Change Management · Leadership · Learning · Organizational Development
Most organizations don't lack a plan. They lack the readiness to act on it.
Since 2009, we have developed leadership capability, strengthened teams, and driven business transformation for government agencies, healthcare, nonprofits, and global brands. Our people-first approach empowers organizations to achieve lasting change — including AI-enabled ways of working and bilingual delivery in English and Spanish.
Every engagement is tailored to your strategic goals. Each practice delivers value independently while working seamlessly with the others to create lasting change.
Sir William Wallace is our founder's ancestor. What's remembered is the defiance; what's useful is the method. At Stirling Bridge he won by choosing ground that neutralized a stronger opponent, and by convincing ordinary people that acting together was less dangerous than waiting.
That is the work. Read the terrain before committing. Give people a reason to move. Build something that holds after the founder is gone — which, in his case, it did.
Courage isn't a personality trait. It's an organizational capability — and capability can be built.
Start with a conversation, not a proposal
An hour. We'll tell you honestly whether we're the right fit — even if that means pointing you in another direction.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
Every engagement begins with understanding your business, your people, and your goals. We'd rather recommend the right solution than sell the wrong one.
01
Change & Transformation
Successful transformation depends on people, not just technology.
Whether implementing enterprise technology, redesigning operations, or preparing for AI-enabled workforces, we help organizations build the readiness, confidence, and capability needed to sustain change long after implementation.
What an engagement can include
Assess & Align
Organizational Change Management Strategy
Change Readiness Assessments
Change Impact Assessments
Stakeholder Analysis & Engagement
AI Impact & Workforce Readiness Assessments
Business Process Analysis & Review
Develop & Enable
Executive Sponsor Coaching
Communication Strategy & Planning
Training Strategy & Enablement
Workforce Transformation
AI Readiness
Technology Adoption
AI Adoption & Enablement
Bilingual (English/Spanish) Change Communications
Measure & Sustain
Business Transformation
Change Reinforcement
Adoption Measurement & Analytics
Ownership Transfer
Sustainment Planning
Continuous Improvement
Typical engagement
Enterprise transformation initiatives supporting technology implementations, organizational redesign, digital modernization, and workforce change.
Representative results
Medicaid modernization serving 250,000+ Florida provider members
Statewide Oracle EHR implementation across 22 New York psychiatric centers serving 15,000+ users
Population Health transformation serving 14M Californians
Enterprise learning transformation impacting thousands of stakeholders nationwide
02
Leadership Excellence
Today's leaders need more than technical expertise — they need the ability to inspire, adapt, and lead through change.
We partner with organizations to build leadership capability that develops confident leaders, strengthens teams, and improves organizational performance. Every engagement begins with understanding your organization's unique needs to delivering measurable, lasting results, and is tailored to the full leadership pipeline — from first-time supervisors to executive teams.
Bilingual (English/Spanish) coaching and facilitation
Measure & Sustain
Team effectiveness
Leadership effectiveness
Measurement and evaluation
Reinforcement and continuous improvement
Typical engagement
Every engagement is tailored to your organizational strategic priorities and built around the real decisions leaders face every day, ensuring practical solutions that drive lasting performance.
Representative results
Leadership development programs supporting more than 1,500 leaders
Executive coaching and leadership academies across healthcare, hospitality, nonprofit, and corporate organizations
Leadership pipeline and succession planning initiatives supporting enterprise growth
03
Learning & Workforce Capability
Learning should do more than transfer knowledge — it should build workforce capability.
We design learning ecosystems that accelerate performance, improve employee readiness, and create sustainable organizational capability. Our work integrates adult learning principles, instructional design, onboarding, quality improvement, and performance support to ensure learning drives measurable business outcomes.
Organization-wide onboarding and workforce readiness programs
Learning modernization initiatives across healthcare, government, and nonprofit organizations
04
Organizational Strategy & Design
When the same problem keeps reappearing after you’ve “fixed” it, that’s a signal the issue is structural — not situational.
High-performing organizations aren’t accidental; they’re intentionally designed. Our organizational strategy and design services help you diagnose root causes, align structure with strategy, and build systems that sustain results.
Workforce planning and organizational redesign initiatives
Culture, recognition, and employee engagement programs
Organizational capability and operating model assessments
Performance improvement strategies across government, healthcare, nonprofit, and private-sector organizations
Emotional Intelligence (EQ) and inclusive leadership initiatives across higher education and public-sector organizations
Across every practice
Two capabilities that run through all four
These are not separate service lines. They are built into how we assess, design, deliver, and measure every engagement.
AI enablement
Building AI-ready organizations
AI changes the work before it changes the org chart. We assess where AI actually lands in your workflows, prepare the workforce for it, and design the learning and change architecture that turns adoption into capability rather than licenses nobody uses.
AI readiness and workforce impact analysis • AI adoption and change enablement • AI-enabled learning design • AI-assisted content curation and personalized pathways • AI-enabled operating models • Leading through AI-driven change
Bilingual workforce support
English and Spanish, when it matters most
We help organizations engage diverse workforces by providing bilingual support when it matters most. Our consultants communicate effectively with English- and Spanish-speaking employees, helping leaders gather insights, reinforce key messages, and improve adoption without requiring duplicate delivery for every engagement.
Bilingual stakeholder engagement • End-user support during change initiatives • Focus groups and listening sessions • Readiness assessments and feedback collection • Leadership coaching and facilitation • Targeted translation support, when needed
Not sure which one you need?
That's a normal place to start. The diagnostic conversation is free and often ends with us naming a different problem than the one you called about.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
Every successful transformation follows a journey. Our four-stage methodology provides a practical framework for aligning leaders, engaging people, building capability, and sustaining lasting organizational change.
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Stage 01
GROUND
Align Leaders
Understand the terrain before committing to it.
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Every engagement begins with listening. We assess leadership alignment, stakeholder needs, organizational readiness, culture, and business objectives to ensure we're solving the right problem — not just the visible symptoms.
A diagnostic is normally limited by how much evidence a team can physically read in a few weeks. We use AI to lift that ceiling — prior engagement surveys, exit interviews, incident reports, policy documents, and every interview transcript analyzed as one body of evidence rather than a sample. Spanish-language responses are analyzed in Spanish, so nothing is lost on its way through translation. What this buys you is not speed. It is the ability to show, with evidence, where what the executive team believes and what the frontline experiences have come apart.
The output is a written diagnostic that names the actual constraint. A human names it. AI widens what we can look at; it does not get a vote on the conclusion. Sometimes the diagnostic confirms the brief. Often it doesn't, and we would rather lose the larger engagement than deliver against the wrong problem.
Alignment is not a kickoff meeting. It is the work of making a change legible to every population it touches — executives who must fund it, managers who must carry it, and the staff who will decide with their behavior whether it happens.
Transformation succeeds when people understand where they're going and why it matters. We engage leaders and employees through communication, coaching, facilitation, and learning to build trust and momentum.
We build the communication architecture, sequence the conversations, and equip leaders to have them. Where bilingual engagement adds value, we integrate English and Spanish communications to ensure key messages reach the workforce effectively. In regulated and unionized environments this stage takes longer than anyone budgets for, and shortening it is where most transformations quietly fail.
Capability built in the field, not through meetings.
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Organizations don't transform through presentations — they transform through people. We equip leaders and employees with the knowledge, skills, and confidence needed to succeed.
Learning is designed for the moment of use: role-based learning pathways, blended and AI-enabled experiences, targeted coaching where the stakes justify it, and reinforcement built into the operating rhythm rather than appended to it. Where it adds value, we integrate English and Spanish learning experiences to strengthen understanding, build confidence, and accelerate adoption across the workforce. Where AI is part of the change, we build the fluency to use it alongside the workflow it belongs to.
We measure adoption continuously and adjust in-cycle. The plan at week twelve should look different from the plan at week one — what we learn along the way is meant to change it.
Focus areas
Learning strategyLeadership developmentWorkforce capabilityOnboardingPerformance support
Stage 04
HOLD
Sustain Change
The change has to survive our exit.
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Real transformation happens after implementation. We reinforce new behaviors, measure adoption, transfer knowledge, and build internal capability so change continues long after our engagement ends.
Sustainment is designed from the beginning — not added at the end. We equip leaders to reinforce change, prepare internal champions, certify facilitators where appropriate, and establish clear governance from the outset. Documentation is delivered in a form your team will maintain, adoption measures are transitioned to leaders with the authority to act on them, and ownership is intentionally transferred so the organization has the capability and confidence to sustain progress independently.
AI continues to create value by helping leaders move from assumptions to evidence. Adoption becomes a measurement — not an assertion. We leave your organization with performance support, governance, and practical tools embedded in the flow of work, giving your teams the capability to reinforce and sustain change long after our engagement ends.
A cairn is built one stone at a time by everyone who passes, and it marks the route for whoever comes next. That is the standard we hold ourselves to: the capability stays after the consultant leaves, and it keeps running.
Focus areas
MeasurementReinforcementOrganizational capabilityContinuous improvementKnowledge transfer
If you need us again next year for the same problem, we did it wrong.
A note on AI
Where we use it, and where we don't
We use AI where it enhances insight, strengthens decisions, and improves outcomes. We intentionally rely on people where trust, leadership, and meaningful engagement drive transformation.
We use AI heavily at Ground and Hold — reading more evidence than a diagnostic could otherwise reach, and making sustainment measurable after we leave. Those are the stages that get shortchanged because they are hard to staff, and they are where the leverage actually is.
At Rally and Advance the tooling stays in the background. Alignment is built by a person sitting across from an executive who does not yet want to move. Practice environments and faster content development help, but the conversation that changes someone's mind is not a workflow to be automated, and a method that claims otherwise is selling you software.
Many of our clients operate in highly regulated environments, including healthcare, government, and behavioral health. Every AI-enabled solution is evaluated for security, privacy, procurement, and regulatory requirements before implementation. We scope data handling in writing at the start of an engagement, and we will tell you when the answer is that AI does not belong in a given step.
AI extends our capability; it doesn't replace our judgment. Every insight it gives us still runs through a person before it reaches you.
A note on frameworks
Our method, your vocabulary
Braveheart is a firm with its own method that speaks your framework when you do.
THE BRAVEHEART METHOD™ is ours. Four stages, and the reason it is four rather than three is that engaging people and building capability are different work with different failure modes. It is what we use, and it is what our diagnostics, plans, and measures are built on.
Plenty of organizations have already standardised on a change framework of their own, and several of our clients work in Prosci® ADKAR® — a vocabulary one of our principals is certified in. Where that is true, your deliverables arrive in your words. The stage names change, the condition names change, and the structure, the content, and the evidence behind every finding do not. Nobody should have to learn a new set of terms to read a readiness assessment.
Where your organization holds its own licensed materials and wants them used, we work inside them. What we will not do is present someone else’s methodology as ours, or ours as theirs.
Prosci® and ADKAR® are registered trademarks of Prosci, Inc. Braveheart Consultants is not affiliated with, endorsed by, or licensed by Prosci, Inc.
Put the method to work
Using THE BRAVEHEART METHOD™, we help organizations align leaders, engage people, build capability, and sustain change. Start with a conversation.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
What the work has produced, organized by practice area — and the client record beneath it.
Change & Transformation · Government
Florida Agency for Healthcare Administration
Senior OCM Communication Lead · 2025–2026
Situation
A Medicaid modernization program touching a provider network of more than 250,000 members, with adoption risk spread across an enormous and loosely connected population.
What we did
Led communication strategy and stakeholder engagement for the transformation, developed training strategy and curriculum, and provided implementation support through rollout — translating structural change into workforce readiness rather than training volume.
What held
A communication and readiness architecture proportionate to the size of the affected population, rather than a training catalog nobody would complete.
250,000+ provider members reached through the modernization program.
Change & Transformation · Learning & Workforce Capability · Government
California Department of Health Care Services
Population Health Management (PHM) · Senior OCM Learning Consultant
Situation
Supported the California Population Health Management (PHM) initiative, a statewide transformation led by the California Department of Health Care Services (DHCS) to improve care coordination and population health across Medi-Cal. The initiative required aligning stakeholders across state agencies, managed care plans, counties, and provider organizations while supporting programs serving approximately 14 million Medi-Cal members.
What we did
Supported the implementation of the California Population Health Management (PHM) Dashboard, enabling a new approach to care coordination and population health reporting across Medi-Cal. Developed the organizational change management and learning strategy to prepare stakeholders for new workflows by creating instructor-led training, facilitator guides, job aids, Agile reference documentation, and implementation resources. Partnered with project leadership and subject matter experts to support stakeholder engagement, organizational readiness, and adoption. Extended this work to the Dental Medicaid Management Information System (Dental MMIS) modernization by developing learning resources that supported standardized Medi-Cal Dental operations.
What held
Established a sustainable learning framework that enabled DHCS teams to maintain and evolve training resources beyond implementation. Standardized change management and learning assets continued to support workforce readiness, user adoption, and future program enhancements across Medi-Cal initiatives.
14 million Medi-Cal members served by statewide transformation initiatives that strengthened organizational readiness and standardized population health operations.
Leadership Excellence · Global hospitality
Marriott & Gallup
Great Manager Fundamentals · Senior Learning Specialist · 2001–2007
Situation
Leadership capability had to be built across the full pipeline — entry-level supervisors through senior and VP-level leaders — across a global operation, and on a timeline no conventional program calendar could reach.
What we did
Developed and implemented the instructor-led materials, Agile reference documentation, and implementation support resources behind global leadership development operations, delivered through Great Manager Fundamentals in partnership with Gallup.
What held
One curriculum that worked across levels and geographies, with the reference and implementation resources left in place for local delivery rather than depending on a central team to run every cohort.
1,500+ leaders trained worldwide within one year, reaching 99% employee engagement scores alongside increased sales and customer satisfaction.
Learning & Workforce Capability · Public sector
New York State of Health
Director of Learning & Development · 2016–2018
Situation
New York's statewide insurance marketplace was implementing Medicaid, Medicare, and ACA systems across multiple sites. The learning function required to support 4,250+ employees through it did not exist.
What we did
Built the department from zero — a 70-plus person learning organization across multiple locations. Set learning strategy, designed onboarding and compliance curricula for Medicare, Medicaid, and ACA systems, ran stakeholder engagement and workforce readiness, and managed executive relationships and implementation risk throughout the modernization.
What held
A functioning learning organization with its own measurement discipline, operating in a high-volume regulated environment through the most demanding phase of the program.
95%+ quality performance maintained at 5% attrition across 4,250+ employees during a statewide digital transformation.
A 6,000-person regional health system with learning distributed unevenly across clinical, operational, and administrative functions, and no coherent link between development activity and quality outcomes.
What we did
Architected a system-wide learning ecosystem and launched a corporate learning university aligned to quality, performance, and leadership readiness. Implemented AI-enabled enterprise LMS, performance, and survey platforms integrated into the workflows managers and clinicians already used. Designed the leadership pipeline and succession framework, and established enterprise communication frameworks supporting executive messaging and physician engagement.
What held
Learning metrics tied to quality outcomes and regulatory compliance, reported to executive leadership on a standing cadence — which is what moved learning from a cost line to a governance input.
A single learning ecosystem serving 6,000+ employees across a matrixed, heavily regulated health system.
A nine-county regional organization serving 23,000+ young people, delivered almost entirely through 3,000+ volunteers. Program quality depended on a workforce that had to be recruited, developed and retained rather than directed — and retention was where the model was straining.
What we did
Directed regional program operations and led the operational restructuring behind them. Supervised and coached cross-functional teams across program delivery, community partnerships and membership growth; built staff training, leadership development and volunteer coaching programs; designed communication and community engagement strategy; and owned grant compliance, survey analysis and quality assurance.
What held
Restructuring and process optimization that improved retention, workforce performance and organizational effectiveness — with the coaching and leadership capability left inside the organization rather than resting on any one role.
23,000+ young people served through 3,000+ volunteers across a nine-county region.
Sectors
Where the work happens
Environments where a failed change costs more than a quarter.
Healthcare & health systemsState & federal governmentHigher educationNonprofitHospitalityRetailTelecommunicationsGlobal corporate
The record
Client Engagements
New York State Office of Mental Health — Statewide Oracle EHR implementation; stakeholder analysis, needs analysis, and communication planning across 22 psychiatric centers and 15,000+ staff, 2025–2026
Florida Agency for Health Care Administration — Statewide Medicare and Medicaid transformation serving 250,000+ providers; stakeholder analysis, needs analysis, communication strategy and plan, curriculum plan and development, learning content delivery, workforce readiness and evaluation, 2025–2026
Briljent — AI strategy and training, 2025–2026
Hawaiʻi Rural Health Transformation Plan — Strategy and content supporting an enterprise-wide Health Information Exchange implementation and custom curriculum, 2026
National Safety Council — Enterprise transformation; learning strategy, communication planning, and workforce readiness
California Population Health Transformation — Statewide transformation serving 14 million Medi-Cal members; training strategy, stakeholder engagement, and curriculum development
California DHCS Dental MMIS — Medi-Cal dental modernization; instructor-led materials and implementation support
NYSOH Learning Academy — AI-enabled LMS technology, onboarding, workforce readiness (EQ), leadership development, and succession planning for 2,000+ employees
NYSOH Learning & Development — Learning organization built from zero, 70+ staff supporting 4,250+ employees through statewide marketplace, Medicaid and Medicare modernization; 95%+ quality at 5% attrition, 2016–2018
Girl Scouts of Western New York — Regional program leadership and operational restructuring, 2008–2015
AT&T Digital Life — Nationwide learning strategy & implementation, 2013–2015
Verizon — Sales enablement & training, 2014
BetterUp — Sales enablement, 2019–2021
Dick's Sporting Goods — Inclusion Strategy; store operations training, 2019–2020
University of Rochester Leadership Coaching — Leadership Coaching Certification Program, 2018–2020
University of Rochester Unconscious Bias — Unconscious bias program, 2018–2019
Builders Exchange of Rochester — Executive coaching; organizational strategy, 2019–2022
Anthony L. Jordan Healthcare — Organizational strategy; recognition program, 2018–2020
Greater Rochester Chamber of Commerce — Professional development program, 2017–2020
Marriott — Global Leadership Development, 2001–2007
Want the detail behind any of these?
Ask. We will walk you through what worked, what didn't, and what we would do differently.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
We keep this page separate so it is always clear what Braveheart delivers directly and what we deliver alongside a partner firm.
Consulting partnership
×
How we work with G-FORCE Collaborations
Where an engagement is broader than one firm should carry alone, Braveheart and G-FORCE Collaborations take it on together — one scope, one point of contact, and senior practitioners doing the work rather than a bench of associates. Braveheart brings change architecture, stakeholder strategy, learning systems, and organizational design. G-FORCE brings emotional intelligence, leadership development, and conscious-organization practice. We scope jointly, agree who leads which stream, and stay accountable for the whole engagement rather than our own piece of it.
Both firms were founded in Rochester and have worked alongside one another for years. That history is why the collaboration works on a client timeline instead of requiring a ramp-up.
About G-FORCE Collaborations
G-FORCE Collaborations has been consulting since 1997, helping organizations, executives, and teams revitalize strategic leadership, marketing, and sales capability. Their approach fuses the client's industry expertise with an objective outside perspective — analyzing quickly, then developing and managing the strategic and tactical shifts through a plan tailored to the business.
Their talent development portfolio runs across five suites: emotional intelligence, exceptional communications, culture shaping and conscious business, leadership, and building exceptional teams for sales and operations. It includes Emotional Intelligence AT WORK™ from a three-hour foundation through a multi-day immersion with follow-on coaching, DISC behavioral assessment and integration, conflict and change navigation, supervision, and team development — delivered as standalone sessions or built into a longer engagement.
These are delivered or licensed by partner organizations, built and owned by them. We recommend and implement them where they fit; we don't customize or claim them as our own.
LifeGuides®
Partner network · Strategic advisory role
A peer network that matches employees facing a significant life challenge with trained Guides who have navigated the same one. It fills a real gap between an EAP and a manager conversation, and it addresses one of the largest untreated sources of lost productivity in most organizations. Our founder serves as a strategic advisor to LifeGuides.
A Rochester-founded program for leaders and influencers, run in three tiers: a half-day foundational seminar, a year-long confidential peer cohort, and continuing groups for alumni. It is built around sustained small-group work rather than a single training session, which is why it changes behavior where one-off sessions do not. Our founder is a content contributor to the program.
Where an engagement calls for coaching at a scale beyond our own bench, we work with established coaching platforms and independent ICF-credentialed coaches. Our founder is a Gallup Leadership Coach and past faculty in the University of Rochester's ICF-accredited Leadership Coaching Program, so we assess these partners on the same standard we hold ourselves to.
Partner programs
Programs we co-create with G-FORCE Collaborations
These are built jointly with G-FORCE Collaborations and customized to each client rather than delivered as a fixed curriculum. We design, adapt, and deliver them together.
Change-Ready Leadership™
Co-created · Customizable
A leadership program that pairs Braveheart's change management architecture with G-FORCE's emotional intelligence and conscious-organization practice, so leaders develop the self-awareness and the mechanics together — delivered inside live transformations rather than as standalone training.
A high-potential program that develops emerging leaders before they are in the seat. Participants are placed in one of three readiness tracks — Ready Now, Ready Next, Ready Later — so a bench is built on the horizon each person is actually on, and clients select from a full module catalog to assemble the program rather than take a fixed curriculum. It is designed to feed directly into Change-Ready Leadership™.
A professional development program focused on social-emotional skills and responsible decision-making for people new or newer to the workplace. Useful where early-career attrition, supervisor load, or onboarding quality is the presenting problem.
A sensitivity and inclusion training program built for global, diverse workforces — scenarios, language, and facilitation designed to surface cultural differences as assets rather than impose a single lens, while establishing a shared professional standard across sites and time zones. Content, length, and depth are tailored to your workforce and risk profile.
An hour. We'll tell you honestly whether we're the right fit — even if that means pointing you in another direction.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
Organizations don't transform when strategies change. They transform when people do. Braveheart is a transformation practice that helps leaders build the behaviors, capabilities, and confidence needed to make change last.
Founder & Principal
William E. Wallace, M.S.
Executive Leadership • Organizational Development • Culture Transformation
Will builds the leadership capability organizations need before they need it. Over two decades he has designed and scaled learning ecosystems for health systems, global brands, technology companies, and government agencies — leading functions as large as 70 professionals.
As Director of Learning & Development for Episcopal Health Services, he architected a system-wide learning ecosystem for a 6,000-person regional health system, launched a corporate learning university aligned to quality and leadership readiness, and owned the measurement layer connecting learning to quality outcomes and regulatory compliance. Earlier, at the New York State of Health marketplace, he built and led a 70-plus person learning organization supporting 4,250+ employees through a statewide digital transformation, holding 95%+ quality performance at 5% attrition.
His approach is grounded in behavioral science. He is known for helping executives understand how lived experience shapes leadership behavior — an evidence-based lens that makes development stick where conventional programs plateau. He is an early and practical adopter of AI in the talent function, designing AI-enabled blended learning, content curation, and personalized pathways inside enterprise systems, and advising organizations on AI readiness and the workforce implications that follow. His organizational change management practice runs alongside that work rather than separate from it: he has led the human side of enterprise implementations — stakeholder strategy, readiness, communications, and adoption — and built the leadership pipelines that have to carry them, which is why Braveheart treats change and leadership development as one problem rather than two.
Will is past president of ATD Rochester, co-founder of DisruptHR Rochester, and past faculty in the University of Rochester's ICF-accredited Leadership Coaching Program. He holds an M.S. in Organizational Learning and Leadership and a B.S. in Business Administration from Barry University.
M.S. Organizational Learning & LeadershipGallup Leadership CoachGallup Strengths CoachCrucial ConversationsTrauma Resiliency Model12 Driving ForcesAI Agent BuilderAI for BusinessLeadership CoachingDesigning eLearning for Mobile DevicesTrain the TrainerTopgrading InterviewingDEI in the Workplace
Partner Consultant
Leticia Smith-DeJesús
Organizational Change • Learning & Workforce Development • Business Transformation
Leticia Smith-DeJesús is a Strategic Management Consultant with more than 18 years of experience helping organizations successfully navigate enterprise transformation through organizational change management, learning strategy, leadership development, and workforce modernization.
She partners with executive leaders to align people, processes, technology, and culture, ensuring organizations are prepared to adopt change while building the leadership and workforce capability needed for long-term success.
Her expertise includes organizational change management, leadership development, learning strategy, succession planning, onboarding, enterprise learning, workforce transformation, stakeholder engagement, executive communications, digital adoption, and AI readiness across healthcare, government, higher education, nonprofit, and corporate organizations.
