Teams & Organisations
Practical workshops and communication development built around the situations your people actually face.
I design workshops around the real moments: the meeting that needs a decision, the update that needs to land, the conversation that keeps being put off.
Discuss a workshop with Richard See an exampleWorkshops are shaped around your people, your goals and your format.
What gets in the way
Most teams don’t lack talent. They lose time and trust in the spaces between people: meetings, handovers, updates and the conversations nobody wants to start.
How we work on it
Message. Build clearer shared communication.
How we work on it
Practical rehearsal. People practise on their own real material and get feedback.
How we work on it
Mindset. Make feedback and practice constructive.
How we work on it
Presence. Help people communicate effectively in real workplace situations.
Fictional teaching example
Small changes in how people open and close a conversation can change what happens afterwards.
Before
“Does anybody have any thoughts on how we should move this forward?”
After
“We need to agree three things today: the decision, who owns it and what happens next.”
An illustrative teaching example. Not client work.
The topic is the same. The after version tells everyone what the meeting is for and what it needs to produce.
The coach
I run workshops where people practise on their own real material, not generic exercises. The work is hands on, with feedback, so what people learn can go straight back to their desks. I tailor each session to the group and the situations they face.
Broad credentials across all my coaching and workshops, not a count of team participants.
How we work
A practical process to understand your people, design the workshop around them and carry the learning back to work.
Understanding your people and your situations.
We talk through the team, the goal and the moments that matter most.
We start with a conversation about your team. I ask what is going well, where communication gets stuck and what you want to be different. We look at the real situations people face, such as meetings, presentations, handovers and hard conversations. Then we agree what the workshop needs to achieve and how we will know it has helped. Nothing is designed until we have talked. We will know what a useful workshop looks like.
Designing the workshop around you.
We shape the format, the exercises and the examples to suit your team.
Now I build the session. Using what we learned, I choose the format and design exercises around your real material, such as your meeting formats, your updates and your difficult conversations. We agree who will take part and how long it needs. The aim is a workshop that feels like it was made for this group, because it was. We review the plan together before anything is final. You see it before it goes ahead.
Practising on real material.
People rehearse in the room and get constructive feedback.
This is the workshop itself. People practise on their own real situations: opening and closing a meeting, giving a clear update, raising a difficult point. They try things, get feedback and try again. I keep the feedback constructive and specific, so practice feels safe and useful. The goal is that people leave with a few simple ways of communicating they can use the next day. The practice is hands on from the start.
Making it stick.
We agree the follow-up and look at what worked and what to do next.
Learning fades unless it is used. So we agree follow-up before the workshop ends: what people will try, who will check in and when. Afterwards we review together what worked and what to adjust. This is also where we look at the goals we set at the start and discuss what a next step might be. I don’t promise fixed outcomes, because they depend on your people and your situation.
Sample agendas
About 3.5 hours
About 6.5 hours
These are samples. I shape each workshop around your group, your goal and your date, and I can run it online or in person.
Questions
It is a practical session where a group practises speaking and presenting on its own real material. Typical topics are clearer updates, stronger meetings and handling questions. People leave with things they can use the next day.
Yes. Every workshop starts with a conversation about your people and the situations they face. We then build exercises around your real meetings, updates and conversations.
Half-day workshops, team away days and sessions online or in person. We agree the format that fits your group and your goals.
People practise on their own real material, and we agree follow-up before the session ends: what to try, who checks in and when.
We agree in advance what you want to see, then look at it together afterwards. I don’t promise fixed outcomes, because they depend on your people and your situation.
A conversation first
Tell me about your team, the goal and the situations they face. We’ll work out what a useful workshop looks like. A conversation first. No obligation to continue.
Discuss a workshop with Richard Or try a Room Review firstTeams & Organisations
Practical workshops and communication development built around the situations your people actually face.
I design workshops around the real moments: the meeting that needs a decision, the update that needs to land, the conversation that keeps being put off.
Discuss a workshop with RichardSee an example
Workshops are shaped around your people, your goals and your format.
Most teams don’t lack talent. They lose time and trust in the spaces between people: meetings, handovers, updates and the conversations nobody wants to start.
People talk at length and leave unsure who is doing what.
The same information lands very differently depending on who gives it.
Issues that need raising stay unspoken because nobody knows how to begin.
What is clear in one team arrives changed, or not at all, in another.
Small changes in how people open and close a conversation can change what happens afterwards.
“Does anybody have any thoughts on how we should move this forward?”
