Six weeks that change
how people lead.
Six fortnightly two-hour sessions with the same group. Measured at the start and again at the end, with something to practise in the weeks between. Two hours shows a manager the problem. This is the one that shifts it.
Online. Cohorts of 10 to 15. £500 a person.
A steady arc, not six topics.
Each week turns inward first, then outward onto the people you are responsible for. Insight does not rewire anything. Repetition does, which is why the gap between sessions matters as much as the sessions.
Foundations
I open by saying the quiet part out loud: understanding stress does not reduce it. Knowing why you are wired at 9pm does not switch it off. So week one is what stress actually is, what it costs, and how your own state sets the weather for everyone around you before a word is said.
What shaped you
The private work, once the group knows each other. How you came to handle pressure was mostly set long before this job. You map it, screens off, nobody reading over your shoulder, because what you cannot see runs you. Then the body's early signals, and the one lever that moves your team's stress: not less work, more control.
Connection and different minds
The people you lead do not run on your operating system. What steadies you may unsettle them. This week is reading the actual person in front of you, not the version you have assembled in your head, and the boundary that stops empathy turning into exhaustion.
Clear, fair communication
Most of the harm is not in what gets decided, it is in what gets left unsaid, or said badly. A method clean enough to use when your heart is going, and an honest look at your own avoidance pattern, which is usually the real blocker.
Purpose and habits
You cannot white-knuckle a team through hard work, and neither can they. What carries people is meaning and a sense of say over their days, plus the small repeatable habits that make steadiness automatic, and leading change in a way that does not re-wound.
Keeping it going
Six weeks does not fix a person or a culture, and I say so on day one. What it can do is start something that keeps running: a plan you will actually use, a simple way to keep listening, and your measured shift from start to finish, owned by you and held in aggregate for the organisation.
What a seat buys.
£500 a person. Cohorts of 10 to 15, so £5,000 to £7,500 a cohort.
- Six live two-hour sessions, online, fortnightly
- A practising psychotherapist leading every session, not an associate
- A validated measure at the start and at the end, with an anonymised team report
- A reflective journal and materials posted to every participant
- A personal action plan for everyone in the cohort
- A debrief with whoever sponsored it, and an honest view of what to do next
I will not ask you to take my word for it.
Measured at the start. Measured again at the end.
Everyone is measured before the first session and after the last. You receive each person's shift and an anonymised picture of the whole group: defensible evidence that something changed, and that you looked honestly at the risk to your people.
And the honest limit, said now rather than later. It shows a real, measured shift over six weeks. It is not a clinical cure, it is not certification, and some individual scores will move down rather than up, which usually means somebody has just worked out what they were not seeing. What I am measuring is whether anything moved at all.
One price, stated plainly.
£500 a person
The full six weeks, measurement and materials included. Minimum ten seats, maximum fifteen.
£400 a person
For the first cohorts only, in exchange for a written testimonial and an anonymised case study. Time-limited, and not a standing discount.
£95 a person
An individual personality profile and a one-to-one debrief, for anyone in the cohort who wants to go further.
Start with a conversation.
Thirty minutes. Tell me where the pressure is landing in your teams and I will tell you honestly whether a cohort is the right thing, or whether it is not.