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
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
Nine named programs, each 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. If what you need is not in this catalog, we consult with organizations to design tailored programs from the ground up, built on the same method.
The catalog
Nine programs, one method
One method produces all nine. Ground establishes what is actually true before anything is designed, which is why every program starts from evidence rather than a curriculum. Rally builds the commitment to act on it. Advance carries the work into daily practice. Hold keeps it there after the engagement ends. Braveheart Culture Assessment™ and the Braveheart 360 are the Ground stage offered on their own; the other seven take an organization through the stages that follow.
Braveheart Culture Assessment™ sits in front of everything, because it tells you which programs an organization actually needs, and the Braveheart 360 does the same for an individual leader or team. Sensitivity and Inclusion runs across all of it, wherever a workforce needs a shared professional standard. Certified Workplace Ready™ meets people entering work. Braveheart Supervisor & Manager Development™ gives first- and second-level leaders the daily fundamentals. Braveheart Coaching Certification™ sets one standard for the one-to-one conversations where most development happens. Leader Ready™ develops the people an organization is betting on before a title arrives. Change-Ready Leadership™ takes leaders once they are carrying a transformation. Braveheart Senior & Executive Leadership Development™ works with the people at the top whose behavior sets the pace for everyone else.
All nine 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.
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.
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
Leader Ready™
A high-potential development program. Most organizations do not lack talent: they lack a way to turn it into readiness.
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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Program
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.
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.
The session catalog
Click any session to open its outcomes, both lengths, and the three track calibrations. Sessions run in sequence within a phase; phases run in order.
01Phase 1 of 5
PHASE 1
Understanding Workplace Expectations
What the workplace actually expects, stated plainly rather than assumed.
Do I know what is expected of me here?
3 sessions
Premise. Most entry-level failures are not skill failures. They are expectation failures: nobody said out loud what the job actually required, and the participant was left to infer it.
Outcomes. Participants will be able to:
Describe what an employer expects in the first 90 days, concretely
Read an organization's unwritten rules without being told them
Identify the three behaviors most likely to cost them the job
Ask a question at work without feeling diminished by asking
Choose a session length
Track calibration
Track 1: New to Work
Naming expectations before the first day.
Track 2: Early Tenure
Testing assumptions against the job they now hold.
Track 3: Reentry
Re-learning norms that may have changed while they were away.
Premise. Everyone has a reputation at work by the end of the first week. The only question is whether they chose it.
Outcomes. Participants will be able to:
State what they want to be known for, in one sentence
Audit the gap between that and how they currently present
Prepare for an interview as a conversation rather than an interrogation
Manage a digital footprint an employer will look at
Choose a session length
Track calibration
Track 1: New to Work
Interview preparation and first impressions.
Track 2: Early Tenure
Reputation repair and deliberate visibility.
Track 3: Reentry
Addressing gaps in history honestly and without apology.
Premise. Participants will work alongside people unlike them, and will be on the receiving end of that themselves. Both directions get covered.
Outcomes. Participants will be able to:
Describe what diversity, equity and inclusion mean in a working team
Recognize behavior that excludes, including their own
Respond to being excluded without escalating or absorbing it
Contribute to a team that does not look like them
Choose a session length
Track calibration
Track 1: New to Work
Preparing for a workplace they have not joined yet.
Track 2: Early Tenure
Navigating a team they are already inside.
Track 3: Reentry
Reentering an environment that may not be ready for them.
02Phase 2 of 5
PHASE 2
Building Awareness
Strengths, style and motivators, measured rather than guessed at.
Who am I at work, and what do I bring?
3 sessions
Premise. Most participants can list what they are bad at without pausing. The inventory in the other direction is usually empty.
Outcomes. Participants will be able to:
Interpret their own strengths assessment results
Give a concrete example of each top strength in action
Name where a strength has been misread as a weakness
Describe what work would look like if it used those strengths
Choose a session length
Track calibration
Track 1: New to Work
Translating strengths into interview language.
Track 2: Early Tenure
Finding where strengths fit the current role.
Track 3: Reentry
Rebuilding a picture of capability after it has been damaged.
Premise. DISC explains why the coworker who seems rude may simply be fast, and why the participant who seems disengaged may simply be careful.
Outcomes. Participants will be able to:
Read their own DISC profile, natural and adapted
Identify what their style costs other people under pressure
Flex toward a colleague or supervisor rather than defaulting
Predict which style clash will cost them most
Choose a session length
Track calibration
Track 1: New to Work
Reading a manager they have not met yet.
Track 2: Early Tenure
Adapting to the supervisor and team they have now.
Track 3: Reentry
Rebuilding working relationships deliberately.
Premise. Two people do the same job for entirely different reasons. Knowing which reason is yours predicts what you will tolerate and what will make you quit.
Outcomes. Participants will be able to:
Interpret their motivators assessment
Explain why a job that pays well can still feel wrong
Identify what a role must provide for them to stay in it
Recognize where their motivators will collide with a team's
Choose a session length
Track calibration
Track 1: New to Work
Screening opportunities for genuine fit.
Track 2: Early Tenure
Understanding why the current role does or does not hold.
Track 3: Reentry
Reconnecting work to something that matters to them.
03Phase 3 of 5
PHASE 3
Building Confidence
Emotional intelligence as a set of learnable skills, not a personality trait.
Can I manage myself and read other people?
5 sessions
Premise. Emotional intelligence is scored, developable, and more predictive of entry-level success than almost anything on a résumé.
Outcomes. Participants will be able to:
Interpret their EQ results across the five domains
Explain why EQ is a skill set rather than a personality
Identify their strongest and weakest domain with evidence
Set one development target for the remaining sessions
Choose a session length
Track calibration
Track 1: New to Work
Building the vocabulary before employment.
Track 2: Early Tenure
Applying it to live workplace friction.
Track 3: Reentry
Rebuilding regulation after sustained stress.
Premise. Self-awareness is noticing what you are feeling while you are feeling it, early enough to do something else.
Outcomes. Participants will be able to:
Name an emotion accurately while experiencing it
Identify their own physical early-warning signals
Trace a reaction back to what actually triggered it
Accept feedback about themselves without collapsing or arguing
Choose a session length
Track calibration
Track 1: New to Work
Learning the skill before the stakes are real.
Track 2: Early Tenure
Catching reactions before they reach a supervisor.
Track 3: Reentry
Working with triggers that may be substantial.
Premise. Knowing you are angry is not the same as choosing what to do next. This session is about the gap between the two.
Outcomes. Participants will be able to:
Use a regulation technique that works for them under real pressure
Delay a reaction long enough to choose a response
Keep a commitment when motivation has run out
Recover from a bad moment without letting it take the day
Choose a session length
Track calibration
Track 1: New to Work
Building habits ahead of employment.
Track 2: Early Tenure
Managing real workplace pressure now.
Track 3: Reentry
Regulation under circumstances that are genuinely hard.
Premise. Reading a room is a skill. So is noticing that the person in front of you is having a worse day than you are.
Outcomes. Participants will be able to:
Read tone, body language and what is not being said
Take another person's perspective accurately
Notice the effect they are having on someone in real time
Recognize when to step toward someone and when to give room
Choose a session length
Track calibration
Track 1: New to Work
Developing the skill before it is needed daily.
Track 2: Early Tenure
Applying it to the team they work with.
Track 3: Reentry
Rebuilding social reading after time away.
Premise. Everything above comes together here: handling conflict, asking for something, and repairing a relationship you damaged.
Outcomes. Participants will be able to:
Raise a problem with a coworker without making it worse
Ask a supervisor for something and hear no without resentment
Repair a relationship they have harmed
Make and keep an agreement with another person
Choose a session length
Track calibration
Track 1: New to Work
Rehearsing conversations they will soon have.
Track 2: Early Tenure
Holding a conversation they have been avoiding.
Track 3: Reentry
Repairing relationships that matter to their stability.
04Phase 4 of 5
PHASE 4
Planning for Success
A life map and a success plan the participant wrote and owns.
Where am I going, and what is the next step?
4 sessions
Premise. Assessment data is useless until it changes a decision. This session turns four instruments into one direction.
Outcomes. Participants will be able to:
Integrate strengths, style, motivators and EQ into one picture
Name the kind of work that fits that picture
Identify the gap between that work and where they are now
Describe themselves accurately to an employer in 60 seconds
Choose a session length
Track calibration
Track 1: New to Work
Directing a job search with evidence.
Track 2: Early Tenure
Directing growth inside the current employer.
Track 3: Reentry
Rebuilding a credible professional narrative.
Premise. Work does not fail in isolation. Transportation, housing, childcare, health and relationships decide whether someone can hold a job at all.
Outcomes. Participants will be able to:
Map the life factors that support or threaten steady employment
Name the one barrier most likely to end a job
Identify who and what can help with it
Separate what they control from what they do not
Choose a session length
Track calibration
Track 1: New to Work
Anticipating barriers before starting work.
Track 2: Early Tenure
Addressing a barrier that is already biting.
Track 3: Reentry
Working through barriers that are often substantial and layered.
Premise. A plan the participant wrote is kept. A plan written for them is filed.
Outcomes. Participants will be able to:
Write a plan with dated, specific, achievable steps
Set a goal that is theirs rather than someone else's
Name what they will do when the plan slips
Identify the person who will hold them to it
Choose a session length
Track calibration
Track 1: New to Work
A plan to reach employment.
Track 2: Early Tenure
A plan to hold and grow in the role.
Track 3: Reentry
A plan that accounts for a more complicated starting point.
Premise. The first review is where a plan either becomes real or quietly stops. Doing it inside the program makes the difference.
Outcomes. Participants will be able to:
Assess honestly what has and has not moved
Revise a plan without abandoning it
Recognize the difference between a setback and a stop
Present their progress to the cohort and their mentor
Choose a session length
Track calibration
Track 1: New to Work
Reviewing progress toward placement.
Track 2: Early Tenure
Reviewing progress inside the role.
Track 3: Reentry
Reviewing stability as well as progress.
05Phase 5 of 5
PHASE 5
Success Plan in Action
Four check-ins across 120 days, because the drop-off happens after the program ends.
Is it holding?
4 sessions
Premise. Thirty days in is where the first real problem shows up and where people quietly decide whether to keep going.
Outcomes. Participants will be able to:
Report honestly on the first month
Name the problem that has surfaced
Apply one tool from the program to it
Re-commit or revise deliberately
Choose a session length
Track calibration
Track 1: New to Work
First month of the job search or new role.
Track 2: Early Tenure
First month past the program inside the job.
Track 3: Reentry
First month of a reentry that is still fragile.
Premise. Sixty days is where the novelty is gone and habit has to carry it.
Outcomes. Participants will be able to:
Assess what has become habit and what has not
Identify the pattern that keeps recurring
Adjust the plan against evidence
Ask for help before it is urgent
Choose a session length
Track calibration
Track 1: New to Work
Sustaining effort through a long search.
Track 2: Early Tenure
Consolidating performance in the role.
Track 3: Reentry
Holding stability past the first hard stretch.
Premise. Ninety days is the formal milestone for most employers and the point at which retention is usually decided.
Outcomes. Participants will be able to:
Assess their standing against the employer's actual expectations
Seek feedback rather than wait for it
Name the next growth step
Recognize what they have actually changed
Choose a session length
Track calibration
Track 1: New to Work
Assessing the search and adjusting strategy.
Track 2: Early Tenure
Clearing the 90-day mark deliberately.
Track 3: Reentry
Consolidating a return that has held for three months.
Premise. The closing session. Certification, a record of change, and a decision about what this person does next.
Outcomes. Participants will be able to:
Present evidence of behavior change over four months
Describe what they would tell someone starting the program
Name their next commitment beyond the program
Complete certification
Choose a session length
Track calibration
Track 1: New to Work
Certification plus a placement plan.
Track 2: Early Tenure
Certification plus a development plan with the employer.
Track 3: Reentry
Certification plus a sustainment and support plan.
Pricing
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Delivery time
Program services (17)
Service
Billed at
Hours
Multiplier
V1
Sponsoring entity engagement and administration
V2
Part-time program support staff
V3
CWR awareness session (team and volunteers)
V4
Career advisor coordination
V5
Personal advisor / barrier support coordination
V6
Volunteer mentor training
V7
1:1 mentor / life coaching
V8
Assessment debriefs (certified practitioner)
V9
Space rental (19 sessions)
V10
Transportation support
V11
Child watch / family support
V12
Train-the-trainer tuition and instructor materials
V13
Train-the-trainer coaching within a live cohort
V14
Observation of full program delivery
V15
Performance feedback and coaching (19 sessions)
V16
Certified content license and delivery team
V17
Program evaluation and outcome measurement
Layer two: modules (31), billed at the facilitator rate
Module
Short hrs
Long hrs
S1
Navigating the Workplace
S2
My Professional Brand
S3
Inclusive Workplace
S4
My Strengths
S5
Understanding My Style and Others
S6
My Underlying Motivators
S7
Emotional Intelligence Overview and EQ Debrief
S8
Self-Awareness
S9
Self-Management
S10
Social-Awareness
S11
Social-Management
S12
Leveraging My Strengths
S13
Building My Life Map
S14
My Success Plan
S15
Success Plan Progress
S16
30-Day Success Check-In
S17
60-Day Success Check-In
S18
90-Day Success Check-In
S19
120-Day Success Check-In
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Program
Sensitivity and Inclusion
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.
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.
A coaching certification for managers and leaders, built on manager coaching content we have already designed and delivered at scale, and fitted to the coaching model, forms, and cadence your organization already uses.
6 live virtual sessionsCohorts of about 20Observed certification labSales and non-sales tracksBuilt for new-leader onboardingFacilitator certification available
One standard for the conversation that matters most
Most organizations already have a coaching model, a form, and an expected cadence. What they rarely have is consistency: leaders who coach at the same level of skill and frequency, so the person on the other side of the table gets the same experience in every team.
This program does not replace what you have. It brings skill-building, practice, and assessment to it. The content comes from a manager coaching curriculum refined across 60+ cohorts and 1,500+ graduates, then rebuilt around your own model, your forms, your values, and the language your leaders already use. Where your leaders have been through dialogue training such as Crucial Conversations®, the program treats it as the escalation path. Routine coaching handles everyday performance, and the high-stakes conversation is handed to the skills they already hold.
The sequence
Six sessions, two weeks apart
Sessions run two and a half hours, live and virtual, every other week over about twelve weeks. The gap is deliberate: leaders coach their own teams between sessions and bring real cases back.
Why we coach here. Your coaching model, values, and expectations, and a five-step coaching cycle (build the relationship, set expectations, assess performance, coach to the plan, recognize what works).
Relationship and expectations. Building trust, learning what motivates each person, and setting clear expectations on your own forms.
The coaching conversation. A four-step structure (approach, share, collaborate, close) with developmental and motivational feedback, and asking instead of telling.
Coaching when it gets hard. Diagnosing a performance gap before choosing a response, and recognizing the moment a coaching talk becomes a crucial conversation.
Role-specific coaching. Breakout tracks for sales, customer- or member-facing service, and corporate and support leaders, covering their metrics, observation, and side-by-side coaching in the flow of work.
Certification lab. An observed, scored coaching conversation, recognition and consequences that actually shape behavior, and a ninety-day coaching plan.
How it is taught
Leaders coach, they don’t just listen
Every session ends in practice. Between sessions, the practice moves onto the job.
Observed triads
Leaders rotate through coach, team member, and observer in timed conversations, so everyone gives, receives, and scores a coaching conversation before the lab.
Scenarios by role
Separate scenario sets for sales, service, and corporate roles. The skills are shared; the situations, measures, and examples are not.
Your forms, from day one
Every practice uses the forms your leaders will actually complete, so the paperwork and the conversation are learned together.
Real cases between sessions
Field work after each session: expectation-setting conversations, logged coaching conversations, one stalled performance issue brought back as a case.
The certification
Earned, not attended
A leader is certified when the behavior is visible, not when the last session ends.
Attendance. All six sessions, with one make-up allowed.
An observed conversation. A live coaching conversation scored against the Coaching Performance Audit, rebuilt around the behaviors your own model expects.
Evidence from the job. A log of at least four real coaching conversations, documented on your forms.
A plan someone owns. A ninety-day coaching plan signed off by the leader’s own manager.
Leaders who do not meet the standard get a coaching debrief and one re-assessment.
What you get
A program you can run again
A facilitator guide with timing, debrief questions, and virtual production notes
A participant workbook and a role-track scenario library
The Coaching Performance Audit, certification rubric, assessor guide, and calibration examples
A short self-paced primer for leaders who join between cohorts
A leader-of-leaders guide, so senior managers reinforce coaching and sign off plans
Measurement at four levels: reaction, learning, coaching behavior at ninety days, and the results measures you choose
The program is built to run once or twice a year as part of new-leader onboarding. An optional sixty-minute introduction for all employees shows team members what to expect from coaching and how to prepare for it, and certification of your internal facilitators is available when you want to own delivery.
Start with a conversation, not a proposal
A 45-minute diagnostic conversation about Braveheart Coaching Certification™. 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.
The module catalog
Click any module to open its objectives, both formats, and the three track calibrations. Modules marked as folded are absorbed into an adjacent module in the two-hour format.
01Arc 1 of 4
AWARE
Understand the Cost
What bias is, what it costs a team, and why the conversation is worth having at all.
Why are we in this room?
1 modules
Premise. The opening decides whether the next three hours are defensive or useful. Shared agreements first, then the business case: what bias costs a team in turnover, error rate and discretionary effort.
Outcomes. Participants will be able to:
Define sensitivity and respect in workplace terms rather than abstract ones
Describe how individual behavior shapes team culture
Agree shared session norms and hold each other to them
State the cost of getting this wrong, in operational terms
Choose a session length
Track calibration
Track 1: All-Staff
Shared language across every level of the organization.
Track 2: Manager
Adds what a manager is accountable for noticing.
Track 3: Executive
Frames the session around organizational exposure and culture signal.
02Arc 2 of 4
EQUITY
Name the Patterns
Race, parental status, gender and identity: the specific patterns, with evidence rather than assertion.
What is actually happening here?
3 modules
Premise. Race is the module organizations most want to skip and most need. It covers terminology, microaggressions, and the difference between systemic and interpersonal patterns, without assigning blame to anyone in the room.
Outcomes. Participants will be able to:
Define race and ethnicity in a workplace context
Identify common microaggressions and why they land as they do
Distinguish systemic from interpersonal patterns
Use the terminology guide accurately
Choose a session length
Track calibration
Track 1: All-Staff
Recognition and response for every colleague.
Track 2: Manager
Adds what to do when it is reported to you.
Track 3: Executive
Adds pattern recognition at an organizational level.
Premise. The Motherhood Penalty is one of the best-evidenced biases in employment research and one of the least discussed in training rooms.
Outcomes. Participants will be able to:
Describe the evidence on parental status bias
Summarize the legal framework on pregnancy and parental leave
Recognize caregiver bias beyond mothers
Describe what a returner-friendly culture actually does
Choose a session length
Track calibration
Track 1: All-Staff
Awareness and everyday behavior.
Track 2: Manager
Adds legal exposure and the manager's obligations around leave and return.
Track 3: Executive
Adds policy and benefit design implications.
Premise. Gender bias rarely arrives alone. This module covers the spectrum, the language, and how gender compounds with race, disability, age and immigration status.
Outcomes. Participants will be able to:
Describe the gender spectrum accurately
Identify gender bias specific to their industry
Run a language audit on their own team's habits
Explain intersectionality with a concrete example
Choose a session length
Track calibration
Track 1: All-Staff
Language and everyday practice.
Track 2: Manager
Adds handling gender-based complaints and team dynamics.
Track 3: Executive
Adds representation and progression data.
03Arc 3 of 4
PRACTICE
Do Something Different
Inclusive language, allyship and bystander intervention, practiced rather than described.
What do I do when it happens in front of me?
1 modules
Premise. The part people actually remember. Bystander intervention, empathic listening, and what to say in the three seconds after something lands badly.
Outcomes. Participants will be able to:
Apply inclusive language principles under pressure
Practice empathic listening and perspective-taking
Identify communication patterns that exclude or diminish
Use a bystander intervention strategy in a live scenario
Choose a session length
Track calibration
Track 1: All-Staff
Practice for peer-to-peer situations.
Track 2: Manager
Adds intervening across a power difference.
Track 3: Executive
Adds intervening when the person at fault is senior.
04Arc 4 of 4
COMMIT
Make It Stick
Written commitments, team agreements, and a measurement point after the room empties.
What changes on Monday?
2 modules
Premise. A session that ends without a written commitment produces goodwill and no change. This module produces something specific enough to be checked later.
Outcomes. Participants will be able to:
Commit to a written personal action plan
Align individual behavior with stated organizational values
Co-create team agreements for sustaining the change
Name how the team will notice a slip
Choose a session length
Track calibration
Track 1: All-Staff
Individual and team commitments.
Track 2: Manager
Adds what the manager will do differently and how it gets tracked.
Track 3: Executive
Adds organizational commitments and accountability.
Premise. The close: a pulse check against the opening baseline, written commitments, and where to go next.
Outcomes. Participants will be able to:
Complete the post-session pulse check
Construct a written personal commitment
Review session outcomes against the opening agreements
Locate the resources available afterward
Choose a session length
Track calibration
Track 1: All-Staff
Personal commitments and resources.
Track 2: Manager
Adds the manager resource set and toolkit handover.
Track 3: Executive
Adds the measurement and follow-up decision.
Pricing
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Program services (17)
Service
Billed at
Hours
Multiplier
V1
Training facilitation (co-facilitators, per session)
V2
Session prep and setup
V3
Post-session debrief and evaluation summary
V4
Project coordination
V5
Deliverable 01: Training outline
V6
Deliverable 02: Training presentation
V7
Deliverable 03: Facilitator guide
V8
Deliverable 04: Learner workbook
V9
Virtual session content customization
V10
Virtual session recording
V11
Managers Toolkit development
V12
Individual coaching (post-training)
V13
Group follow-up facilitation
V14
Manager sensitivity program (4-hour)
V15
Train-the-trainer program (8-hour)
V16
Post-session curriculum updates
V17
Virtual session A/V editing
Layer two: modules (31), billed at the facilitator rate
Module
Short hrs
Long hrs
M1
Welcome, Session Agreements, and the Cost of Bias
M2
Race in the Workplace
M3
Parental Status, Motherhood and Pregnancy Bias
M4
Gender Equity and Identity
M5
Inclusive Interactions and Allyship
M6
Team Equity Audit and Action Planning
M7
Reflection, Commitments and Resources
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Program · BC-005
Braveheart Supervisor & Manager Development™
The everyday practices that decide whether a team performs. Built for frontline supervisors, new managers and experienced managers, and proven on a real issue in each leader’s own workplace.
36 modules2 required bookends3 leader tracksShort & Long FormsAI in every stageManager-approved capstone
Most supervisors were promoted for doing the work well
Then they were handed a team and left to learn leadership by trial and error. The habits that made them strong individual contributors (fixing things themselves, knowing every answer, staying busy) are the same habits that stall them as leaders.
This program gives first- and second-level leaders the practices that decide whether a team performs: clear expectations, feedback people can act on, coaching, delegation, fair accountability and steady communication when things change. None of it is theory for its own sake. Participants bring the real issues they are facing into every session, and each one finishes by showing results on a problem from their own workplace that their manager approved at the start.
The program draws on more than twenty-five years of building and delivering manager development, including the P³ Great Manager Fundamentals curriculum at Marriott Vacations Worldwide, which has run more than 60 cohorts with over 1,500 graduates. Everything in it is Braveheart’s own content, built on the Braveheart Method.
Measured, not assumed
The Braveheart 360 at the front and the back
Every participant starts with the Braveheart 360 Manager Edition: 36 statements rated by their own manager, peers and direct reports. The results shape which modules a cohort takes, and a pulse at the close shows what moved.
01
Braveheart 360, Manager Edition
Twelve practices across the four stages of the method, including how each leader uses AI and leads their team through it.
02
A report for the participant’s manager
A short summary and conversation guide so the leader’s own manager can support the work, without breaking raters’ confidentiality.
03
TTI Success Insights assessments, optional
DISC, Driving Forces, Emotional Quotient™ and Stress Quotient™, administered by Braveheart as a certified provider. Each has a Braveheart-original module beside it for organizations that prefer no assessment fees.
04
Team 360, optional
For intact teams, the Braveheart 360 Team Edition shows how the team works together and where members see it differently.
How the curriculum is built
Four stages, thirty-six modules
Every module belongs to one stage of THE BRAVEHEART METHOD™, and every stage includes a module on leading with AI, because supervisors are the people their teams ask about it first.
Stage 01
GROUND
Align Leaders
Who am I as a leader now? The shift from doing to leading, behavioral style and motivation, blind spots, priorities, credibility and using AI well in your own work. Nine modules.
Stage 02
RALLY
Engage People
Can my team rely on me? Knowing your people, clear expectations, feedback, coaching, recognition, team rhythm, hard conversations, emotional intelligence and talking with your team about AI. Eleven modules.
Stage 03
ADVANCE
Build Capability
Is my team getting better? Delegation, performance and accountability, hiring and onboarding, problem solving, developing others, service standards and redesigning team tasks with AI. Seven modules.
Stage 04
HOLD
Sustain Change
Will it last? Leading through change, fair and consistent practice, workload and resilience, leading leaders, the team scorecard and AI guardrails. Seven modules.
Five structural rules
What is fixed, and what is yours
RULE 01
Two modules are required
Every engagement opens with Ground Truth and closes with Holding Ground: the 360 baseline and capstone charter at the front, capstone results and a 90-day plan at the back.
RULE 02
Everything else is chosen from the evidence
Choose from 34 elective modules based on the 360 results and what the organization needs. Nothing is bundled to fill a day.
RULE 03
Two lengths, three tracks
Every module runs as a 90-minute Short Form or a 3.5-hour Long Form, live-online or in person, calibrated for Track I (frontline supervisors and team leads), Track II (new managers in their first 18 months) or Track III (experienced managers and managers of managers).
RULE 04
Real issues in every session
Participants bring the situations they are dealing with now. Practice rounds, case clinics and rehearsals use them, with names changed, so the skill is tried on real work before it is needed.
RULE 05
AI in every stage
Each stage has a dedicated AI module, and every module includes a short AI thread: using tools with judgment, talking honestly with the team, redesigning tasks and keeping data safe.
The capstone
A real issue, approved by the leader’s own manager
Every participant works on a real issue in their own area: a recurring quality problem, a turnover hot spot, a handoff that keeps failing, a team that has stopped improving.
