Programs

People and HR · Facilitator-led

360 and Development Planning

Two self profiles, two team syntheses, one rehearsal and one development plan per manager, over six weeks.

A six-week facilitator-led program for a cohort of four to ten managers, run by an HR or L&D lead, built on Renatus. Two self-assessments, two multi-respondent team assessments, one simulation and one document room · Six weeks, one room and one live session a week · Unlimited attempts · Run again at day ninety and ongoing.

6 weeks · 6 rooms · Total time 2 hours 30 min

Who it's for: Managers with at least three direct reports, from first-year team leads to directors, with the HR or L&D lead who runs the cohort and the line managers who own a milestone in each plan.
Cadence: 6 weeks
Format: Facilitator-led
Program sessions: 6

Who it's for

Managers with at least three direct reports, from first-year team leads to directors, with the HR or L&D lead who runs the cohort and the line managers who own a milestone in each plan.

Output

Each manager's own account of how they lead, and their team's anonymous account of how it lands, read side by side
A scored rehearsal of the conversation the gap points at, and a development plan with a checkable goal, owners, dates and a milestone owned by the line manager
For the facilitator, each manager's profiles, a Ren summary per manager, a plan check score, and a trajectory on the team rooms at day ninety
Scored against published frameworks: the Five Practices of Exemplary Leadership, Goleman's emotional intelligence, Kahneman's dual process theory, the behavioural event interview, overplayed-strengths and derailers research, team-effectiveness conditions, OKRs, Tuckman's stages of group development, Edmondson's psychological safety, care and challenge, conversation layers, the ninety-day sprint, the critical path method and SMART goals

Program contents

Leadership defaults — Leadership Style
Strengths and their cost — Strengths Profile
Priorities as they land — Team Alignment
How it lands — Team Dynamics
Feedback under pushback — Performance Conversation
Development plan with owners — Execution Plan

How the program works

The rooms

Leadership Style

Assessment

Calibration: role title and leadership level (team lead, manager, senior manager, director, C-suite or founder), and team or organisation size and the kinds of decisions they make.

Strengths Profile

Assessment

Calibration: role title and level (early manager, manager, senior manager, director, C-suite or founder).

Team Alignment

Assessment

You invite the direct reports as respondents, and the manager responds too.

Team Dynamics

Assessment

As in week 3, with the same respondents.

Performance Conversation

Simulation

Calibration: role title, situation type (coaching a high performer, underperformance, a PIP or an exit conversation), industry or sector, and a brief description of the working context.

Execution Plan

Framework

Set-up: what they are trying to achieve and by when, where they are now, the four-phase execution timeline, the things that absolutely must happen, who is responsible for each item, what could derail the plan, and how they will measure progress.

Why this program exists

A manager has an account of how they lead, and their team has an account of how it lands, and the two are rarely put side by side. This program prepares managers through private assessment, an anonymous synthesis from their own team, one rehearsal and a written plan, with a live session each week. Ren takes each manager's account of how they lead, gathers the team's account of how it lands, plays the direct report in the conversation the gap points at, and builds the development plan from what the manager states in the room.

What you'll achieve

Two private profiles: how they lead by their own account, and their strengths with the cost of each when overplayed
Two team syntheses, gathered anonymously: whether the team's priorities are the ones they set, and how it works when it is honest
A scored rehearsal of the conversation the gap points at, and a development plan with a checkable goal, owners, dates, risks and measures
Unlimited attempts on every room, each scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for: Managers with direct reports, in a cohort of four to ten: team leads a year in, managers and senior managers in a development cycle, and directors whose reports are managers themselves. Every room calibrates to role and level, so a team lead and a director are read at their own level in the same cohort. Each manager needs at least three direct reports willing to respond in weeks 3 and 4, and a line manager willing to own a milestone in week 6. It assumes the managers already run their teams.
Cadence: 6 weeks
1: Leadership defaults · Leadership Style · Read Pressure Response and People Development across the cohort
2: Strengths and their cost · Strengths Profile · Read Where It Costs and Leaned On For across the cohort
3: Priorities as they land · Team Alignment · Invite each team's respondents; read Priorities & Goals and Alignment Signal per team
4: How it lands · Team Dynamics · Invite each team's respondents; read What No One Says and Decision Making per team
5: Feedback under pushback · Performance Conversation · Read Clarity of Message and Empathy under Pressure; read the team report
6: Development plan with owners · Execution Plan · Read each plan for the line manager's name; run the plan check

Session by session

Week 1: Leadership defaults

Put each manager's own account of how they lead on the record before their team's arrives, with the evidence behind it.

Leadership Style

Week 2: Strengths and their cost

Name the strengths each manager's evidence supports, and the cost each carries when overplayed, before the team says where it pays that cost.

Strengths Profile

Week 3: Priorities as they land

Show each manager whether the priorities they set are the priorities their team names, and where the team only appears aligned.

Team Alignment

Week 4: How it lands

Put each manager's own account next to the team's account of how the team works, and name the gap in one sentence.

Team Dynamics

Week 5: Feedback under pushback

Hold the conversation the gap points at, with a direct report who pushes back, and see whether the manager's account holds under it.

Performance Conversation

Week 6: Development plan with owners

Turn the gap and the rehearsal into a development plan with a checkable goal, owners, dates, risks and measures, and get the line manager's name on a milestone.

Execution Plan

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability