Programs

Teams and culture · Facilitator-led

Team Reset

Three team syntheses, two rehearsal rooms and a reset meeting, over five weeks, measured again at day ninety.

A five-week facilitator-led program for one team of four to twelve and its manager, built on Renatus. Three multi-respondent team assessments and two simulation rooms · Five weeks, one room a week, a live session in four of them · Unlimited attempts · Run again at day ninety and ongoing.

5 weeks · 5 rooms · Total time 1 hour 55 min

Who it's for: A team that has stopped working well, its manager, and the HR business partner, organisation development lead or manager's manager who runs the reset.
Cadence: 5 weeks
Format: Facilitator-led
Program sessions: 5

Who it's for

A team that has stopped working well, its manager, and the HR business partner, organisation development lead or manager's manager who runs the reset.

Output

Three team syntheses: where the priorities agree and where they only appear to, who owns what and what nobody owns, and how the team works when it is honest
Three priorities with a success sentence each, an ownership list with one name against every item, and a four-line team agreement, all written by the team
For the facilitator, a scored report per member on the conversation they were avoiding, a reset meeting chaired by the manager and scored on four dimensions, and a trajectory on every team room run again at day ninety
Scored against published frameworks: team-effectiveness conditions, OKRs, the RACI matrix, Tuckman's stages of group development, Edmondson's psychological safety, conflict-mode flexibility, high-stakes dialogue, participatory facilitation and Roger Schwarz's ground rules

Program contents

Shared priorities — Team Alignment
Ownership — Role Clarity
How the team works — Team Dynamics
The direct conversation — Team Conflict
Meetings that decide — Meeting Facilitation

How the program works

The rooms

Team Alignment

Assessment

Every member 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 member 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.

Team Dynamics

Assessment

Every member 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 in practice, what is true but no one says out loud, and specific examples.

Team Conflict

Simulation

Calibration: role title, role relationship (peer, new manager or experienced manager), industry or sector, and a brief description of working context.

Meeting Facilitation

Simulation

Calibration: role title, meeting type (stand-up, decision meeting, strategy session or difficult conversation forum), industry or sector, and a brief description of working context.

Why this program exists

A team that has stopped working well knows it before it is said: two members believe the priorities are different things, one piece of work is falling between three people, and one person has gone quiet in meetings. The manager has put the conversation off for a quarter. This program prepares them through private assessment, rehearsal and a live session built on the report, and the room is the team. Ren takes each member's view on its own and synthesises the whole team's answers into one report, plays the colleague in the conversation each person has been avoiding, and plays the meeting the manager has to chair.

What you'll achieve

Three team syntheses read in the room: where the priorities agree, who owns what and what nobody owns, and how the team works when it is honest
A scored report after each simulation: the scene as it played, each dimension with the moment that earned its score, and one recommended focus
Three priorities, an ownership list with one name against every item, and a team agreement in four lines, all written by the team
Unlimited attempts on both simulations, each a new scene, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for: An HR business partner, an organisation development lead or the manager's manager, running it for one team of four to twelve with one manager. The team is stuck, not in crisis: it delivers, but late, around people, and with a conversation nobody has had. Every room calibrates to the member's role, so the manager and the newest hire are read at their own level. It assumes the manager has agreed to hear what comes back, including about themselves, to answer every team room like every other member, and to chair the reset meeting. A person about to be managed out is dealt with first.
Cadence: 5 weeks
1: Shared priorities · Team Alignment · Read Priorities & Goals and Alignment Signal; list every version of the top priority
2: Ownership · Role Clarity · Read Silently Dropped and Broken Handoffs; draft the ownership list
3: How the team works · Team Dynamics · Read What No One Says and Decision Making; draft the two hardest things to say
4: The direct conversation · Team Conflict · Read Directness and Aftercare across the team; check in with the manager
5: Meetings that decide · Meeting Facilitation · Read the manager's Air-time Management and Closure; observe the reset meeting and score it

Session by session

Week 1: Shared priorities

Show the team where it splits on priorities and what success looks like, and agree three priorities in the team's own words.

Team Alignment

Week 2: Ownership

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

Role Clarity

Week 3: How the team works

Say what nobody was saying about how the team works, test whether the synthesis is true, and draft the team agreement.

Team Dynamics

Week 4: The direct conversation

Rehearse the conversation each member has been managing around, then have it for real before the reset meeting.

Team Conflict

Week 5: Meetings that decide

The manager chairs a meeting that ends with a decision and an owner, and the team confirms its priorities, its ownership list and its agreement.

Meeting Facilitation

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