03 — Programmes
Four ways to work together. Every engagement measured, before and after.
Every engagement is designed around your organisation and agreed as one investment for the whole scope, never per seat. Delivered in English or Bulgarian, in person in Sofia, Malta and elsewhere, or online.
01 · Diagnostic
Performance Reserve Diagnostic
A 3-week organisational diagnostic, run with a proprietary DynamixLab tool. It shows how much performance is already inside your teams, and how much of it management can reach.
The question it answersShould we buy this performance on the market, or build it from the people we already pay?
For
HR directors, L&D heads and executive teams deciding where the next euro of people budget goes: hiring, development or retention.
What you receive
- The performance reserve for the teams in scope: how stable performance is, and what is present in their best weeks.
- A build-versus-buy comparison on one monetary scale, with break-even values for hiring and for development.
- A measurement plan: I start with the data you already have (absence, output, engagement) and only add new measures where they are worth the effort.
- Data protection built in: anonymous team-level reporting (groups of five or more), raw data held by DynamixLab, and a written commitment that nothing is used for appraisal.
- A leadership debrief with your numbers and a prioritised plan.
Format
- Week 1
- Scope one to three teams, gather the operational data you already keep, brief every team
- Week 2
- The DynamixLab diagnostic runs with managers and their teams — anonymous, about 15 minutes per person
- Week 3
- Your results: the reserve map, manager reports, the collaboration map, the build-versus-buy model; leadership debrief
3 weeks · scoped with you on a first call · one agreed investment · What you receive →
Discuss a diagnostic02 · Programme
Leadership Development Programmes
For first-time and mid-level managers. The specialist who was promoted on Friday and leads a team on Monday.
The problemStrong specialists are promoted for their expertise. The title arrives long before the skill. The team pays the difference.
For
Newly promoted team leads, mid-level managers and high-potential specialists moving into leadership roles.
What managers leave with
- A delegation method they use the same week, including when to let go and how to check without micromanaging.
- Structured feedback and difficult-conversation scripts.
- A way to read and de-escalate conflict before it reaches HR.
- A weekly planning rhythm that protects focus from interruptions.
- Team routines that raise trust and shared responsibility.
Modules
Choose and sequence to fit; each is one live session plus tools.
- Delegation
- Effective communication and feedback
- Conflict management
- Time and focus management
- Teamwork and team development
- Emotional intelligence and performance
- Presentation and influence
Cohort-based · in person or online · English or Bulgarian · measured per manager, before and after.
Plan a cohort03 · Coaching
Executive & Team Coaching
One-to-one coaching for senior leaders, and facilitated work for leadership teams that need to decide and act as one.
ConfidentialityWhat is said in coaching stays in coaching. The sponsor sees agreed goals and progress, not content.
For
Executives, heads of function and leadership teams facing a change in scope, a new mandate or friction at the top.
Areas of work
- Leadership-team alignment
- Shared priorities, decision rights, and how disagreement is handled.
- Stakeholder management
- Mapping interests, managing expectations, and holding position under pressure.
- Negotiation
- Preparation, interests versus positions, and protecting relationships while defending outcomes.
- Resonant leadership
- How a leader's mood and stress spread to the team, and how to manage it.
A fixed series of sessions · goals agreed with the sponsor at the start and reviewed at the end.
Discuss coaching04 · Speaking
Keynotes & Workshops
Research-based talks and half-day workshops for leadership meetings, HR communities and company conferences. Every session ends with a tool people can use the same week.
Topics
- The Talent You Already Pay For
- Why the largest performance reserve sits inside the people you have already hired, and how to reach it.
- Resonant leadership
- How a leader's state spreads through a team, and how to manage it deliberately.
- High-performance culture
- Raising the floor, not the peak: what separates teams that perform on ordinary days.
- Emotional intelligence at work
- The practical version: decisions, stress and difficult conversations.
- Sales and negotiation
- For commercial teams: preparation, objection handling and negotiation under pressure, with more consistent results from week to week.
Keynote 30–60 minutes · workshop half or full day · in person or online · English or Bulgarian.
Enquire about a talkFrom the field
16 things I tell HR before any programme.
Practical decisions that make a leadership programme easier to run and more likely to stick. Use them whether or not we work together.
Scheduling
- 01
Split the cohort so the work goes on.
With 20 team leads, run two groups of 10 on alternating days. Half are training while the other half cover the floor.
- 02
Plan around the operational calendar.
Avoid month-end close, peak season, audits and shift changeovers. Ask operations for their quiet weeks first.
- 03
Half-days work better for shift-based teams.
Two 4-hour sessions keep more people out of overtime than one 8-hour day.
- 04
One week between modules.
Enough time to try one field task at work, short enough to keep momentum. Each module starts with what happened.
- 05
Book the follow-up measurement before the programme starts.
If it is in the calendar on day one, it happens.
Who is in the room
- 06
Mix departments or sites when you can.
Cross-silo contacts made in the room often outlast the content.
- 07
Start the pilot with the managers others look up to.
When they talk about the programme, others ask to join. Word of mouth from respected colleagues does more than any internal announcement.
- 08
The earlier, the easier.
In their first 90 days, new managers are still forming habits — the ideal moment. Later, the programme helps experienced managers rethink habits that have set, and the gains are just as real.
Making it stick
- 09
Brief the managers' managers first.
Sixty minutes is enough. When the boss uses the same language and tools, transfer improves sharply.
- 10
Keep pre-work under 15 minutes.
Long pre-work goes unread and makes people feel behind before they start.
- 11
Pair participants as practice partners.
Fifteen minutes a week between sessions, with the same two questions.
- 12
A 30-day check-in between HR and each manager.
A short conversation on one page keeps the programme alive after the last session.
Trust and budget
- 13
Agree the confidentiality rules in writing.
Before anything starts, and show them to participants. People speak more openly once they have seen them.
- 14
Present the programme as an investment, not a fix.
“You were selected” lands better than “you need this”.
- 15
Run the pilot before the budget round.
A pilot in Q4 or Q1 gives you numbers to defend next year's development budget.
- 16
Compare proposals on total cost for the whole outcome.
Day rates hide design, preparation and follow-up. One price for the full scope makes providers comparable — and accountable.
Across every programme
Standards across every engagement.
- Measured.
- Per manager, before and after, against a baseline taken at the start.
- Installed, not taught.
- Tools, scripts and routines that stay in the organisation after the programme ends.
- Designed for you, agreed in advance.
- Every programme is built around your organisation, then agreed as one investment for the whole scope — no per-seat fees, no surprises.
- Confidential.
- I never publish client names. Experience is described by sector only.
Not sure which fits?
Start with a 30-minute call.
Describe the team and the problem. I will tell you which programme fits, or whether you need one at all.