First-time managers
[The transition from doing to leading. Feedback, delegation, and running a one-to-one that is not a status update.]
[3] days + [90]-day reinforcement
Before designing anything, we work out whether your problem is actually a skills gap — or a process, incentive or manager problem that no workshop will fix. Roughly [XX]% of our scoping calls end with us saying don't train.
There is one question that settles it: if their job depended on it tomorrow, could they do it? If yes, training is the wrong intervention — the barrier is somewhere else. Here is where it usually is.
Work it out with us, freeReplace these with the patterns you actually see in your client base. Naming the ones where training is the wrong answer is what makes the page credible.
A room full of salaried people not doing their jobs is a real cost, and almost nobody counts it. Depending on the cohort it can dwarf our fee or sit well below it — either way, seeing both numbers changes the question from "how much do you charge" to "is this worth their time".
Indicative at placeholder rates. Attendee time is valued at fully-loaded CTC over [220] working days — a reasonable proxy, not an accounting figure.
A narrow catalogue, deeply built. Anything outside it we will refer rather than improvise.
[The transition from doing to leading. Feedback, delegation, and running a one-to-one that is not a status update.]
[Performance, conflict and saying no upward. Practised on the participants' real situations, not case studies.]
[Discovery, qualification and holding price. Built around your actual pipeline data and lost deals.]
[Structuring a recommendation, defending it under questioning, and writing the one-pager that gets read.]
Satisfaction on the day correlates poorly with behaviour change. Here is what we measure instead, and when.
[The business metric we are trying to move, measured before anything happens. Without this, nothing afterwards is provable.]
[Delivered. Each participant leaves with [3] specific commitments, shared with their manager.]
[Did they use it? What got in the way? This is where organisational blockers surface — and they usually do.]
[Rated by the people who work with them, not self-reported. Self-assessment of soft skills is unreliable.]
[The same baseline metric, re-run. We report it whether or not it moved — including when the honest answer is that it did not.]
“[An L&D or business sponsor quote about being told the problem was not training — and what was done instead. That is a far stronger testimonial than praise for a workshop.]”
Client names withheld under NDA. Figures are client-reported over the stated period and must be replaced with verified, permitted numbers before publishing.
[No — and explain why: change depends on managers, incentives and workload as much as on the programme. State what you do commit to instead, and what you measure.]
[Explain what cohort size does to practice time per person. Offer the honest alternative — multiple cohorts, or a different format for large-scale awareness.]
[Be specific about which content works virtually and which needs a room — and note that virtual is not simply the cheaper option once attention and follow-through are counted.]
[State what is proprietary, what is licensed, and how much is built from your client's own situations. Be honest — clients can tell during delivery.]
[Say what you do — report it, analyse why, and whether any part of the fee is at risk. A firm answer here is a strong differentiator.]
[Explain confidentiality: themes go to the sponsor, names do not, and participants are told this at the start. Without it, nobody says anything useful.]
Bring the behaviour you want to see and the metric you want to move. We will tell you whether training is the right lever — and if it is not, what we think is.
Illustrative only — wire the form to your CRM and replicate this routing server-side.