“We need to agree three things today: the decision, who owns it and what happens next.”
An illustrative teaching example. Not client work. The topic is the same. The after version tells everyone what the meeting is for and what it needs to produce.
People know the meeting is for agreeing, not only for discussing.
A decision, an owner and a next step give the group something concrete to reach.
Naming who owns the decision makes it harder for it to drift.
I run workshops where people practise on their own real material, not generic exercises. The work is hands on, with feedback, so what people learn can go straight back to their desks. I tailor each session to the group and the situations they face.
Broad credentials across all my coaching and workshops, not a count of team participants.
Illustrative scenario · Not a completed workshop
A team of capable people met every week. Discussion was open, but meetings often ended without a clear decision or an owner.
Updates between teams were written in different ways, so the same message reached people differently.
How a team could move towards clearer meetings, more consistent updates and a shared way to raise difficult topics.
This is a teaching scenario, not a statement of achieved results, and it includes no participant testimonials. Approved organisational proof will be added when it is available.
A practical process to understand your people, design the workshop around them and carry the learning back to work.
Understanding your people and your situations.
We talk through the team, the goal and the moments that matter most.
We start with a conversation about your team. I ask what is going well, where communication gets stuck and what you want to be different. We look at the real situations people face, such as meetings, presentations, handovers and hard conversations. Then we agree what the workshop needs to achieve and how we will know it has helped. Nothing is designed until we have talked. We will know what a useful workshop looks like.
Designing the workshop around you.
We shape the format, the exercises and the examples to suit your team.
Now I build the session. Using what we learned, I choose the format and design exercises around your real material, such as your meeting formats, your updates and your difficult conversations. We agree who will take part and how long it needs. The aim is a workshop that feels like it was made for this group, because it was. We review the plan together before anything is final. You see it before it goes ahead.
Practising on real material.
People rehearse in the room and get constructive feedback.
This is the workshop itself. People practise on their own real situations: opening and closing a meeting, giving a clear update, raising a difficult point. They try things, get feedback and try again. I keep the feedback constructive and specific, so practice feels safe and useful. The goal is that people leave with a few simple ways of communicating they can use the next day. The practice is hands on from the start.
Making it stick.
We agree the follow-up and look at what worked and what to do next.
Learning fades unless it is used. So we agree follow-up before the workshop ends: what people will try, who will check in and when. Afterwards we review together what worked and what to adjust. This is also where we look at the goals we set at the start and discuss what a next step might be. I don’t promise fixed outcomes, because they depend on your people and your situation.
Every workshop is tailored. It starts with your people and the situations they face, not a standard programme.
The list below shows what is built in. I don’t fix numbers or promises in advance, because they depend on your group.
Read more about team workshops
A workshop starts with a conversation. There is no obligation to continue.
Built around your people, your goals and the situations they face.
Half-day workshops, team away days, online or in person.
People practise on their own real material and get feedback.
Agreeing what people will carry on doing after the session.
Looking together at what worked and what to do next.
Sample agendas
About 3.5 hours
About 6.5 hours
These are samples. I shape each workshop around your group, your goal and your date, and I can run it online or in person.
Workshop conversation
A short conversation about your team, your goals and what you want to improve.
We’ll talk through the situations your people face, the format that fits and what useful follow-up looks like.
Then I’ll put together a proposal.
Discuss a workshop with Richard
Want to see how I work first? Read more about team workshops
Three short exercises a team can try in its next meeting.
Name the decision, the owner and the next step before people leave.
Lead with what changed and what you need from the listener.
Start with the issue and what you want, kindly and plainly.
It is a practical session where a group practises speaking and presenting on its own real material. Typical topics are clearer updates, stronger meetings and handling questions. People leave with things they can use the next day.
Yes. Every workshop starts with a conversation about your people and the situations they face. We then build exercises around your real meetings, updates and conversations.
Half-day workshops, team away days and sessions online or in person. We agree the format that fits your group and your goals.
People practise on their own real material, and we agree follow-up before the session ends: what to try, who checks in and when.
We agree in advance what you want to see, then look at it together afterwards. I don’t promise fixed outcomes, because they depend on your people and your situation.
The Room Review is a one-to-one session for an individual. For a team, the best starting point is a conversation about a workshop.
Tell me about your team, the goal and the situations they face. We’ll work out what a useful workshop looks like.
Discuss a workshop with RichardRead more about team workshops
A conversation first. No obligation to continue.
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