours

Participants
12–40

Room format

Tables of 4–6 participants for card-based group work. Two flipchart stands for mapping strategies and capturing outcomes.

Short description

People are driven by different motivations, and those motivations also shape how they react under stress. Based on Elias Porter’s school of psychology, this training helps participants discover their own motivational drivers and recognize those of others. Through gamified tests, simulations, and interactive discussions, they learn how these drivers influence daily collaboration and conflict. The result is a clearer understanding of both self and others, and a practical way to adapt communication to reduce friction and build stronger relationships.

Methodology

Gamified test · Profiling in action · Games · Simulations · Case studies · Group reflection

Key takeaways

• Awareness of one’s personal motivational profile and conflict triggers
• Recognizing the motivational patterns of others in daily interactions
• Practical tools to adapt communication and leadership style
• Strategies for constructive relationships and building stronger collaboration

Target Audience

Leaders, managers, HR professionals, intact teams, especially conflict-prone groups

Duration
3–8 hours

Participants
12–50

Room format

Chairs arranged in a U-shape without tables for openness and visibility. Four separate tables are placed in the corners of the room for group work and profiling exercises. Projector for profile visuals and one flipchart stand for mapping team profiles and reflections.

Short description

Values shape who we are, how we decide, and what gives meaning to our work and life. The Inner Compass: Values Game is a deep reflective journey, based on Schwartz’s school of psychology, where participants uncover their personal values and see how these guide their choices. During the training, they go through gamified tests, work with values cards, and take part in guided reflections that surface hidden drivers. Small group conversations help them process insights, and the session culminates in each person writing their own purpose statement — a powerful and often surprising outcome. The result is clarity about what truly matters, greater self-understanding, and a practical anchor for personal and professional decisions.

Methodology

Gamified tests · Values cards · Guided reflection · Purpose-writing exercise

Key takeaways

• Identifying one’s core personal values
• Experiencing a structured process of self-reflection and meaning discovery
• Understanding how values influence daily choices and long-term direction
• Writing a personal purpose statement as a concrete outcome

Target Audience

Leaders, managers, professionals seeking deeper self-understanding

Duration
3–8 hours

Participants
12–40

Room format

Tables of 4–5 participants to allow individual work within a supportive group setting. Two flipchart stands for group reflections, projector for theory input and visuals.

Short description

Based on Clare Graves’ school of psychology and developed further by Beck and Cowan, this training takes participants through the evolution of human values and organizational culture. They step into scenarios and role-plays that illustrate how different value systems (the colors of the spiral) influence leadership, collaboration, and motivation. With diagnostic cards and group reflection, leaders diagnose their current cultural stage and identify what is needed to evolve to the next.

Methodology

Scenario-based simulations · Diagnostic cards · Role-play · Group reflection

Key takeaways

• Understanding one’s personal and team profile and how it shapes communication and collaboration
• Understanding the value systems of Spiral Dynamics and how they influence individuals and organizations
• Diagnosing the current cultural stage of a team or company
• Identifying the strengths and limitations of each value system
• Defining practical shifts in behavior and leadership to support cultural evolution

Target Audience

Executives, top managers, HR strategists, leaders working on cultural or organizational transformation

Duration
4–8 hours

Participants
12–50

Room format

Tables of 4–6 participants for scenario and role-play work. Projector for theory input. Two flipchart stands for mapping spiral levels and capturing group insights.

Short description

Conflicts are part of every workplace, but they don’t have to be destructive. In this training, participants learn to diagnose conflicts, understand underlying fears and emotions, and apply structured approaches to resolution. Through games, case studies, and simulations, they explore conflict scenarios and practice communication skills that prevent escalation. The working recipe they experience provides a simple yet powerful structure for turning conflict into collaboration.

Methodology

Games · Simulations · Case studies · Group reflection

Key takeaways

• Recognizing and diagnosing types and sources of conflict
• Using applied conflictology axioms and diagnostic algorithms for conflict situations
• Practicing effective communication approaches to prevent escalation
• Strengthening skills to manage fears, emotions, and triggers during conflict
• Applying a practical “working recipe” for constructive conflict resolution

Target Audience

Managers, HR professionals, team leaders, intact teams

Duration
1 day (6–8 hours)

Participants
12–50

Room format

U-shape with tables, or separate tables for 4–6 participants to support group work and simulations. Projector and one flipchart stand for capturing conflict diagnostics and working recipes.