As a Prosci® Certified Change Practitioner, Leticia combines structured change methodologies with practical consulting experience to help organizations improve adoption, strengthen leadership alignment, and achieve measurable business outcomes.
She facilitates, writes, and measures in both English and Spanish, which is why Braveheart designs communications, curriculum, and assessments in both languages from the outset rather than translating them at the end. It is the difference between a transformation that reaches a workforce and one that reaches part of it.
She believes successful transformation happens when organizations invest equally in strategy, leadership, learning, and people.
Organizations choose Braveheart because transformation is our practice, not simply one of our services.
Together, our partnership brings 50+ years of combined experience working with organizations to strengthen leadership capability, develop workforce talent, modernize learning, and guide transformational change across healthcare, government, nonprofit, higher education, and corporate sectors.
Everything we do is guided by THE BRAVEHEART METHOD™ — our practical framework for aligning leaders, building organizational capability, and sustaining change long after implementation. We believe lasting transformation happens when strategy, leadership, learning, and people move together.
Our values
What we stand for
Four commitments that shape how we work, who we take on, and what we leave behind.
Lead with Courage
We address difficult challenges with honesty and integrity.
Build Capability
We leave organizations stronger than we found them.
Partner with Purpose
We become an extension of our clients' teams.
Deliver Lasting Results
Our success is measured by the capability that remains after we're gone.
Vision
Courage built into the way we lead, not left to the brave.
To build organizations where courage is shared, behavioral change takes hold, and transformation lasts.
Mission
We build the capability that turns decisions into adoption — then hand it over.
We help organizations translate strategy into sustained behavior change by equipping leaders, engaging teams, and designing the conditions for people to adapt with confidence and sustain performance over time.
Our commitments
Six commitments, and what each one costs us
Values are what we believe. Commitments are what we hold when holding them is expensive — so we have written down the price.
01
Diagnose before prescribing
Every engagement opens with a diagnostic, and we hold that line even when a client arrives certain of what they need. We identify the actual constraint, in writing.
What it costs usWe lose work by telling clients the problem is somewhere else. We would rather lose the engagement than deliver against the wrong problem.
02
Build to leave
Ownership transfer is planned in the first week, not improvised in the last. Internal champions are prepared and certified as facilitators where appropriate, documentation is left in a form your team will maintain, and measurement goes to someone with authority to act on it.
What it costs usWe design ourselves out of recurring revenue. If you need us again next year for the same problem, we did it wrong.
03
Evidence over assertion
Behavioral science, meaningful measurement, and honest data — not opinions, assumptions, or frameworks borrowed from organizations that look nothing like yours.
What it costs usSlower, less flattering answers. Sometimes the finding is that a leader's favorite initiative is not working.
04
Everyone carries a stone
A cairn is built by everyone who passes. Change belongs to the many, so we design for the frontline supervisor and the overnight workforce, not only for the steering committee.
What it costs usAlignment takes longer than executives want it to, and we will not compress it to protect a launch date.
05
Access is a design decision
Who gets developed, who gets told, and who can actually use the system are choices — and they are usually made by default. We surface them and make them deliberately.
What it costs usWe raise the question of who is being left out at moments when nobody asked, and we will not build a leadership pipeline that quietly reproduces the room it started in.
06
Steady in the messy middle
Courage is a discipline, not a temperament. The hardest stretch of any change is after the launch and before the results, when attention has moved on. We stay.
What it costs usWe turn down work we do not have the capacity to finish, and we decline engagements scoped to end at go-live.
The name
Why Braveheart
Sir William Wallace is our founder's ancestor. What's remembered is the defiance; what's useful is the method. At Stirling Bridge he won by choosing ground that neutralized a stronger opponent, and by convincing ordinary people that acting together was less dangerous than waiting.
The mark is a cairn. In the Highlands a cairn is built one stone at a time by everyone who passes, and it marks the route for whoever comes next. It is close to a literal description of the work: we don't transform organizations overnight — we build capability leader by leader, team by team, change by change.
Courage isn't a personality trait. It's an organizational capability — and capability can be built.
Start with a conversation, not a proposal
An hour. We'll tell you honestly whether we're the right fit — even if that means pointing you in another direction.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
An hour. We'll tell you honestly whether we're the right fit — even if that means pointing you in another direction.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
It helps to know three things: roughly how many people are affected, what you have already tried, and what has to be true twelve months from now. If you're still defining the challenge, that's perfectly fine — we'll work through it together.
Programs
Programs we build and deliver
Four named programs, each co-created with G-FORCE Collaborations and customized to the organization in front of us rather than delivered as a fixed curriculum. Every one of them is built to change behavior that a manager can see, not to fill a day.
The catalog
Four programs, one method
Leader Ready™ and Change-Ready Leadership™ are a pathway — the first prepares people for leadership, the second develops them once they are in it. Certified Workplace Ready™ and Sensitivity and Inclusion stand on their own.
Certified Workplace Ready™ meets people entering work. Leader Ready™ develops the ones an organization is betting on before a title arrives. Change-Ready Leadership™ takes them once they are leading through change. Sensitivity and Inclusion runs across all of it, wherever a workforce needs a shared professional standard.
All four are organized around THE BRAVEHEART METHOD™ — Ground, Rally, Advance, Hold — so a participant who moves between them is not learning a new vocabulary every time.
Not sure which one you need?
That is a normal place to start. The diagnostic conversation is free and often ends with us naming a different problem than the one you called about.
A modular leadership development curriculum for the leaders carrying a transformation. Most organizations do not lack a plan — they lack the readiness to act on it.
24 modules2 required bookends22 electives3 leader tracksShort & Long FormsNothing over 4 hours
Leadership development usually fails for one of three reasons: it teaches content nobody applies, it happens to people rather than with them, or it ends the day the workshop ends.
Every module in this curriculum is designed around a single standard — a leader leaves able to do something differently on Monday, and their organization can see it by the following quarter. If you need us again next year for the same problem, we did it wrong.
The program pairs Braveheart's change architecture, stakeholder strategy, and learning systems with G-FORCE's emotional intelligence and conscious-organization practice, and it is delivered to leadership populations inside live transformations rather than as standalone development.
The assessment suite
Self-awareness is measured, not asserted
Every cohort is profiled on four instruments, and the data drives both module selection and individual development planning. A 360 and an organizational change-readiness assessment complete the picture at Ground Zero.
01
DISC Behavioral Styles
How a leader behaves — pace, risk, detail, directness, and the gap between natural and adapted style.
02
Workplace Motivators & 12 Driving Forces
Why a leader does what they do — what the work has to pay them in before engagement is possible.
03
Emotional Quotient™
Self-awareness, self-regulation, motivation, empathy, and social skills — scored, and developable.
04
Stress Quotient™
Stress across seven workplace factors, read individually and by team, which is where change fatigue shows up first.
How the curriculum is built
Four stages, twenty-four modules
Every module belongs to one stage of THE BRAVEHEART METHOD™, because the stages describe how leadership capability actually gets built: you ground yourself, you rally others, you advance the work, and you hold the gain.
Stage 01
GROUND
Align Leaders
Who am I as a leader, and can I be counted on under pressure? Behavioral style, driving forces, emotional and stress quotient, learning agility, and ethical decision-making. Six electives.
Stage 02
RALLY
Engage People
Can I move people who do not report to me — and the ones who do? Coaching, crucial conversations, influence without authority, presence, psychological safety, inclusive leadership. Six electives.
Stage 03
ADVANCE
Build Capability
Can I turn intent into execution and defensible decisions? Strategic thinking, business and financial acumen, judgment under ambiguity, talent architecture, AI-fluent leadership. Five electives.
Stage 04
HOLD
Sustain Change
Can I make a change survive the messy middle? Sponsorship behaviors, adaptive leadership, resistance and change fatigue, distributed teams, measuring behavior change. Five electives.
Four structural rules
What is fixed, and what is yours
RULE 01
Two modules are required
Every engagement opens with Ground Zero and closes with Hold the Line — baseline, contract, and accountability at the front; commitment, measurement, and sustainment at the back. They are the bookends that make the middle stick.
RULE 02
Everything else is à la carte
Choose from the 22 elective modules that match your diagnostic. Nothing is bundled because it fills a day.
RULE 03
Every module comes in two lengths
A Short Form of 90 minutes and a Long Form of 3.5 hours — two and four hours for the required modules. No module runs longer than four hours, because attention is a finite resource and we treat it that way.
RULE 04
Every module runs in three tracks
The same content spine, calibrated to the altitude of the leader in the room. Track I — Frontline for new managers and team leads. Track II — Mid-Level for managers of managers and directors. Track III — Executive for VPs, C-suite, and change sponsors.
Tracks can run separately or as a vertical cohort — all three levels working the same module in the same month, which is the fastest way we know to change an organization's shared language.
The recommended architecture
The nine-month cohort journey
The à la carte catalog is real, and many clients start with two or three modules. But the results we can defend come from a cohort journey.
Diagnostic, weeks -6 to 0. Organizational change-readiness assessment, sponsor alignment, the full instrument battery, and module selection built from the data.
Ground Zero, month 1. Required opening module in Long Form, cohort contracting, pod formation, and a manager contracting touchpoint.
Core sequence, months 1–8. Eight elective modules, one a month, Long Form, selected from the four stages.
Coaching, months 1–9. Six individual sessions with a certified executive coach.
Peer pods, monthly. Sixty-minute accountability pods of four to five, self-facilitated after month two.
Action learning, months 2–9. A real business problem assigned by your sponsors, worked in teams and reported back to them.
Manager touchpoints, months 1, 5 and 9. Contracting, mid-point calibration, and commitment conversations.
Hold the Line, month 9. Required closing module plus an action-learning showcase to sponsors.
Measurement, +90 and +180 days. Behavior change check, manager and direct-report pulse, and action-learning business impact.
Participant investment: roughly 70 hours over nine months — 36 facilitated, 6 coaching, about 8 in peer pods, and about 20 on action learning. Cohorts run 12 to 20 people, in person, virtually, or blended. Bilingual delivery in English and Spanish is available across all modules.
What makes this different
Six commitments
Diagnostic first, always. We do not sell you a curriculum before we know what your constraint is.
Practice over content. Long Form modules are built around rehearsal with observed feedback — the behavior gets performed in the room before it is asked for at work.
The manager is in the program. Three structured touchpoints with each participant's own manager. Development a manager never sees does not survive contact with the job.
Real work, not case studies. The action-learning problem is assigned by your sponsors and reported back to them.
Measured at 90 and 180 days. Behavior change and business impact, not satisfaction scores.
We build capability, not dependency. Facilitator certification and internal-coach development are available so you can run this without us.
Engagement options
Six ways in
Single module — one module, one track, Short or Long Form
Module series — three to five modules built from a light diagnostic
Cohort journey — the full nine-month architecture with coaching, action learning, and measurement, for 12–20 participants
Vertical deployment — three tracks running in parallel across leadership levels, 36–60 participants
Train-the-facilitator — certification of four to six internal facilitators plus a materials license
Sponsor intensive — Track III modules delivered to the executive team only
Investment is quoted per engagement following the diagnostic. Pricing reflects scope, track count, cohort size, delivery mode, and measurement depth.
A 45-minute diagnostic conversation about Change-Ready Leadership™. No deck, no pitch — we find out what your actual constraint is and tell you honestly whether this is the right instrument for it.
High-potential programs: well-funded, typically poor results
High-potential programs reliably improve retention and reliably fail to produce readiness. What follows is a set of answers to specific, documented failure modes — not a curriculum looking for a buyer.
Only about one in seven high performers is actually high-potential
Performance is evidence of the present. Potential is a prediction about complexity, scope, and ambiguity the person has never faced. Most nomination processes cannot tell the two apart, so they promote the Peter Principle on a schedule.
Roughly 40% of internal high-potential moves end in failure
Almost none of it is capability failure. It is derailment, absent sponsorship, and a manager who never signed up for any of it.
About one in four HR leaders considers their strategy successful
Meanwhile roughly two-thirds of companies have shifted budget away from other talent investments to fund these programs. The money moved; the outcomes did not.
Two-thirds of high-potentials are dissatisfied with their development
Retention rises — identified employees stay at far higher rates. But retention without readiness just means you are keeping people who are still not ready, and paying them more to wait.
Sources: Gartner and CEB high-potential benchmarking, the Corporate Leadership Council, and Korn Ferry potential research. We will walk your sponsor group through the underlying data in the diagnostic conversation.
Potential, measured
Six instruments versus a nomination form
Four instruments profile every cohort, and two more do the work specific to potential. The data drives module selection, track placement, and the readiness call at the close — which is what makes this a talent decision rather than a training event.
DISC Behavioral Styles — how they behave: pace, risk, detail, directness, and the style they adapt into at work.
Workplace Motivators and the 12 Driving Forces — why they want it, and whether the ambition on display is actually theirs.
Emotional Quotient™ — how they self-manage, scored and developable.
Stress Quotient™ — what it is costing them. High-potentials are given more, sooner, and say less about it.
Learning agility — the strongest single predictor of post-promotion success, and a capability only about 15% of the workforce holds at a high level.
Derailment risk — which is what actually explains most failed high-potential moves, and the measure most often missing from a talent review.
A 360 and an organizational readiness scan complete the baseline, and the 360 repeats at close as the readiness delta. Every instrument is debriefed by a certified practitioner, never delivered as a filed report.
How the program is built
Four stages, calibrated to pre-leadership altitude
Leader Ready™ is organized around THE BRAVEHEART METHOD™ — the same four stages as Change-Ready Leadership™, pitched at people who do not have the title yet.
Stage 01
GROUND
Know Yourself Honestly
Potential, agility, and the honest read — find out what you actually are before anyone builds a plan on it.
Stage 02
RALLY
Lead Before Authority
Influence, candor, and being known — lead people who do not report to you, which is the only kind of leading you can practice from here.
Stage 03
ADVANCE
Think Like the Business
Acumen, judgment, and enterprise view — stop optimizing your function and start reading the whole company.
Stage 04
HOLD
Prove It and Pass It On
Execution, evidence, and readiness — convert a designation into a defensible case, then build the bench behind you.
Two layers
A catalog of modules is not a program
LAYER ONE
The program architecture
Thirty components across five families — diagnostic and entry, selection and communication, the development spine, experiential work, and governance. This is the layer that separates a program from a course, and the layer most often cut first.
LAYER TWO
The curriculum
Thirty-one modules across the four stages, two of them required. Every engagement opens with Named and closes with Ready or Not: baseline, evidence and a three-signature contract at the front; an honest readiness call and a handoff at the back.
The evidence is consistent — roughly 70% of leadership capability is built through experience, 20% through other people, and 10% through formal learning. Most failing programs invert it. Every module comes in a Short Form of 90 minutes and a Long Form of 3.5 hours, and nothing runs longer than four hours.
Three tracks, one spine
Tracked by distance from the role, not by title
Change-Ready Leadership™ tracks by altitude. Leader Ready™ tracks by how far a participant is from the role, because two people at the same level can be eighteen months apart in readiness — and treating them identically is how programs lose the ones who are closest.
TRACK 1
Ready Now
Named successor or slated candidate. A role is visible. The work is closing a short list of gaps fast and de-risking the move.
Horizon0–12 months
TRACK 2
Ready Next
Strong performer with a clear direction of travel. The work is breadth, exposure, and the first real stretch outside the comfort zone.
Horizon1–2 years
TRACK 3
Ready Later
Early-career or newly identified. The work is agility, self-awareness, and finding out whether the aspiration is real before the organization bets on it.
Horizon2–4 years
Tracks can run separately or as a vertical cohort. Running all three together is slower to schedule and considerably faster at changing the language an organization uses about potential.
What makes this different
Six commitments we will be held to
Evidence over designation. Nobody finishes with a certificate. They finish with a portfolio of behavior change, an action-learning result, and a sponsor who has gone on record about their readiness.
The manager signs the contract. The participant's own manager is the most common point of failure in this category and is almost never held to anything. Here they sign, they are trained, and they are asked at the close what they supplied.
Nobody graduates automatically. The closing module produces three dispositions — advance, extend, redirect — each with something concrete attached. A program where everyone passes tells you nothing you can use in a succession conversation.
70-20-10 held honestly. The design is checked against the evidence as it is built. If you want a curriculum-only program we will build it, and we will say plainly what it is.
We will tell you who is not a high-potential. Including, sometimes, most of the list you handed us. A program built on the wrong six is an expensive way to create resentment.
Built to hand off. This program has a named successor and an exit. If we designed it well, you do not need us for the same problem next year.
Engagement options
Six ways in
Diagnostic only — potential definition, nomination calibration, and a written recommendation on whether you have a high-potential problem or a different one. Four to six weeks.
Single module — one module, one track, Short or Long Form. Usually a pilot.
Module series — three to six modules, one track, no experiential layer. Honest about what it is.
Full cohort program — both layers: diagnostic, twelve modules, coaching, mentoring, action learning, governance, dispositions. Twelve months.
Pathway — Leader Ready™ followed by Change-Ready Leadership™ for participants dispositioned advance. Twenty-one months.
Program review — we run the design-integrity check on the high-potential program you already have. Three to four weeks.
Investment is quoted per engagement following the diagnostic. Pricing reflects scope, track count, cohort size, delivery mode, and measurement depth.
A 45-minute diagnostic conversation about Leader Ready™. No deck, no pitch — we find out what your actual constraint is and tell you honestly whether this is the right instrument for it.
Choose what this client's program includes. The bar below tracks the selection; the Pricing section at the foot turns it into an investment sheet.
Layer one — the program architecture
Thirty components across five families. This is the layer that separates a program from a course, and it is the layer most often cut first. The evidence is consistent: roughly 70% of leadership capability is built through experience, 20% through other people, and 10% through formal learning — and most failing programs invert it.
Diagnostic & Entry
6 of 6 selected
Who gets in, on what evidence, and how the bias gets controlled. Skip this layer and the rest of the program is an expensive bet on a hunch.
Potential definition workshop
Half day, sponsor group
Write down what high potential means in this organisation before anyone is named. Values, behaviours, and the altitude the definition is calibrated to. Output is a definition that survives contact with a promotion decision.
Nomination and calibration session
Half day per talent group
Structured nomination against the definition, 9-box or equivalent, and a facilitated calibration that surfaces the same-names-every-year pattern. Bias controls run live rather than as a disclaimer.
Assessment battery
2 hrs per participant
DISC, Workplace Motivators and 12 Driving Forces, Emotional Quotient™, Stress Quotient™. Debriefed by a certified practitioner, never delivered as a filed report.
Learning agility and derailment measure
1 hr per participant
The two data points most predictive of post-promotion success and failure, and the two most often missing from a talent review.
360 feedback
2 weeks collection
Manager, peers, reports where they exist, and one cross-functional partner. Repeated at close as the readiness delta.
Organizational readiness scan
1 week
Whether the organisation can actually absorb the leaders it is building — open roles, sponsor bandwidth, manager capability, and whether the last cohort went anywhere.
Selection & Communication
5 of 5 selected
The designation is a communication event whether you plan it or not. Unplanned, it produces rumour, resentment, and a cohort that thinks it has been promised something.
Disclosure strategy: told or not told
2 hrs, sponsor group
Research leans toward telling — engagement and retention both rise. But telling without a plan attached is worse than silence. This session makes the call and builds the framing.
Cohort announcement and non-selected plan
2 hrs + rollout
What participants are told, what their peers are told, and what managers of non-selected employees are equipped to say. The morale damage from this program is almost entirely preventable and almost never prevented.
Individual development plan architecture
Template + 1 hr per participant
A single IDP format tied to the potential definition, the assessment data, and the development contract. Reviewed at midpoint, not filed.
Tri-party development contract
1 hr per participant
Participant, manager, and executive sponsor sign the same document. This is the structural fix for the most common failure mode in the category.
Redirect conversation and off-ramp design
2 hrs design + 1 hr per case
What gets said, by whom, and when, to a participant who is not going to lead — and what is offered inside the same conversation rather than three months later. Designed before the program starts, because designing it in the moment is how you lose the person.
Development Spine
6 of 6 selected
The 20 in 70-20-10. Social learning is where behaviour change actually consolidates, and it is the first thing cut when budget tightens.
1:1 executive coaching
6 hrs per participant
Six sessions across the program, contracted for confidentiality, oriented to the development contract without reporting on it.
Peer pods
8 hrs per participant
Groups of four to five, facilitated for the first two months and self-running after. Designed to survive the end of the program.
Senior mentor matching
6 hrs per participant
Matched one to two levels above the target role — near enough to remember the work, senior enough to model the next step.
Mentor training
3 hrs, mentor group
Mentors are usually volunteered and rarely prepared. Three hours here prevents most of the wasted pairings.
Reverse mentoring
4 hrs per pair
Participants mentor an executive on something they genuinely know better. Changes the power dynamic and gives the executive a reason to stay engaged.
Executive sponsor assignment
Ongoing
A named sponsor who spends capital, supplies experiences, and delivers the honest readiness call at the close. Not the same person as the manager.
Experiential
5 of 5 selected
The 70. Programs that skip this layer produce well-informed people who are no more ready than when they started. This is the layer the design-integrity check watches hardest.
Action-learning project
20 hrs per participant
A real business problem, assigned by a sponsor, with an executive readout at the close. The primary evidence in the readiness portfolio.
Stretch assignment design
3 hrs design + duration
A deliberate first-time condition inside the current role, designed with the manager and calibrated so failure is survivable and instructive.
Rotation or acting role
4–12 weeks
Cross-functional rotation, secondment, or covering a role during a leave. The most powerful and least used component in most programs.
Business simulation
4–8 hrs
A compressed general-management or in-basket simulation that surfaces judgment under pressure in a way no classroom module can.
Skip-level shadowing
2–4 days
Structured observation of a leader two levels up, with a debrief. Cheap, and consistently rated among the most useful things participants do.
Exposure & Governance
8 of 8 selected
Exposure is what participants remember. Governance is what makes the program survive a change of CHRO.
Executive fireside series
4 x 90 min
Unscripted sessions with senior leaders on real decisions, including the ones that went badly. Sanitised versions are worse than nothing.
Board or leadership-team presentation
Half day
Cohort presents its action-learning findings and organisational recommendations to the group that can act on them.
Manager enablement session
3 hrs, manager group
The participants' managers, briefed on what they are expected to supply and what happens if they do not. The highest-return three hours in the whole design.
Talent review and succession integration
Quarterly
Program outputs feed the succession slate rather than sitting in an L&D folder. Without this, the program is training, not talent management.
Measurement architecture
Design + quarterly
Behaviour change, readiness movement, retention, internal fill rate, and business impact from action learning. Defined at the start so the baseline exists.
Alumni and next-cohort design
Ongoing
What happens after graduation, how the designation gets re-earned, and how graduates feed the next cohort's nomination process.
Expert and individual-contributor track design
3–5 weeks
A parallel ladder with real titles, real bands and published progression criteria. Without one, "we value individual contributors" is a slogan, and every redirect conversation is a demotion conversation wearing a nicer jacket.
Re-entry and re-nomination criteria
2 hrs, sponsor group
Redirect is a reading of now, not a life sentence. Aspiration at 29 is not aspiration at 36. Written criteria for how someone re-enters the pipeline keep the decision honest and keep the person in the building.
Deselect freely — but watch the design-integrity check in the bar above. It is not a sales device. It is the same check we would run on your existing program if you asked us to review it.
Layer two — the module catalog
Click any module to open its outcomes, both session lengths, and the three track calibrations. Modules marked CRL › carry the emerging-leader treatment and hand off to a fuller module in Change-Ready Leadership — the successor is named inside.
Required · Bookends
The two required modules
Every engagement opens with Named and closes with Ready or Not
Premise. Every high-potential program that fails, fails here. Someone is told they are special, no one tells them what that means, and no one signs anything. This module converts a nomination into evidence, and evidence into a contract with three signatures on it.
Outcomes — participants will be able to:
Interpret their own potential data — DISC, Driving Forces, EQ™, SQ™, learning agility, derailment risk and 360 — without either deflating or inflating it
State the difference between what they have delivered and what they could carry, in their own words
Name the two gaps that stand between them and the role they are being developed toward
Sign a development contract that their manager and their executive sponsor have also signed
Explain what the designation does and does not guarantee, so nobody spends a year waiting for a promotion that was never promised
Choose a session length
Track calibration
Track 1 — Ready Now
Gap closure against a named role, and a candid derisking conversation about the move.
Track 2 — Ready Next
Breadth gaps and the exposure plan that will close them.
Track 3 — Ready Later
Testing whether the aspiration is real before the organisation invests further.
Premise. Graduation is not readiness. This module makes the participant argue their own case with evidence, lets the sponsor answer honestly, and sets what happens next — including the honest outcome where the answer is not yet. It is also the handoff: those who are ready move into Change-Ready Leadership.