Choose, in Ground Truth. Two or three candidate issues are pressure-tested by peers.
Charter. A one-page charter: the issue, why it matters, the measure, scope, timeline and support needed.
Approve. The participant’s manager approves or adjusts the charter within two weeks.
Work it. Monthly checkpoints in peer pods, using the tools from each module on the real issue.
Present, in Holding Ground. Results, evidence and lessons, presented with managers invited.
The recommended architecture
The six-month cohort journey
Before the start. Braveheart 360 Manager Edition, a briefing for participants’ managers, and module selection from the data.
Ground Truth, month 1. 360 debrief, team map, capstone charter and pod formation.
Core sequence, months 1–6. Eight to ten elective modules, typically two a month.
Peer pods, monthly. Small groups that keep each other honest on the capstone and the practice.
Coaching, optional. Three 1:1 sessions per participant.
Holding Ground, month 6. Capstone presentations, 360 pulse and a 90-day plan the manager signs.
Measurement, +90 and +180 days. 360 change, a manager pulse and capstone results.
Cohorts of up to 20, live-online, in person or blended. Train-the-trainer licensing is available so the organization can run the program internally.
Engagement options
Five ways in
Single module: one module, one track, Short or Long Form
Module series: the two bookends plus four Long Form modules
Cohort journey: the full six-month architecture with the 360, pods, capstone and measurement
Braveheart 360 only: the Manager Edition with debriefs and manager reports
Train-the-trainer: certification of internal facilitators plus a materials license
Investment is quoted per engagement following the diagnostic. In-person delivery is available; travel is billed separately.
A 45-minute diagnostic conversation about Braveheart Supervisor & Manager Development™. No deck, no pitch: we find out what your actual constraint is and tell you honestly whether this is the right instrument for it.
Build a Braveheart Supervisor & Manager Development™ program
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.
The module catalog
Click any module to open its premise, outcomes, how participants bring real issues into the room, how AI is addressed, both session lengths and the track calibrations. Braveheart-original and AI modules are selected to start; TTI-certified and certified-delivery modules carry per-person fees and are left for you to add.
Required · Bookends
The two required modules
Every engagement includes these
Premise. Every leader starts from a different place, so the program starts with evidence rather than a curriculum. Participants read their Braveheart 360 results, map the people they lead, and choose the real workplace issue their capstone project will tackle. Their own manager approves that choice before the next module.
Outcomes. Participants will be able to:
Read your Braveheart 360 report and name two strengths and two development priorities
Map your team: what each person does best, what motivates them and where they need you
Draft a capstone charter on a real issue in your area, ready for your manager’s approval
In the room. Each participant arrives with two or three candidate issues from their own area. The group pressure-tests them, and each leader leaves with one issue chosen and a charter for their manager to approve.
AI in this module. Participants note where AI tools already touch their team’s work, and whether AI could help or complicate their capstone issue.
Choose a session length
Track calibration
Track I: Frontline
Capstones usually sit inside the team: a shift handoff, a quality gap, a turnover hot spot.
Track II: New Managers
Capstones often fix something the new manager inherited and has been working around.
Track III: Experienced Managers
Capstones may cross teams and include developing the supervisors who report to you.
Premise. Leaders finish by showing evidence, not by collecting a certificate. Each participant presents capstone results to peers and, where possible, to their own manager, reviews a Braveheart 360 pulse, and commits to a 90-day plan their manager signs.
Outcomes. Participants will be able to:
Present your capstone: the issue, what you did, what changed and what you learned
Compare your 360 pulse with your baseline and name what moved
Commit to a 90-day leadership plan signed by your manager
In the room. The capstone itself is the live issue. Participants bring before-and-after evidence: numbers where they exist, and quotes or observations where they do not.
AI in this module. Participants report any AI tools they used in the capstone, what they checked by hand, and the guardrails they set.
Choose a session length
Track calibration
Track I: Frontline
Presentations focus on results the team can see and keep.
Track II: New Managers
Presentations include what the new manager learned about leading through others.
Track III: Experienced Managers
Presentations include how the capstone built capability in the supervisors below you.
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 now, and can my team count on me?
9 elective modules
Premise. Most supervisors were promoted because they were good at the work. The habits that made them strong individual contributors (fixing things themselves, knowing every answer, staying busy) are the habits that stall them as leaders. This module names the shift and makes it practical.
Outcomes. Participants will be able to:
Name the three tasks you still hold onto that your team should own
Rebalance a typical week between doing, leading and developing
Explain the shift to your team in your own words
In the room. Participants bring last week’s calendar or task list and sort it live into doing, leading and developing.
AI in this module. Participants identify which of their own routine tasks an approved AI tool could draft or summarize, freeing time to lead, and what still needs their judgment.
Choose a session length
Track calibration
Track I: Frontline
Moving from best performer to the person who makes the shift work.
Track II: New Managers
Leading former peers and setting a new kind of relationship with them.
Track III: Experienced Managers
Spotting supervisors below you who are still doing instead of leading.
Premise. Behavioral style explains how a leader acts under normal conditions and under pressure. Using the TTI Success Insights DISC report, supervisors see how their natural style lands on the different people they lead, and learn to adapt without losing themselves.
Outcomes. Participants will be able to:
Interpret your DISC report, including the gap between your natural and adapted style
Recognize the styles of three team members from observable behavior
Adapt one recurring conversation to fit the other person’s style
In the room. Participants bring one working relationship that feels harder than it should and analyze it through both styles.
