Programs

Leadership · Facilitator-led

Leadership Team Alignment

Three team syntheses, two private profiles and a ninety-day plan, over six weeks, measured again at day ninety.

A six-week facilitator-led program for a leadership team of four to ten, built on Renatus. Two individual assessments, three multi-respondent team assessments 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 10 min

Who it's for: Executive teams, divisional and regional leadership teams and founding teams past their first hires, of four to ten leaders, with the facilitator or team lead who runs the sessions.
Cadence: 6 weeks
Format: Facilitator-led
Program sessions: 6

Who it's for

Executive teams, divisional and regional leadership teams and founding teams past their first hires, of four to ten leaders, with the facilitator or team lead who runs the sessions.

Output

Three team syntheses: where the team agrees on priorities and where it only appears to, who owns what and what nobody owns, and how the team works when it is honest
A ninety-day plan written in the room: three priorities with an owner, a first action and the blockers with their mitigations
For the facilitator, each leader's profiles, a Ren summary per leader, an alignment check score per leader, and a trajectory on every room run again at day ninety
Scored against published frameworks: Schwartz's theory of basic human values, reflective commitment inquiry, the Big Five, self-determination theory, team-effectiveness conditions, OKRs, the RACI matrix, Tuckman's stages of group development, Edmondson's psychological safety, SWOT, the TOWS matrix and RICE scoring

Program contents

Revealed values — Values Clarification
Behaviour under challenge — Behavioural Profile
Shared priorities — Team Alignment
Ownership — Role Clarity
Committed priorities — Strategic Priorities
How the team works — Team Dynamics

How the program works

The rooms

Values Clarification

Assessment

Calibration: role title and level, and the level itself (student or early career, early manager, manager, senior manager, director, C-suite, founder or career-changer).

Behavioural Profile

Assessment

Calibration: role title and seniority, and the team or organisation context and the kinds of decisions they make.

Team Alignment

Assessment

Every leader answers on their own: their role in the team, what they see as the team's top priorities, what success looks like for this team, how the team works together, the biggest challenges facing the team, and specific examples or observations.

Role Clarity

Assessment

Every leader answers on their own: their role title, what they understand their role to own, what they understand it not to own, what they believe their peers own, areas where ownership is unclear, work that gets dropped because no one believes they own it, and handoffs between roles that are breaking.

Strategic Priorities

Framework

Run live in the session, from the team lead's account on the shared screen.

Team Dynamics

Assessment

Every leader answers on their own: their role on the team, how trust shows up or does not, how the team handles disagreement, how accountability lands, how decisions get made, what is true but no one says out loud, and specific examples that show the dynamics.

Why this program exists

A leadership team that believes it is aligned finds out otherwise a quarter late: two functions have built different things, the hardest problem has no owner, and the priority agreed at the last offsite has been quietly forgotten. This program prepares them through private assessment and a live session each week, and the room is the team. Ren takes each leader's view on its own, synthesises the whole team's answers into one report, and builds the ninety-day plan from what the team states in the room.

What you'll achieve

Two private profiles: the values their own choices reveal and the tensions between them, and how they decide, meet challenge and collaborate
Three team syntheses read in the room with the whole team: where the priorities agree, who owns what and what nobody owns, and how the team works when it is honest
A ninety-day plan in the team's own words: three priorities, an owner for each, a first action and the blockers
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: A leadership team of four to ten who work as a team: an executive team, a divisional or regional leadership team, a founding team past its first hires. Every room calibrates to the leader's role and level, so a chief executive and a newly appointed function head are read at their own level in the same program. It is best run when something has changed: a new leader, a strategy reset, a merger, a bad quarter. It assumes the leaders already run their own functions, and measures whether they end up believing the same thing about the whole.
Cadence: 6 weeks
1: Revealed values · Values Clarification · Read Value Tensions and Revealed Values across the team
2: Behaviour under challenge · Behavioural Profile · Read Conflict and Challenge and Collaboration Orientation across the team
3: Shared priorities · Team Alignment · Read Priorities & Goals and Alignment Signal; draft the candidate priorities
4: Ownership · Role Clarity · Read Silently Dropped and Broken Handoffs; draft the ownership table
5: Committed priorities · Strategic Priorities · Bring the candidate priorities and the ownership table; drive the room
6: How the team works · Team Dynamics · Read What No One Says and Decision Making; run the alignment check

Session by session

Week 1: Revealed values

Put each leader's real values on the table, and name the tensions between leaders before they surface as conflict.

Values Clarification

Week 2: Behaviour under challenge

See how each leader decides, meets challenge and collaborates, and where the team as a whole leans the same way.

Behavioural Profile

Week 3: Shared priorities

Show the team where it agrees on priorities and where it only appears to, and get three candidate priorities on the table in the team's own words.

Team Alignment

Week 4: Ownership

Find the work nobody believes is theirs and the handoffs that break, and put a name against each.

Role Clarity

Week 5: Committed priorities

Write the next ninety days down: three priorities, first actions, blockers with mitigations, and an owner for each.

Strategic Priorities

Week 6: How the team works

Say what nobody was saying about how the team works, agree what changes, and check that every leader can state the plan without the screen.

Team Dynamics

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