Outcomes — participants will be able to:
Present an evidence portfolio — behaviour change, action-learning results, stretch performance — rather than a completion certificate
Receive a candid readiness call from a sponsor and respond to it without collapsing or arguing
Hear a disposition of advance, extend or redirect as information about fit rather than a verdict on worth
Name what they will teach forward, and to whom, within 90 days
Operate a peer structure that continues without a facilitator
Enter Change-Ready Leadership with a live constraint already identified
Choose a session length
Track calibration
Track 1 — Ready Now
Disposition against the named role and the transition plan for the first 90 days.
Track 2 — Ready Next
Which experiences to bank next, and the sponsor who will supply them.
Track 3 — Ready Later
An honest continue-or-not decision, made with the participant rather than about them.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module GZ — Ground Zero, taken after readiness is established.
01Stage 1 of 4
GROUND
Know Yourself Honestly
Potential, Agility, and the Honest Read — find out what you actually are before anyone builds a plan on it.
Am I actually high-potential, or just good at the job I already have?
8 elective modules
Premise. Only about one high performer in seven is also high-potential. Performance is what you have already done; potential is what you could carry. Most people have never been told the difference, and most organisations have never written it down.
Outcomes — participants will be able to:
Distinguish performance from potential using the ability, aspiration and engagement model
Assess their own aspiration honestly, including the parts of leadership they do not actually want
Explain why the designation is a bet, not a reward
Identify which of the three components is their own weakest link
Choose a session length
Track calibration
Track 1 — Ready Now
Testing the bet the organisation has already placed on them.
Track 2 — Ready Next
Building the case that the bet is worth placing.
Track 3 — Ready Later
Deciding whether they want to be in the running at all.
Premise. Roughly 15% of the workforce is highly learning agile, and it is the single strongest predictor of who succeeds after a promotion. Agility is not intelligence and it is not eagerness. It is what someone does in the first fortnight of a job they do not yet know how to do.
Outcomes — participants will be able to:
Read their own agility profile across mental, people, change and results dimensions
Recognise the default move they reach for when a situation is genuinely new — and why it was learned
Extract a transferable lesson from a recent failure rather than an anecdote
Design a first-time-condition experiment to run before the next session
Choose a session length
Track calibration
Track 1 — Ready Now
Agility under transition pressure — the promotion is the first-time condition.
Track 2 — Ready Next
Deliberately accumulating first-time conditions before the role arrives.
Track 3 — Ready Later
Building the habit early, when the cost of a bad experiment is low.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module A5 — Learning Agility, taken after readiness is established.
Premise. DISC describes how someone behaves — pace, risk, detail, directness. For an emerging leader the interesting number is not the graph but the gap between natural and adapted style, because that gap is where the energy goes and where the mask slips under pressure.
Outcomes — participants will be able to:
Read their own DISC graph, natural and adapted
Name what their style costs other people when they are stretched or unaware
Flex deliberately to the person in front of them rather than defaulting
Predict which style clash will cost them most in the role they are aiming at
Choose a session length
Track calibration
Track 1 — Ready Now
Flexing to the stakeholders who will decide the appointment.
Track 2 — Ready Next
Reading style across a wider set of peers and cross-functional partners.
Track 3 — Ready Later
Basic self-awareness and the shift from being liked to being effective.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module G1 — Know Your Wiring, taken after readiness is established.
Premise. Driving Forces explain why someone works, not how. For high-potentials this matters twice over: it explains what will keep them, and it exposes whether the ambition on display is theirs or borrowed from a parent, a peer group, or a job title they once admired.
Outcomes — participants will be able to:
Interpret their Driving Forces and name their top and bottom motivators
Test whether their stated ambition is actually paid for by what leadership roles offer
Identify what the organisation would have to keep paying them in to retain them
Recognise where their motivators will collide with a future team's
Choose a session length
Track calibration
Track 1 — Ready Now
Whether the specific role on offer pays in their currency.
Track 2 — Ready Next
Which paths would suit and which would quietly starve them.
Track 3 — Ready Later
Separating genuine aspiration from inherited expectation.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module G2 — What Drives You, taken after readiness is established.
Premise. High-potentials are given more, sooner, with less support, and are the least likely to say so. EQ™ measures whether they can self-manage; SQ™ measures what it is currently costing them. Together they predict who burns bright and who burns out before the role arrives.
Outcomes — participants will be able to:
Interpret EQ™ and SQ™ scores as developable rather than fixed
Name their own tell — the observable behaviour others see before they notice it themselves
Identify which of the seven workplace stress factors is loading them hardest
Set one boundary and one recovery practice they will actually keep
Choose a session length
Track calibration
Track 1 — Ready Now
Sustaining performance through a visible, scrutinised transition.
Track 2 — Ready Next
Building reserves before the demand step-change arrives.
Track 3 — Ready Later
Establishing habits early, before the pattern hardens.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module G3 — Emotional Quotient™, taken after readiness is established.
Premise. Nearly half the people identified as high-potential do not succeed in the next role, and roughly 40% of internal HiPo moves end in failure. Very few of those failures are capability failures. They are derailment — a strength overused, a blind spot protected, a relationship nobody repaired.
Outcomes — participants will be able to:
Identify their own top two derailment risks from assessment data and history
Trace each derailer back to the strength it is the overuse of
Recognise the early-warning signals other people see first
Recruit one person willing to tell them when it is happening
Choose a session length
Track calibration
Track 1 — Ready Now
Derisking a live appointment — the failure modes are close and specific.
Track 2 — Ready Next
Catching the pattern while the stakes are still recoverable.
Track 3 — Ready Later
Learning what overuse looks like before anyone has built a workaround.
Premise. Being told you are high-potential is the fastest way to stop hearing the truth. People start managing you. Feedback softens, then thins, then stops. The counter-move is not thicker skin — it is a deliberate practice of going and getting it before it has to come and find you.
Outcomes — participants will be able to:
Ask for feedback in a form that produces something usable rather than reassurance
Hold a defensive reaction long enough to hear the content
Separate the signal from the delivery when the delivery is poor
Close the loop so that the person who told them the truth does it again
Choose a session length
Track calibration
Track 1 — Ready Now
Hearing the reservations decision-makers hold but have not voiced.
Track 2 — Ready Next
Building the channels now, before the flattery starts.
Track 3 — Ready Later
Learning to ask, which most people never do at all.
Premise. Ambition is a pressure, and pressure is where character gets tested first — usually in small, deniable, career-convenient increments. The people watching are the ones who will be led by this person later, and they are keeping score already.
Outcomes — participants will be able to:
Recognise the specific ethical pressures that attach to being visible and ambitious
Work a grey-area decision using a stated framework rather than instinct
Dissent upward without becoming a liability
Name their own line in advance, while it is still cheap to name
Choose a session length
Track calibration
Track 1 — Ready Now
Ethics at the altitude where decisions become consequential and quiet.
Track 2 — Ready Next
Building the reflex before the pressure has real money on it.
Track 3 — Ready Later
Learning where the lines are and who to ask when they blur.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module G6 — Integrity in the Gray, taken after readiness is established.
02Stage 2 of 4
RALLY
Lead Before Authority
Influence, Candor, and Being Known — lead people who do not report to you, which is the only kind of leading you can practice from here.
Can I move people without a title to do it with?
8 elective modules
Premise. The skills that got someone identified are the skills they now have to stop using. Every first transition fails the same way: the best individual contributor becomes the bottleneck, does the work themselves because it is faster, and wonders why the team never grows.
Outcomes — participants will be able to:
Name the specific work they are still doing that is no longer theirs
Delegate a task at the right altitude — outcome, not method — and survive it being done differently
Recognise the identity loss inside the transition and why it hurts
Redefine what a good day looks like when the output is other people's
Choose a session length
Track calibration
Track 1 — Ready Now
Handing over the current role cleanly so the move is not blocked by irreplaceability.
Track 2 — Ready Next
Practising the shift on projects before it is permanent.
Track 3 — Ready Later
Recognising the trap early, while still an individual contributor.
Premise. Coaching is the highest-leverage thing an emerging leader can practise, because it requires no authority. It is also the fastest way to find out whether someone actually wants to lead: people who like being right find coaching unbearable.
Outcomes — participants will be able to:
Run a coaching conversation without slipping into advice
Ask a question that opens rather than one that leads to the answer they already had
Coach a peer, which is harder and more useful than coaching a report
Recognise when the moment calls for direction rather than coaching
Choose a session length
Track calibration
Track 1 — Ready Now
Coaching people who will shortly report to them.
Track 2 — Ready Next
Coaching peers and cross-functional partners as an influence strategy.
Track 3 — Ready Later
Learning to listen before the authority makes listening optional.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module R1 — Coaching as a Default, taken after readiness is established.
Premise. Emerging leaders avoid conflict for a rational reason: they have no authority to fall back on and they have to keep working with everyone. The result is a backlog of unsaid things that becomes visible the moment they get promoted.
Outcomes — participants will be able to:
Open a high-stakes conversation without triggering defensiveness
Say the hard thing to someone who outranks them
Stay in a conversation once emotion enters it
Repair a relationship they have already damaged
Choose a session length
Track calibration
Track 1 — Ready Now
Candor with the peers who will become direct reports.
Track 2 — Ready Next
Clearing the backlog before it follows them into the role.
Track 3 — Ready Later
Building the habit while the conversations are still small.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module R2 — Crucial Conversations, taken after readiness is established.
Premise. This is the defining skill of the pre-leadership years and the one most people are told not to name. Politics is not a dirty word; it is how decisions actually get made in the gaps between the org chart. Refusing to learn it is not integrity, it is just a slower career.
Outcomes — participants will be able to:
Map the stakeholders around a real initiative, including the quiet ones
Distinguish the stated decision process from the actual one
Build a coalition before the meeting rather than arguing inside it
Trade, concede, and bank credit deliberately
Choose a session length
Track calibration
Track 1 — Ready Now
Influencing the specific people who will decide the appointment.
Track 2 — Ready Next
Building the network that makes the later ask possible.
Track 3 — Ready Later
Learning to read the room before needing to move it.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module R3 — Influence Without Authority, taken after readiness is established.
Premise. Presence is not polish. It is whether people believe you when the room is difficult. High-potentials are watched more than they know and judged on a handful of moments — the update to the executive group, the answer under challenge, the thing they said when it went wrong.
Outcomes — participants will be able to:
Deliver a point in a form an executive can act on in under two minutes
Hold composure under challenge without becoming brittle or deferential
Tell a story that carries a business point rather than decorating one
Read and adjust to the room in real time
Choose a session length
Track calibration
Track 1 — Ready Now
The specific forum where readiness will be judged.
Track 2 — Ready Next
Building a reputation ahead of the ask.
Track 3 — Ready Later
Basic credibility and the discipline of brevity.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module R4 — Executive Presence, taken after readiness is established.
Premise. Mentors give advice; sponsors spend capital. Most high-potentials have mentors and no sponsor, and cannot tell the difference until a decision is made in a room they were not in. Being excellent and invisible is a strategy for staying where you are.
Outcomes — participants will be able to:
State the difference between a mentor, a coach and a sponsor, and audit which they actually have
Identify the two people whose advocacy would most change their trajectory
Make a sponsor's advocacy easy by giving them something specific to say
Build a network deliberately rather than by proximity and accident
Choose a session length
Track calibration
Track 1 — Ready Now
Activating existing sponsors for a live decision.
Track 2 — Ready Next
Building sponsorship deliberately over the next 18 months.
Track 3 — Ready Later
Learning that the work does not speak for itself.
Premise. High-potential programs reproduce whoever picked them unless someone interrupts the mechanism. The same names get nominated, the quieter performers and the less visible roles get missed, and the pipeline narrows a little more each cycle. Participants are inside that mechanism, and will soon be running it.
Outcomes — participants will be able to:
Recognise how potential gets mis-seen, including in their own judgments
Draw contribution out of people who do not volunteer it
Interrupt a pattern in a meeting without making an enemy
Name who is missing from a room and say so
Choose a session length
Track calibration
Track 1 — Ready Now
Running inclusive talent decisions in the role they are about to hold.
Track 2 — Ready Next
Widening their own network and nomination habits now.
Track 3 — Ready Later
Learning to notice who is not speaking.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module R6 — Inclusive Leadership, taken after readiness is established.
Premise. The relationship with the manager is the most common failure point in a high-potential program. Managers hoard talent, skip the check-ins, and quietly resent the stretch assignment that costs them capacity. The participant cannot fix that structurally, but they are not powerless in it.