AI in this module. Discussion of how style shows up in written and AI-assisted messages: a draft that reads well to one style can land badly with another.
Fees. TTI Success Insights DISC report fee per participant.
Choose a session length
Track calibration
Track I: Frontline
Flexing with individual team members on a busy shift.
Track II: New Managers
Reading a team you have just inherited.
Track III: Experienced Managers
Building balanced supervisory teams across styles.
Premise. Leaders do not need a licensed report to notice how they come across. This Braveheart-original module uses observation and structured reflection to help supervisors see their own patterns of pace and focus, read others accurately, and adjust how they communicate.
Outcomes. Participants will be able to:
Describe your own default pace and focus, with examples
Read another person’s preferences from what they say and do
Adjust one recurring interaction and note the result
In the room. Participants bring one person they find hard to read and work out what that person might need.
AI in this module. Participants compare how they write to different people and test whether an AI-drafted message keeps their own voice and fits the reader.
Choose a session length
Track calibration
Track I: Frontline
Reading people quickly in short, busy interactions.
Track II: New Managers
Understanding a new team before changing anything.
Track III: Experienced Managers
Helping supervisors read their own teams.
Premise. DISC explains how a person behaves; Driving Forces explain why. Using the TTI Success Insights Driving Forces report, supervisors see what motivates them, how that differs from their team, and why the same assignment energizes one person and drains another.
Outcomes. Participants will be able to:
Name your top and bottom Driving Forces
Spot where your motivators conflict with a team member’s
Redesign one assignment so it fits what the person actually values
In the room. Participants bring one team member whose motivation puzzles them.
AI in this module. Discussion of how AI-driven changes to tasks can remove the parts of a job some people value most, and how to redesign work with that in mind.
Fees. TTI Success Insights Driving Forces report fee per participant.
Choose a session length
Track calibration
Track I: Frontline
Motivating individuals without assuming they want what you want.
Track II: New Managers
Learning what a new team values before changing assignments.
Track III: Experienced Managers
Aligning recognition and assignments across several teams.
Premise. A Braveheart-original alternative to licensed motivator reports. Supervisors use a simple conversation-based map to learn what each person values in their work (mastery, people, recognition, stability, purpose or independence) and use it in assignments and recognition.
Outcomes. Participants will be able to:
Use the Motivation Map conversation with a team member
Identify one mismatch between a role and what the person values
Adjust one assignment or form of recognition accordingly
In the room. Participants practice the Motivation Map with a partner using a real team member in mind (names changed).
AI in this module. Participants consider how AI changes to workflow affect what people value in their role, and plan how to talk about it.
Choose a session length
Track calibration
Track I: Frontline
Quick motivation conversations that fit a shift.
Track II: New Managers
Mapping a new team in the first 90 days.
Track III: Experienced Managers
Coaching supervisors to use the map with their teams.
Premise. Leaders often justify their own behavior while judging others by theirs. When a supervisor starts seeing team members as obstacles or problems rather than as people with their own pressures, every conversation gets harder. This module helps leaders catch that shift in themselves and correct it.
Outcomes. Participants will be able to:
Recognize the signs that you have started seeing someone as a problem rather than a person
Identify a story you are telling yourself about a team member and test it
Take one action that treats that person as a person with their own pressures
In the room. Participants bring one working relationship where they feel blamed or where they blame someone else.
AI in this module. Discussion of how leaders sometimes hide behind tools and dashboards, and why data about people is never the whole person.
Choose a session length
Track calibration
Track I: Frontline
Frustration with individual team members on the floor.
Track II: New Managers
Assumptions about an inherited team.
Track III: Experienced Managers
Blame patterns between your team and others.
Premise. Supervisors live in the urgent. Without a deliberate plan, the important work of leading people (1:1s, coaching, development) is always the first thing to go. This module helps leaders protect time for what matters most.
Outcomes. Participants will be able to:
Separate the urgent from the important in your own week
Protect time for 1:1s and coaching in your calendar
Say no or not now to one recurring demand
In the room. Participants bring their real calendar for the coming week and redesign it in session.
AI in this module. Participants test approved AI tools for scheduling, summarizing email or drafting routine reports, and decide what to keep doing themselves.
Choose a session length
Track calibration
Track I: Frontline
Protecting time on a shift that never stops.
Track II: New Managers
Building a leader’s week from scratch.
Track III: Experienced Managers
Modeling priorities for the supervisors who copy you.
Premise. Teams follow leaders they believe. Credibility is built in small moments: keeping commitments, telling the truth, and acting the same way when no one is watching. This module helps supervisors clarify what they stand for and repair trust when it slips.
Outcomes. Participants will be able to:
Write three values that describe how you intend to lead
Identify one commitment you have not kept and repair it
Plan two trust deposits with team members whose trust is low
In the room. Participants bring one moment where their credibility was tested and examine it with a partner.
AI in this module. Discussion of honesty with AI: being open with the team about when a message or decision was AI-assisted, and never letting a tool make a promise you will not keep.
Choose a session length
Track calibration
Track I: Frontline
Consistency across shifts and team members.
Track II: New Managers
Earning trust as the new person in charge.
Track III: Experienced Managers
Setting the standard for supervisors’ integrity.
Premise. Before supervisors can lead a team through AI, they need sound judgment about using it themselves. This module covers what AI tools are good and bad at, where a leader’s judgment is required, and the organization’s rules on data and privacy.