Short description

Asking the right question at the right time can completely change a conversation. This training helps participants master the skill of asking deep, powerful, and projective questions. Using coaching tools, NLP techniques, and language analysis, they learn how to move beyond surface-level inquiries and ask questions that uncover motivation, reveal hidden concerns, and guide people toward clarity and action. Sessions are highly interactive, combining games, role-plays, and group reflections, leaving participants confident in using questions as one of their most powerful leadership tools.

Methodology

Games · Simulations · Case studies · Group reflection

Key takeaways

• Mastering different types of questions (diagnostic, projective, reflective, commitment-based)
• Understanding how to use language structure, tone, and timing for maximum effect
• Applying questioning skills to improve leadership conversations, interviews, and conflict resolution
• Building confidence in asking questions that drive ownership and insight

Target Audience

Managers, HR professionals, team leaders, coaches

Duration
4–8 hours

Participants
12–40

Room format

Chairs arranged in a U-shape to create an open space for dialogue and practice. Projector for theory input. One flipchart-stand for collecting powerful questions and reflections.

Short description

Today’s managers are expected not just to assign tasks but to grow people. In this training, participants shift from telling and controlling to listening, questioning, and unlocking potential. Through coaching games, role-play, and reflection, they practice how to hold meaningful one-on-one conversations, give constructive feedback, and guide employees toward their own solutions. The atmosphere is interactive and energizing, but the outcome is serious: managers leave with confidence in using practical coaching tools daily and building a leadership style that inspires ownership and trust.

Methodology

Gamified exercises · Coaching games · Skills labs · Coached reflection

Key deliverables

• Mastering different coaching tools for everyday management
• Building confidence in active listening and powerful questioning
• Applying structured feedback techniques in real conversations
• Designing a personal coaching habit plan to integrate into everyday leadership

Target audience

Top managers, senior leaders, HR directors, strategic teams, and anyone striving for a holistic view of leadership and conscious management.

Duration
8–16 hours (modular)

Participants
Up to 25

Room format

Chairs arranged in a U-shape, no tables. Projector for visual input. One flipchart-stand for notes and group reflection.

Short description

This program creates a space where the group itself becomes the learning engine. Instead of focusing only on individual challenges, participants use the circle to listen, question, and reflect collectively. They take part in gamified coaching tools, work with cards and art-based exercises, and practice deep reflection in a safe but challenging format. As they coach and are coached, participants gain clarity on their own issues while also building the skills to support others. The process is accredited by the International Coaching Federation (ICF), ensuring professional standards while making the experience engaging, playful, and memorable.

Methodology

Gamified coaching tools · Associative cards · Art-based exercises · Reflections in circle · Group discussions · Peer feedback

Key takeaways

• Developing a culture of support and accountability in the group
• Strengthening skills in listening and asking powerful questions
• Gaining clarity and motivation through peer learning and shared reflection
• Creating a collective action plan with personal commitments and follow-up

Target audience

Intact teams, leadership groups, professional cohorts

Duration
6 hours

Participants
6–18

Room format

U-shape with tables. Projector for inputs. One flipchart-stand for group insights and collective notes.

Short description

People behave in predictable ways, shaped by deep motivational patterns and communication styles. This training, drawing on NLP, meta-programs, projective questioning, language analysis, and non-verbal communication, shows participants how to “read” people. They practice asking the right questions, noticing small signals, and interpreting words, speed, and body language. The activities include games, simulations, and case studies that make complex psychology practical. By the end, participants understand others more deeply and can adapt their communication in interviews, management, and teamwork.

Methodology

Games · Simulations · Case studies · Group reflection

Key takeaways

• Understanding people better based on their language structure, speed, sentences, and overall behavior
• Mastering how to ask the right questions to uncover deeper drivers
• Applying these insights to improve hiring, team management, and collaboration

Target audience

Middle and top managers, supervisors, team leaders

Duration
4–8 hours

Participants
12–50

Room format

Separated tables of 5–6 participants each, with as many tables as needed depending on the group size. One separate table for the trainer to run the competition. One large chair positioned next to the trainer’s table to serve as the judge’s seat. Two flipchart stands on both sides of the main table with markers for case notes.