Outcomes — participants will be able to:
Run a manager relationship deliberately rather than reactively
Ask for what the development plan requires without sounding entitled
Give an executive information in the form they can use
Manage a manager who is a blocker without going around them destructively
Choose a session length
Track calibration
Track 1 — Ready Now
Managing the executive relationships that surround the appointment.
Track 2 — Ready Next
Making the manager an ally in the development plan rather than a toll gate.
Track 3 — Ready Later
Learning to be easy to invest in.
03Stage 3 of 4
ADVANCE
Think Like the Business
Acumen, Judgment, and Enterprise View — stop optimising your function and start reading the whole company.
Do I understand how this business actually makes and loses money?
7 elective modules
Premise. The most common gap between a strong functional performer and a credible enterprise leader is that they cannot read the numbers. Not accounting — the story the numbers tell about where this business makes money, where it leaks, and which lever actually moves.
Outcomes — participants will be able to:
Read a P&L, balance sheet and cash flow well enough to ask a good question
Explain how their own function creates or destroys value in the company's model
Build a business case with defensible assumptions
Recognise when a number in a deck is doing rhetorical rather than analytical work
Choose a session length
Track calibration
Track 1 — Ready Now
Owning or influencing a P&L in the target role.
Track 2 — Ready Next
Building the fluency before it is assumed.
Track 3 — Ready Later
First literacy — reading the statements without embarrassment.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module A2 — Business and Financial Acumen, taken after readiness is established.
Premise. Most people described as strategic are actually just long-range. Strategy is choice, and choice means something gets declined. Emerging leaders rarely get practice at declining, because everything they have been rewarded for so far has been doing more.
Outcomes — participants will be able to:
Distinguish a strategy from a plan, a goal, and an aspiration
Trace a line from corporate intent to something on their own calendar
Name what their team should stop doing and defend it
Spot the strategic incoherence in a stated plan
Choose a session length
Track calibration
Track 1 — Ready Now
Making and defending real trade-offs at the target altitude.
Track 2 — Ready Next
Practising choice on projects with real constraints.
Track 3 — Ready Later
Learning to see the whole board rather than their square of it.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module A1 — Strategic Thinking, taken after readiness is established.
Premise. Senior roles are mostly decisions made on partial information under time pressure, and the people who struggle are usually those who were rewarded early for being right rather than for being fast enough and honest about uncertainty.
Outcomes — participants will be able to:
Decide at the right speed for the reversibility of the decision
State the assumptions a decision rests on and what would falsify them
Read data critically without either dismissing it or worshipping it
Say what they do not know without losing the room
Choose a session length
Track calibration
Track 1 — Ready Now
Decisions with real consequence and visible ownership.
Track 2 — Ready Next
Building judgment on lower-stakes calls first.
Track 3 — Ready Later
Learning that certainty is not the standard.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module A3 — Deciding in the Fog, taken after readiness is established.
Premise. The fastest way to identify who is genuinely enterprise-ready is to ask what the function next door is measured on. Most high performers cannot answer. They have optimised their own patch for years and are about to be handed something wider.
Outcomes — participants will be able to:
Explain how each major function is measured and what it costs them when others optimise locally
Find the structural conflicts built into the operating model
Argue for an enterprise outcome against their own function's interest
Map the end-to-end path of a customer or a product through the business
Choose a session length
Track calibration
Track 1 — Ready Now
Enterprise ownership in a role with cross-functional accountability.
Track 2 — Ready Next
Deliberate breadth-building through structured exposure.
Track 3 — Ready Later
First look outside the function they grew up in.
Premise. Organisations ask high-potentials for innovation and then punish the failed experiment. Participants need both halves: how to generate and test an idea cheaply, and how to get organisational permission for the version that does not work.
Outcomes — participants will be able to:
Frame a problem in a way that admits more than one solution
Design an experiment small enough that failing it is affordable
Build the case for an unproven idea to a risk-averse audience
Distinguish a genuinely new option from a rebranded existing one
Choose a session length
Track calibration
Track 1 — Ready Now
Sponsoring and protecting other people's experiments.
Track 2 — Ready Next
Running their own experiment inside the action-learning project.
Track 3 — Ready Later
Learning to generate options rather than execute given ones.
Premise. The generation being developed now will lead teams whose work is substantially redesigned around AI. The leadership question is not which tool to buy. It is which judgments stay human, what the work becomes, and what they owe the people whose jobs change.
Outcomes — participants will be able to:
Distinguish tasks worth delegating to a model from judgments that must stay human
Redesign a real workflow and state what changes for the people in it
Interrogate an AI-produced output rather than accepting or rejecting it wholesale
Lead a team through a work change they did not choose
Choose a session length
Track calibration
Track 1 — Ready Now
Owning the redesign decision and its consequences for a team.
Track 2 — Ready Next
Getting fluent before the redesign lands on them.
Track 3 — Ready Later
Building the habits early, since this will be normal for their whole career.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module A5 — AI-Fluent Leadership, taken after readiness is established.
Premise. Emerging leaders negotiate constantly — for headcount, for budget, for priority, for their own scope — and almost none of them have been taught how. They tend to either concede early to preserve the relationship or dig in and damage it.
Outcomes — participants will be able to:
Prepare a negotiation by mapping interests rather than positions
Know their walk-away before entering the room
Create value before claiming it
Negotiate internally without spending relationship capital they will need later
Choose a session length
Track calibration
Track 1 — Ready Now
Negotiating scope, resources and terms at the target altitude.
Track 2 — Ready Next
Building the skill on internal stakes first.
Track 3 — Ready Later
Learning to ask for things at all.
04Stage 4 of 4
HOLD
Prove It and Pass It On
Execution, Evidence, and Readiness — convert a designation into a defensible case, then build the bench behind you.
If the role opened tomorrow, what would I put on the table?
6 elective modules
Premise. The action-learning project is where readiness gets proved or disproved, and it usually fails for unglamorous reasons: no clear owner, no decision rhythm, no honest status. This module gives participants the operating discipline before the project needs it.
Outcomes — participants will be able to:
Set a decision rhythm and hold to it
Give a status that is true, including when the news is bad
Manage a cross-functional team with no authority over any of them
Close a project properly, including the part where lessons get recorded
Choose a session length
Track calibration
Track 1 — Ready Now
Delivery accountability under executive visibility.
Track 2 — Ready Next
Running the action-learning project as the primary evidence.
Track 3 — Ready Later
First experience owning something end to end.
Premise. Careers are built from experiences, not from titles, and the experiences that predict senior success are known: general management, a critical or risky situation, a genuinely hard problem. Most people accumulate these by accident. This module makes it deliberate — and asks the mobility question honestly.
Outcomes — participants will be able to:
Audit which formative experiences they have and which they lack
Name the next experience worth having and who could supply it
Answer the mobility question honestly, including the constraints they are not willing to trade
Have a career conversation with their manager that is not a request for promotion
Choose a session length
Track calibration
Track 1 — Ready Now
Sequencing the last experiences before the move.
Track 2 — Ready Next
Designing the next two moves deliberately.
Track 3 — Ready Later
Setting the direction of travel before drifting into one.
Premise. The step into senior leadership adds a layer most people have never touched: boards, regulators, auditors, compliance, and the standard of evidence they expect. Handling it badly is one of the more common early-tenure failures.
Outcomes — participants will be able to:
Explain what a board or governance body actually needs from them
Present to a governance audience at the right level of detail
Identify and escalate a risk before it becomes an incident
Work with control functions as partners rather than obstacles
Choose a session length
Track calibration
Track 1 — Ready Now
Immediate — governance exposure typically arrives with the role.
Track 2 — Ready Next
Building familiarity before the first appearance.
Track 3 — Ready Later
Orientation only, so the layer is not a surprise later.
Premise. A designation that ends with the individual is a retention tactic. A designation that produces a teacher is a pipeline. This module also solves the quiet problem of the program: resentment from those not selected, answered by making participants visibly useful to them.
Outcomes — participants will be able to:
Teach one thing from the program to someone outside it, competently
Spot potential in someone else using the same criteria used on them
Coach a peer who was not selected without condescension
Nominate credibly, with evidence, for the next cohort
Choose a session length
Track calibration
Track 1 — Ready Now
Building the bench beneath the role they are about to take.
Track 2 — Ready Next
Establishing a reputation as a developer of others.
Track 3 — Ready Later
Learning that leadership is transmissible or it is not leadership.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module A4 — Talent Architecture, taken after readiness is established.
Premise. Two-thirds of high-potentials report dissatisfaction with their development, usually because nothing they did was ever converted into a case anyone could act on. This module makes each participant assemble the evidence, and teaches them to keep doing it for the rest of their career.
Outcomes — participants will be able to:
Assemble evidence of behaviour change rather than a list of attended sessions
Present the action-learning result as a business outcome
State remaining gaps without undermining their own case
Maintain the portfolio as a standing practice, not a program artefact
Choose a session length
Track calibration
Track 1 — Ready Now
The case that supports an imminent appointment decision.
Track 2 — Ready Next
The record that will support the case in a year's time.
Track 3 — Ready Later
Establishing the habit of documenting growth as it happens.
Continues in Change-Ready Leadership. This module carries the emerging-leader version. The full treatment is CRL module H4 — Measuring What Matters, taken after readiness is established.
Premise. Some participants finish this program and conclude — or are told — that people leadership is not their path. That is a legitimate and useful outcome, and it is the one most programs handle worst. These are still top-decile performers who have just spent twelve months being told they were special. Drop them quietly and you convert your best individual contributor into your most motivated flight risk.
Outcomes — participants will be able to:
Separate leadership from management from authority, and locate the influence they already hold without any of the three
Assess honestly whether the aspiration was ever theirs, or was inherited from a title, a parent, or a peer group
Map a specialist, technical or expert path with real progression, not a consolation label
State what they gain and what they give up, out loud, so the choice is made rather than defaulted into
Re-contract with their manager on what growth looks like from here
Choose a session length
Track calibration
Track 1 — Ready Now
Redirecting cleanly from a role that was nearly theirs — the hardest version, and the one most likely to end in resignation if handled badly.
Track 2 — Ready Next
Course-correcting early, while the alternative path is still a choice rather than a consolation.
Track 3 — Ready Later
Finding out now, which is the cheapest possible time to find out.
Pricing
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Delivery time
Layer one — program components (30)
Component
Billed at
Hours
Multiplier
S1
1:1 executive coaching
S2
Peer pods
S3
Senior mentor matching
S4
Mentor training
S5
Reverse mentoring
S6
Executive sponsor assignment
D1
Potential definition workshop
D2
Nomination and calibration session
D3
Assessment battery
D4
Learning agility and derailment measure
D5
360 feedback
D6
Organizational readiness scan
E1
Action-learning project
E2
Stretch assignment design
E3
Rotation or acting role
E4
Business simulation
E5
Skip-level shadowing
V1
Executive fireside series
V2
Board or leadership-team presentation
V3
Manager enablement session
V4
Talent review and succession integration
V5
Measurement architecture
V6
Alumni and next-cohort design
V7
Expert and individual-contributor track design
V8
Re-entry and re-nomination criteria
C1
Disclosure strategy: told or not told
C2
Cohort announcement and non-selected plan
C3
Individual development plan architecture
C4
Tri-party development contract
C5
Redirect conversation and off-ramp design
Layer two — modules (31), billed at the facilitator rate
Module
Short hrs
Long hrs
NR
Named: Potential, Honestly Assessed required
RN
Ready or Not: Evidence, Readiness, and the Next Stone required
G1
The Potential Equation: Ability, Aspiration, Engagement
G2
Learning Agility: The Skill That Predicts the Rest
G3
Know Your Wiring: DISC and Emerging Leadership Identity
G4
What Drives You: Motivators and the Ambition Question
G5
Emotional Quotient™ and Stress Quotient™: Regulation and Reserves
G6
Derailers: What Takes Talented People Down
G7
Feedback as Fuel: Seeking, Hearing, and Using It
G8
Integrity Before Authority: Ethics Under Ambition Pressure
R1
From Doing to Leading: The First Transition (and Letting Go)
R2
Coaching Conversations Before You're the Boss
R3
Candor, Conflict, and Repair
R4
Influence Without Authority and Political Savvy
R5
Executive Presence and Leadership Storytelling
R6
Sponsorship, Networking, and Being Known
R7
Inclusive Leadership: Widening the Circle
R8
Managing Up and the Executive Relationship
A1
Business and Financial Acumen
A2
Strategic Thinking: From Intent to Execution
A3
Deciding in the Fog: Judgment, Ambiguity, and Evidence
A4
Enterprise Perspective: Breaking the Silo
A5
Innovation and Entrepreneurial Thinking
A6
AI-Fluent Leadership: Judgment and Work Redesign
A7
Negotiation and Deal Judgment
H1
Execution Discipline: Leading Projects That Land
H2
Career Architecture: Mobility, Tradeoffs, and Willingness
H3
Governance, Risk, and Enterprise Stakeholders
H4
Teach It Forward: Building the Next Bench
H5
Your Evidence Portfolio: Proving Readiness
H6
The Other Ladder: Contribution Without Command
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The module catalog
Click any module to open its outcomes, both session lengths, and the three track calibrations. Use the filters above to narrow by stage, track, or form.
