Half-day and full-day experiences that create space to explore the Human Capacity challenges organisations and their people meet in everyday working life. Shaped around your people, your context and what you want the work to achieve.
Jules introduces enough teaching to give participants a useful way of understanding what may be happening, then creates space to explore it through discussion, reflection, practical exercises and real situations from participants’ own working lives.
People are encouraged to investigate their own patterns rather than learn about human behaviour in theory. The balance between teaching, discussion and application is shaped around the audience and the outcome you need.
When pressure changes how you think, decide and communicate.
Read more Workshop twoWhen overperformance becomes the way you operate.
Read more Workshop threeWhat gets in the way when we already know what to do.
Read more Workshop fourThe human experience of navigating change.
Read moreWhen pressure changes how you think, decide and communicate.
Leadership can look very different when the pressure is on. Experienced leaders may know how they want to lead, communicate and make decisions, yet sustained pressure can influence how readily they can access those capabilities in the moments they need them most.
They may become more reactive, spend increasing amounts of time firefighting, take more on themselves, lose some of their usual clarity in communication, or make decisions from a very different place than they would when more capacity is available.
Participants examine how pressure shows up in their own leadership, identify the signals that tell them something is changing, and experiment with practical ways to regain access to clear thinking, deliberate choice and the leadership capability they already have.
“What happens to your leadership when the pressure is on?”
When overperformance becomes the way you operate.
Some of the people who appear to cope best with pressure are also incredibly good at carrying more of it. They take responsibility. They step in. They solve problems. They keep things moving. They hold themselves to high standards and find another gear when one is needed.
Because they keep delivering and getting results, it can be difficult to recognise when repeated overperformance has quietly become an established way of operating. Over time that pattern can become so familiar that it simply feels like the way you operate.
Participants explore what regeneration can look like within the way they work, lead and achieve, developing greater awareness of how capacity is being used and practical ways to create more opportunity for renewal while continuing to perform at a high level.
“What happens when overperformance becomes so familiar that you no longer recognise you’re doing it?”
What gets in the way when we already know what to do.
Knowing what to do and actually doing it can be two very different things. We can understand the theory, have the skills, agree with the learning and genuinely want to do something differently, yet when the moment arrives find ourselves doing exactly what we have always done.
We know we need to delegate, but. We know we need to have the conversation, but. And that BUT can contain far more useful information than we realise.
Jules helps participants take something they already know they want to do differently and investigate their own “I know, BUT…” moment, becoming curious about what may be happening underneath it and what could help create greater access to choice.
“What’s underneath your BUT?”
The human experience of navigating change.
Change is part of organisational life. New roles, new systems, new structures, new expectations and new ways of working all require people to move from what they know towards something they have not yet experienced.
Even when we understand the reason for a change, agree that it needs to happen, or genuinely want something to be different, we can still find ourselves struggling with what that change requires.
Participants work with real changes they are navigating or leading, exploring what is being asked of the people involved, what may be influencing their responses, and what could help them navigate the change more effectively. For leaders it is a chance to think differently about the human beings being asked to move through organisational change.
“What is this change asking the human being to navigate?”
The same topic can open across the whole organisation as a Life Lab™, go deeper with a group as a workshop, or be shaped for a conference stage as a keynote. The topic connects the work. The format decides how deeply we explore it.