Short description

Every person has a unique style of working, communicating, and making decisions. Based on William Marston’s school of psychology, this training gives participants tools to identify personality patterns and team dynamics. Through gamified profiling tests, games, and group discussions, they see how different styles interact and what each person brings to the team. The session helps participants strengthen communication, reduce misunderstandings, collaborate more effectively and deepen the understanding of their self.

Methodology

Gamified test · Profiling in action · Games · Tests · Simulations · Case studies · Group reflection

Key takeaways

• Understanding one’s personal and team profile and how it shapes communication and collaboration
• Recognizing different personality styles and adapting to them effectively
• Strengthening clear communication and active listening skills
• Building confidence in decision-making, managing fears, and teamwork

Target Audience

Managers, team leaders, HR professionals, intact teams, sales and customer-facing roles

Duration
3–8 hours

Participants
12–50

Room format

Chairs arranged in a U-shape without tables for openness and visibility. Four separate tables are placed in the corners of the room for group work and profiling exercises. Projector for profile visuals and one flipchart stand for mapping team profiles and reflections.

Short description

In this training, strategy becomes tangible and playful. Using a card game developed by me based on multiple business models, participants “play” their company to identify strengths, weaknesses, and gaps. The process quickly reveals patterns and leads to shared understanding of priorities. Teams leave with a clear action plan, built not from abstract discussion but from a collaborative, gamified diagnosis.

Methodology

Gamified card game · Team simulation · Group diagnosis · Reflection and Prioritization

Key takeaways

• Diagnosing the main gaps and strengths of the organization
• Seeing strategy through models made simple and visual
• Building a shared understanding of priorities among leaders
• Developing a strategic action plan with clear focus areas and responsibilities

Target Audience

Top managers, executive teams, strategy groups

Duration
6–8 hours

Participants
12–40

Room format

Tables of 4–6 participants for card-based group work. Two flipchart-stands for mapping organizational gaps and action plans.

Short description

This practice-based lab puts participants in HR’s shoes through competition-mode case studies built on SHRM knowledge. Teams work through realistic scenarios covering recruitment, onboarding, performance, and retention, competing to propose the best solutions. Voting and feedback make the process dynamic, while the lessons are practical and strategic. Participants leave ready to handle complex HR dilemmas with confidence.

Methodology

Gamified HR scenarios · Competition-mode case studies · Team presentations · Peer and Jury voting · Feedback and Reflection

Key takeaways

• Practicing HR decision-making on realistic scenarios across the employee lifecycle
• Applying HR knowledge in a competitive, time-pressured environment
• Learning from peer voting and collective evaluation of solutions
• Strengthening strategic HR thinking and readiness for real-world challenges

Target Audience

HR professionals, line managers with HR responsibilities, aspiring HR leaders

Duration
1 day (6–8 hours)

Participants
12–40

Room format

Tables of 4–6 participants for team case work. Space for presenting team solutions. Two flipchart stands for capturing voting results and key insights.

Short description

Short, 2-hour formats designed for quick insight and energy. Each Workshop uses cards, tests, or perspective-switching activities to address a focused theme. Options include Developing Ideas (three-positional planning), Hawaii Islands (communication and teamwork diagnosis), Personality Profiles (quick profiling), and Personal Preferences Game (role fit and energy mapping). These sessions are fast, engaging, and memorable — perfect as stand-alone activities or energizers within larger programs.

Methodology

Gamified tests · Card-based simulations · Team challenges · Perspective-switching exercises · Self-diagnostics · Group reflection

Key takeaways

• Generating and refining ideas through creative collaboration
• Diagnosing team communication strengths and limitations
• Recognizing personality and motivational profiles in action
• Identifying personal preferences (what energizes and what drains)
• Building practical skills for collaboration, innovation, and self-awareness
• Creating a shared reflection that can be immediately applied at work

Examples of sessions

• Developing Ideas (Three-Positional Planning): three groups explore different perspectives to refine an idea
• Hawaii Islands (Communication Card Game): simulation revealing team strengths and limitations in communication
• Personality Profiles: fast profiling activity showing how different styles interact in a team
• Personal Preferences Game: diagnostic of what participants love to do vs. what drains them

Target Audience

Teams, project groups, leadership cohorts, HR development programs

Duration
Around 2 hours per workshop (flexible, can be combined)

Participants
9–40 (depending on session type)

Room format

Tables of 4–6 participants for group activities. Space for team challenges. Flipchart stands for capturing group results and reflections.