Required · Bookends
The two required modules
Every engagement includes these
Premise. Diagnostic first, always. Before a single skill is taught, participants find out where they actually stand — as leaders, and as an organization. This module converts assessment data into a personal leadership contract and establishes the accountability structure the rest of the program runs on.
Outcomes — participants will be able to:
Interpret their own assessment data — DISC, Workplace Motivators and Driving Forces, Emotional Quotient™, Stress Quotient™, 360 and change-readiness — without defensiveness
Name the two behaviors that most limit their leadership impact right now
Write a leadership contract that their manager and their peers have seen and endorsed
Explain how the organization's change-readiness profile affects what they can and cannot get done
Choose a session length
Track calibration
Track I — Frontline
Emphasis on self-awareness and the shift from doing to leading.
Track II — Mid-Level
Emphasis on the gap between intended and received signals across two layers of reporting.
Track III — Executive
Emphasis on the executive's readiness profile as an organizational constraint — the leader as the bottleneck.
Premise. A cairn is built one stone at a time by everyone who passes. This module converts a program into an ongoing practice — public commitment, peer structure, manager accountability, and a measurement date already on the calendar.
Outcomes — participants will be able to:
Present evidence of behavior change since Ground Zero
Make a specific, public, time-bound commitment witnessed by peers and their manager
Operate a peer accountability structure that continues without a facilitator
Name what they will teach to someone else within 90 days
Choose a session length
Track calibration
Track I — Frontline
Sustaining new practice under old pressure.
Track II — Mid-Level
Sustaining capability across a management layer.
Track III — Executive
Sponsoring the next cohort and embedding the practice in operating rhythm.
01Stage 1 of 4
GROUND
Align Leaders
Self-Leadership and Readiness — Build alignment, clarify direction, and unite leaders around a shared purpose.
Who am I as a leader, and can I be counted on under pressure?
6 elective modules
Premise. DISC describes how a leader behaves — the pace they set, the risk they take, the detail they demand. A style overextended becomes the derailer other people learn to work around. This module takes the DISC graph past the label and into contingent use.
Outcomes — participants will be able to:
Read your own DISC graph, including the gap between natural and adapted style
Name what your style costs you when you are under pressure or unaware
Flex deliberately to the style of the person in front of you
Choose a session length
Track calibration
Track I — Frontline
Flexing style in daily conversations with a team.
Track II — Mid-Level
Composing balanced teams from DISC data and coaching managers on style clash.
Track III — Executive
Executive team style composition and the blind spots a homogeneous top team creates.
Premise. DISC explains how a leader behaves; Workplace Motivators and the 12 Driving Forces explain why. Engagement problems are usually a mismatch between what the work rewards and what the person actually values — and leaders who cannot read that will keep solving the wrong problem.
Outcomes — participants will be able to:
Interpret your Driving Forces and name your top and bottom motivators
Recognize where your motivators conflict with a direct report's
Redesign one assignment so it pays someone in the currency they actually value
Choose a session length
Track calibration
Track I — Frontline
Motivating individuals without assuming they want what you want.
Track II — Mid-Level
Reading motivator patterns across teams and using them in assignment design.
Track III — Executive
Aligning organizational reward systems with what actually drives performance.
Premise. Everyone is emotionally intelligent on a good day. This module builds regulation for the days that aren't — the escalation, the ambush question, the bad quarter — against the five Emotional Quotient™ dimensions: self-awareness, self-regulation, motivation, empathy, and social skills.
Outcomes — participants will be able to:
Interpret your Emotional Quotient™ profile across all five dimensions
Recognize your physiological and behavioral tells before others do
Apply a regulation protocol in real time and repair afterwards
Choose a session length
Track calibration
Track I — Frontline
Composure with a direct report.
Track II — Mid-Level
Composure when absorbing pressure from above and shielding below.
Track III — Executive
Composure in high-visibility settings where the leader's affect becomes organizational weather.
Premise. The messy middle is the stretch after launch when attention has moved on and the work is hardest. Stress Quotient™ makes stress measurable across seven workplace factors, so resilience becomes a design problem with data behind it rather than a personality trait.
Outcomes — participants will be able to:
Read your Stress Quotient™ profile and identify your highest-risk factors
Distinguish stress you can design out from stress you must absorb
Build personal and team practices that survive month four
Choose a session length
Track calibration
Track I — Frontline
Personal sustainability and modeling it for a team.
Track II — Mid-Level
Reading team stress data and interrupting burnout patterns across multiple teams.
Track III — Executive
Organizational pace-setting and the executive's role in creating or preventing depletion.
Premise. The half-life of expertise is shrinking. The most reliable predictor of leadership success is no longer what a leader knows but how fast they learn from a situation they have never seen.
Outcomes — participants will be able to:
Assess your learning agility across five dimensions
Convert experience into transferable principles
Build a deliberate stretch plan
Choose a session length
Track calibration
Track I — Frontline
Building the habit of extracting lessons from ordinary work.
Track II — Mid-Level
Creating learning conditions for a group.
Track III — Executive
Enterprise learning velocity as a competitive variable.
Premise. Real ethical failures rarely involve a clear villain. They involve schedule pressure, ambiguity, and a series of individually defensible steps.
Outcomes — participants will be able to:
Apply a decision framework to genuinely ambiguous cases
Recognize the situational pressures that erode judgment
Practice raising an objection upward
Choose a session length
Track calibration
Track I — Frontline
Raising concerns without career damage.
Track II — Mid-Level
Building a climate where concerns travel upward.
Track III — Executive
Governance, tone from the top, and the cost of ambiguous executive signals.
02Stage 2 of 4
RALLY
Engage People
Leading Others — Inspire action through meaningful engagement, communication, and stakeholder alignment.
Can I move people who don't report to me — and the ones who do?
6 elective modules
Premise. The most requested capability in every leadership diagnostic we run, and the least practiced. Coaching is a default response, not a scheduled event. Facilitated by a certified executive coach.
Outcomes — participants will be able to:
Run a structured coaching conversation without solving the problem for the person
Ask questions that produce insight rather than compliance
Give developmental feedback that survives the walk back to the desk
Choose a session length
Track calibration
Track I — Frontline
Coaching a direct report on performance and growth.
Track II — Mid-Level
Coaching other managers on how they coach.
Track III — Executive
Coaching peers and successors; sponsoring rather than mentoring.
Premise. Most leaders don't avoid conflict because they lack a script. They avoid it because they haven't rehearsed. This module is deliberate practice, not theory. Aligns with Crucial Conversations certification.
Outcomes — participants will be able to:
Open a high-stakes conversation without triggering defensiveness
Hold the line on a standard while preserving the relationship
Repair a conversation that went badly
Choose a session length
Track calibration
Track I — Frontline
Performance and behavior conversations with direct reports.
Track II — Mid-Level
Conversations across peer boundaries and with underperforming managers.
Track III — Executive
Conversations with peers of equal power, with the board, and with the person who cannot be replaced.
Premise. Most of what a leader needs to accomplish depends on people they cannot direct. Political savvy is not manipulation; it is accurate reading of interests and currency.
Outcomes — participants will be able to:
Map stakeholders by influence, interest, and current position
Identify what each party actually trades in
Build a sequenced influence plan for a real initiative
Choose a session length
Track calibration
Track I — Frontline
Getting cooperation from adjacent teams.
Track II — Mid-Level
Cross-functional coalition-building and managing up.
Track III — Executive
Enterprise stakeholder architecture, board and external stakeholders, and sponsorship coalitions.
Premise. Presence is not polish. It is the alignment of substance, signal, and situation — and the ability to make an audience care about something they didn't walk in caring about.
Outcomes — participants will be able to:
Deliver a message that lands with a skeptical audience
Build a change narrative with a real stake in it
Adjust register across audiences without losing authenticity
Choose a session length
Track calibration
Track I — Frontline
Communicating decisions clearly to a team.
Track II — Mid-Level
Translating strategy downward and evidence upward.
Track III — Executive
All-hands, investor, board, and crisis communication; the executive as the message.
Premise. Safety is not comfort. High-performing teams combine high safety with high standards; most teams manage only one at a time.
Outcomes — participants will be able to:
Measure safety on your own team
Design meeting and decision practices that surface dissent
Hold standards without suppressing candor
Choose a session length
Track calibration
Track I — Frontline
Building safety inside one team.
Track II — Mid-Level
Safety across a portfolio of teams and between them.
Track III — Executive
Executive team candor and the organizational cost of unspoken disagreement at the top.
Premise. Framed as a performance capability, not a compliance obligation: who gets heard, who gets stretched, who gets sponsored — and what the organization loses when the answer is narrow. Available in English and Spanish.
Outcomes — participants will be able to:
Identify where contribution is being lost in your own team's patterns
Apply structured practices that widen participation
Sponsor deliberately rather than by affinity
Choose a session length
Track calibration
Track I — Frontline
Everyday inclusion in meetings, assignments, and recognition.
Track II — Mid-Level
Equity in talent decisions across teams.
Track III — Executive
Enterprise representation, succession equity, and executive sponsorship patterns.
03Stage 3 of 4
ADVANCE
Build Capability
Leading the Business — Equip teams with the skills, resources, and support they need to adopt, perform, and excel.
Can I turn intent into execution and defensible decisions?
5 elective modules
Premise. Strategy fails in translation far more often than in formulation. This module works the seam between what leadership decided and what the organization does on Tuesday.
Outcomes — participants will be able to:
Articulate your unit's strategy in one page a frontline employee could act on
Identify where strategy is being lost in translation
Kill work that no longer serves the strategy
Choose a session length
Track calibration
Track I — Frontline
Connecting daily work to strategic intent.
Track II — Mid-Level
Cascading and de-conflicting strategy across teams.
Track III — Executive
Strategy formulation, portfolio choice, and resource reallocation.
Premise. Leaders who cannot read the numbers cannot argue for their people. Built for non-financial leaders, taught against the client's own financial structure.
Outcomes — participants will be able to:
Read a P&L and explain your unit's contribution
Build a defensible business case
Speak about value creation in the language your CFO uses
Choose a session length
Track calibration
Track I — Frontline
Budget stewardship and cost awareness.
Track II — Mid-Level
Business case ownership and resource negotiation.
Track III — Executive
Capital allocation, enterprise value creation, and investor and board framing.
Premise. Leaders are rarely paid for the easy decisions. This module builds the discipline of deciding well with incomplete information — and of seeing the system that will absorb or reject the decision.
Outcomes — participants will be able to:
Match decision method to decision type
Map second-order effects before committing
Set reversal criteria and decision reviews
Choose a session length
Track calibration
Track I — Frontline
Escalate versus decide; decision speed at the team level.
Track II — Mid-Level
Decision rights, delegation of authority, and cross-team dependencies.
Track III — Executive
Irreversible decisions, enterprise risk, and the executive decision calendar.
Premise. Leaders are judged, eventually, on the bench they leave behind. Talent is an architecture problem, not an HR process to comply with.
Outcomes — participants will be able to:
Run a structured, bias-reduced hiring process
Make performance management a developmental instrument
Build a real succession bench with named gaps
Choose a session length
Track calibration
Track I — Frontline
Hiring well and running honest performance conversations.
Track II — Mid-Level
Calibration, talent review, and building manager capability.
Track III — Executive
Succession planning, executive bench strength, and pipeline risk.
Premise. The question is no longer whether AI enters the work. It is whether leaders can tell the difference between a decision an AI should inform and one it should not touch — and whether they can redesign work rather than bolt tools onto it.
