Capability
Communication
The behaviours that make collaboration possible: being understood, handling difference, and having the conversation everyone has been avoiding.
Our point of view
Almost every operational problem we are asked to fix turns out, on inspection, to have a communication problem underneath it: an unspoken expectation, a conflict left to mature, feedback that was never given. We treat communication as a technical skill with observable behaviours, and we use certified instruments (PCM and DISC) so that people have a shared, non-judgemental language for difference instead of a vocabulary of character flaws.
Programmes
What we build inside Communication.
Storytelling in Public Speaking
Structure, story and presence, so the message survives the room and gets repeated afterwards.
PCM: Process Communication Model
A certified model for reading personality in real time. According to PCM, the process of communication (how we say something) is the differentiating factor in whether what we say lands at all.
Feedback
Feedback that is specific, timely and survivable, for both people in the room. Built on SBI and the feedforward mindset.
Relationship Management with DISC
DISC-overing and building balanced relationships, understand your own style, read the other person's, and adapt deliberately.
Debate & Argumentation
Empowering people to communicate robustly, argue rigorously without making it personal, and change your mind when the evidence does.
Conflict Management
A transformational programme on conflict, starting with the conflict inside the person, because that is where the interpersonal one usually begins.
Corporateza
Strip the fog. Say what you mean, in language people can act on.
Difficult Conversations
Prepare for, open and survive the conversation you have been postponing.
Presentation Skills
Build it well, deliver it well, and handle what comes after, for technical and non-technical audiences alike.
Our methodology
The High Performance Learning Journey.
Developed with Robert Brinkerhoff, one of the leading international experts on effective learning and the evaluation of training effectiveness. Workshops are for practice, not for teaching. Everything around them exists so the behaviour survives the walk back to the desk.
Personal commitment to the journey
A motivated person works hard at their own development. This first step needs management involvement and a picture of personal success: how it feels, how it looks, which behaviours produce it. The method used here is coaching.
Building the knowledge foundation
Each participant receives exactly the minimum information needed to raise performance, and no more, acquired through individual study. The webinars and in-room sessions of an HPLJ are dedicated to practice, not to teaching.
Developing and practising skills
The step where new behaviours are tested repeatedly and feedback is used as the instrument that raises performance.
Consolidating results
The final step: newly learned skills are tested in the working environment and developed continuously through several methods, carried by the PROMOTE platform.
Event-based training
2.5 in 10
participants improve their performance and sustain it
High Performance Learning Journey
6 in 10
participants improve their performance and sustain it
Kirkpatrick research: in classic event-based training, only 2.5 participants out of 10 improve their performance and sustain it. In a High Performance Learning Journey the same research puts it at 6 in 10.
Start a conversation
Which part of Communication are you trying to build?
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.