Outcomes — participants will be able to:
Assess AI readiness in your own function
Redesign one workflow around human and AI division of labor
Set defensible guardrails for AI-assisted decisions
Choose a session length
Track calibration
Track I — Frontline
Using AI well in daily work and coaching a team through adoption.
Track II — Mid-Level
Function-level workflow redesign and adoption measurement.
Track III — Executive
Enterprise AI strategy, governance, workforce implications, and the executive's public position.
04Stage 4 of 4
HOLD
Sustain Change
Leading Change That Lasts — Reinforce progress, embed new ways of working, and sustain results over time.
Can I make a change survive the messy middle?
5 elective modules
Premise. Change fails on sponsorship more than on planning. This module is explicit about what a sponsor actually has to do — visibly, repeatedly, and in public.
Outcomes — participants will be able to:
Diagnose readiness before launch
Perform the specific sponsor behaviors adoption depends on
Build an adoption plan with named owners and observable indicators
Choose a session length
Track calibration
Track I — Frontline
Being a credible change agent for a decision you didn't make.
Track II — Mid-Level
Managing a change portfolio and translating for the frontline.
Track III — Executive
Primary sponsorship, coalition leadership, and visible personal commitment.
Premise. Most failed change is a technical solution applied to an adaptive challenge. Adaptive work requires people to change what they value, and no project plan can do that for them.
Outcomes — participants will be able to:
Distinguish technical from adaptive challenges in your own portfolio
Create a holding environment that keeps productive tension without breaking it
Give the work back to the people who must do it
Choose a session length
Track calibration
Track I — Frontline
Recognizing when a problem cannot be solved for people.
Track II — Mid-Level
Holding tension across teams during ambiguous change.
Track III — Executive
Orchestrating adaptive change at enterprise scale; regulating the heat.
Premise. Resistance is data. Fatigue is a capacity constraint. Treating either as an attitude problem is the fastest way to lose adoption.
Outcomes — participants will be able to:
Interpret resistance as information about a real gap
Measure change saturation in your own area
Sequence and stop initiatives to protect capacity
Choose a session length
Track calibration
Track I — Frontline
Working with a resistant team member.
Track II — Mid-Level
Managing cumulative load across teams.
Track III — Executive
Enterprise change portfolio governance and the discipline of saying no.
Premise. Distance amplifies every existing weakness in a team's operating rhythm. The fix is deliberate design, not more meetings.
Outcomes — participants will be able to:
Design a communication and decision rhythm that works asynchronously
Build trust and visibility without proximity
Detect disengagement early at a distance
Choose a session length
Track calibration
Track I — Frontline
Running a distributed team well day to day.
Track II — Mid-Level
Consistency and equity across sites and time zones.
Track III — Executive
Workforce location strategy and culture at distance.
Premise. Evidence over assertion. If a leadership investment cannot be defended with something other than satisfaction scores, it will be cut in the first hard budget cycle.
Outcomes — participants will be able to:
Define observable behavior indicators for your own development goals
Build a measurement plan that connects leadership behavior to business results
Run a 90-day behavior check with your manager and team
Choose a session length
Track calibration
Track I — Frontline
Tracking your own behavior change credibly.
Track II — Mid-Level
Measuring capability across teams.
Track III — Executive
Defending human capital investment at the executive and board level.
Pricing
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Delivery time
Program services (12)
Service
Billed at
Hours
Multiplier
V1
Organizational change-readiness assessment
V2
Sponsor alignment sessions
V3
360 feedback
V4
Cohort contracting and pod formation
V5
1:1 executive coaching (6 sessions)
V6
Peer accountability pods (9 monthly)
V7
Action-learning facilitation
V8
Manager touchpoints (months 1, 5, 9)
V9
Action-learning showcase to sponsors
V10
Measurement at +90 and +180 days
V11
Train-the-facilitator certification
V12
Sponsor intensive (Track III to the exec team)
Layer two — modules (31), billed at the facilitator rate
Module
Short hrs
Long hrs
GZ
Ground Zero: Readiness, Self, and the Leadership Contract required
HL
Hold the Line: Commitment, Sustainment, and the Cairn required
G1
Know Your Wiring: DISC Behavioral Styles and Leadership Identity
G2
What Drives You: Workplace Motivators and the 12 Driving Forces
G3
Emotional Quotient™: Emotional Intelligence Under Pressure
G4
Stress Quotient™: Resilience, Energy, and the Messy Middle
G5
Learning Agility: Staying Useful When the Job Changes
G6
Integrity in the Gray: Ethical Decision-Making Under Pressure
R1
Coaching as a Default: Developmental Conversations That Stick
R2
Crucial Conversations: Conflict, Candor, and Repair
R3
Influence Without Authority: Stakeholder Mapping and Political Savvy
R4
Executive Presence and Leadership Storytelling
R5
Psychological Safety and High-Performing Team Design
R6
Inclusive Leadership: Widening the Circle of Contribution
A1
Strategic Thinking: From Intent to Execution
A2
Business and Financial Acumen for Leaders
A3
Deciding in the Fog: Judgment Under Ambiguity and Systems Thinking
A4
Talent Architecture: Hiring, Performance, and Succession
A5
AI-Fluent Leadership: Judgment, Work Redesign, and Human/AI Teams
H1
Leading Change: Sponsorship Behaviors That Drive Adoption
H2
Adaptive Leadership: Technical Problems versus Adaptive Challenges
H3
Resistance, Change Fatigue, and Organizational Energy
H4
Leading Distributed, Hybrid, and Multi-Site Teams
H5
Measuring What Matters: Behavior Change and Business Impact
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Program · Co-created with G-FORCE Collaborations
Certified Workplace Ready™
A program focused on improving social-emotional skills and responsible decision-making for those new or newer to the workplace.
Employers struggle to secure and retain entry-level talent because of social and emotional skill gaps — gaps that have surfaced from systemic issues well outside any one workplace.
Certified Workplace Ready™ was created in Rochester, New York with the intent of reversing that trend: not another orientation, but a developmental program that deals with all aspects of a participant's life, because that is where the barriers to holding a job actually sit.
It is delivered jointly by Braveheart Consultants, G-FORCE Collaborations, and The Refinement Studio.
Areas of focus
What participants work on
Self-awareness, self-management, self-motivation, and self-reliance
Social awareness, social management, and relationship skills
Business and professional etiquette, behavior, and interview preparation
Responsible decision-making and the concept of choice
Diversity, equity, inclusion, and conflict management
An EQ benchmark and a personal emotional intelligence action plan
An initial and revised Life Map
The approach
A cohort, not a course
We purposely use a cohort structure to allow for experiential learning. Content is delivered and then reinforced with real-life experience and application over a ten to twelve week span.
Participants are accepted based on where they are developmentally, not on a single entry criterion
Content emphasis, storylines, and program depth vary to address individual and cohort needs
A question-based design, with in-session and intersession assignments
Validation of learning and behavior through one-on-one mentoring and coaching
Sponsoring entity team members and qualified volunteers take part, complete an awareness session, use the collaboration software, and attend team status sessions
Unique program attributes
Why it holds where readiness programs usually do not
Depth
Content depth exceeds most education and work-readiness programs.
Individual coaching
Individualized one-on-one coaching sessions are part of the design, not an add-on.
Whole-life content
Content deals with all aspects of the participant's life, which is where the real barriers sit.
A support environment
A comprehensive, collaborative delivery and support environment is built around each cohort, with facilitators who are experts in this content, in training, and in human development.
Outcomes
Qualitative and quantitative success metrics
Confidence and predictability
Receptive to self-exploration
Behavioral maturity
A lifelong, self-driven learning mindset
Enhanced problem-solving
Increased GPA and rank-in-class
Student retention
Employability and expedited onboarding
Employee retention
A program certificate
Target audiences
Who it is for
Participants represent all genders, nationalities, ethnicities, and races, range in age from 16 to 60, and are looking to work or to prepare for their next career step.
New to work
Students aged 16 to 24, people who are formally trained or educated but new to a workplace, and employees in their first sixty to ninety days.
Reentry to the workplace
People who have been displaced, refugees, those returning after behavioral fallout, and people returning to society — including veterans and the rehabilitated.
Roles and sustainability
Built to be handed over
Each cohort runs on five defined roles: a career advisor for career skills and fit, a personal advisor for barriers to success such as transportation and life issues, a program facilitator for delivery and oversight of the mentors and coaches, a mentor or life coach for learning and application, and a sponsoring entity providing funding and administrative support.
A sponsoring entity can achieve organizational independence after completing four cohorts, using a train-the-trainer approach and a near-term investment in an unlimited-use regional content license specific to that entity. Sponsoring entities are typically academic communities, non-profit and not-for-profit organizations, and entry-level employers.
A 45-minute diagnostic conversation about Certified Workplace Ready™. No deck, no pitch — we find out what your actual constraint is and tell you honestly whether this is the right instrument for it.
A facilitated program built for a specific workforce — scenarios, language, and legal grounding tailored to your industry, your sites, and your risk profile.
2- or 4-hour coreGroups up to 30Practice-basedPre and post measurementIndustry-specific scenariosFacilitator certification available
This training is built because bias — often unintentional — affects decisions every day, and because seeing more clearly and choosing differently are skills that can be practiced.
The core program runs two or four hours for groups of up to thirty, and it is designed for a named workforce rather than adapted from a generic deck. Scenarios, language, and facilitation are designed to surface cultural differences as assets rather than impose a single lens, while establishing a shared professional standard across sites and time zones. Content, length, and depth are tailored to your workforce and risk profile.
The sequence
Six modules between an opening and a close
Opening. Co-created ground rules, organizational context, and a five-question pulse check that is repeated at the end.
Understanding bias and its workplace costs. Affinity bias, attribution error, confirmation bias, maternal bias, and brilliance bias, each with an example drawn from your industry — then a blind hiring simulation that shows the effect rather than asserting it.
Race in the workplace. Microaggressions and systemic patterns, worked through a case study with a structured five-question debrief.
Motherhood, pregnancy, and caregiver bias. The caregiver penalty as it affects mothers, fathers who take leave, single parents, and people caring for aging parents — plus the legal landscape that governs it.
Gender equity, identity, and inclusion. Shared definitions, everyday language that quietly signals who belongs, and a fishbowl discussion with a structured observation guide.
Inclusive interactions and allyship. The 3D model — direct, distract, delegate — practiced in rotating triads, then the COIN framework for saying the difficult thing well.
Team equity audit and personal action planning. Groups evaluate their own workgroup against eight equity dimensions, name one quick win and one structural issue, and write a thirty-day commitment.
Close. Post-assessment against the opening baseline, a whip-around where every voice is heard, and resources to take away.
How it is taught
People practice, they don’t just listen
Nearly every module ends in rehearsal. Participants say the actual words out loud, in the room, before they are asked to say them at work.
Simulation and case work
A blind resume exercise, three narrative case studies, and a fishbowl with an outer-ring observation guide.
Role-play in rotation
Bystander scenarios worked in triads with roles rotating every five minutes, so everyone spends time as target, actor, and bystander.
Frameworks with scripts
The 3D allyship model and the COIN communication framework — context, observation, impact, next step — modeled by the facilitator, then written and spoken by each participant.
Measurement at both ends
Live digital polling on five questions at the open and the close, displayed side by side, plus the audit findings captured as an artifact for HR and L&D.
Legal grounding
The protections, without legal advice
Managers and individual contributors alike benefit from knowing the rules that govern this space. The program covers the general principles of the Pregnancy Discrimination Act, the PUMP Act, the Pregnant Workers Fairness Act, and the FMLA — what they require, and what an adverse employment action looks like under each.
Facilitators do not give legal advice and do not answer situation-specific questions in the room. Those go to your HR team or your counsel, by design, and the facilitator has your HR contact on hand throughout.
What you get
A program you can sustain
A complete facilitator guide with scripted language, timing cues, debrief questions, and anticipated resistance points
A learner workbook, slide deck, scenario cards, framework cue cards, and post-training resource cards
Pre- and post-assessment instruments and the comparison data from every session
The team equity audit findings, captured and handed to HR and L&D as program artifacts
A difficult-scenario reference for facilitators, covering disclosure, heated disagreement, distress, and refusal to participate
A thirty-day follow-up survey and a facilitator debrief process
Facilitators complete their own bias assessment before delivering, and co-facilitate their first session. Certification of your internal facilitators is available when you want to run this at scale.
Start with a conversation, not a proposal
A 45-minute diagnostic conversation about Sensitivity and Inclusion. No deck, no pitch — we find out what your actual constraint is and tell you honestly whether this is the right instrument for it.