Outcomes. Participants will be able to:
Use an approved AI tool for one real leadership task and check its output
Name three tasks where AI should not replace your judgment
Apply your organization’s AI policy to the data you handle
In the room. Participants bring one real, anonymized task they would like help with and try it in session.
AI in this module. This module is about AI. It is tailored to the organization’s approved tools and policy during design.
Choose a session length
Track calibration
Track I: Frontline
Using AI for schedules, notes and routine messages.
Track II: New Managers
Using AI to prepare for 1:1s and reviews without outsourcing judgment.
Track III: Experienced Managers
Setting expectations for how your supervisors use AI.
02Stage 2 of 4
RALLY
Engage People
Leading Others: Inspire action through meaningful engagement, communication, and stakeholder alignment.
Do my people know what I expect, and do they hear from me often enough?
11 elective modules
Premise. People do their best work when their leader knows what they do best and what keeps them. This module gives supervisors a simple, repeatable conversation for learning both, and shows how to use it in assignments and 1:1s.
Outcomes. Participants will be able to:
Hold a Know Your People conversation with a team member
Match one assignment to a person’s strengths
Plan regular 1:1s that people look forward to
In the room. Participants bring their team list and identify the person they know least well.
AI in this module. Discussion of where AI summaries of engagement or performance data can help a leader prepare, and why they never replace the conversation itself.
Choose a session length
Track calibration
Track I: Frontline
Short, frequent check-ins on the floor.
Track II: New Managers
Getting to know every person in the first 90 days.
Track III: Experienced Managers
Making 1:1s a standard across your supervisors.
Premise. Most performance problems start with an expectation that was never quite clear. A clear expectation has five parts: the outcome, the measure, the standard, the timeline and the support. The test is whether the team member can restate it correctly.
Outcomes. Participants will be able to:
Write an expectation statement with all five parts
Hold an expectation conversation that ends with the team member restating it
Record the expectation on your organization’s form
In the room. Participants draft expectations for a real team member and real piece of work.
AI in this module. Participants set clear expectations for how AI tools may and may not be used in the work they assign.
Choose a session length
Track calibration
Track I: Frontline
Shift and task expectations.
Track II: New Managers
Setting expectations with a whole team at once.
Track III: Experienced Managers
Cascading goals through supervisors.
Premise. Feedback changes behavior only when it is specific, timely and about what the person did rather than who they are. This module covers developmental and motivational feedback, and removes the habits (the sandwich, "good, but", "great job") that weaken both.
Outcomes. Participants will be able to:
Give specific developmental feedback that names behavior and impact
Give motivational feedback that tells the person what to repeat
Replace one weak feedback habit
In the room. Participants rewrite feedback they actually gave, or avoided giving, in the last month.
AI in this module. Participants practice using AI to check a written feedback message for clarity and tone, and discuss why feedback about people should never be generated without the leader’s own observation.
Choose a session length
Track calibration
Track I: Frontline
Feedback in the moment, on the floor.
Track II: New Managers
Giving feedback to people who used to be peers.
Track III: Experienced Managers
Building a feedback culture across teams.
Premise. Coaching helps a person find their own way to better performance. This module introduces the four-step coaching conversation (Approach, Share, Collaborate, Close) and leads directly into Braveheart Coaching Certification™ for leaders who want to certify.
Outcomes. Participants will be able to:
Hold a coaching conversation using all four steps
Ask before telling, and let the team member own the solution
Close with a clear commitment and follow-up
In the room. Practice rounds use real situations participants bring, with names changed.
AI in this module. Discussion of AI as a preparation aid for coaching (organizing notes, suggesting questions) and why the conversation itself stays human.
Choose a session length
Track calibration
Track I: Frontline
Five-minute coaching moments on the job.
Track II: New Managers
Planned coaching in 1:1s.
Track III: Experienced Managers
Coaching supervisors to coach.
Premise. Recognition shapes behavior more than most incentives, and it costs almost nothing. Most supervisors under-recognize because they assume people know they are doing well. This module makes recognition specific, timely and fitted to the person.
Outcomes. Participants will be able to:
Write recognition that names what the person did and why it mattered
Match recognition to how each person prefers to receive it
Build a weekly recognition habit
In the room. Participants write and send (or schedule) one real recognition note during the session.
AI in this module. Discussion of why AI-generated praise rings hollow, and how to use tools only to remind and track, not to write the recognition itself.
Choose a session length
Track calibration
Track I: Frontline
In-the-moment recognition on the floor.
Track II: New Managers
Recognizing a team you are still getting to know.
Track III: Experienced Managers
Making recognition consistent across supervisors.
Premise. Teams need a predictable rhythm: a short huddle to align the day, a regular team meeting to solve problems, and 1:1s to support each person. This module helps supervisors run each one well.
Outcomes. Participants will be able to:
Run a 10-minute huddle with a clear structure
Run a team meeting that ends with decisions and owners
Set a team rhythm people can rely on
In the room. Participants redesign one meeting they currently run.
AI in this module. Participants decide whether to use AI meeting notes and summaries, with the team’s consent and a check for accuracy.
Choose a session length
Track calibration
Track I: Frontline
Shift huddles and handoffs.
Track II: New Managers
Establishing a rhythm with a new team.
Track III: Experienced Managers
Standardizing rhythm across supervisors.
Premise. Delivered by Braveheart Consultants as a certified provider of Crucial Conversations®, wrapped with Braveheart pre-work and on-the-job application. Supervisors learn to handle conversations where stakes are high, opinions differ and emotions run strong.
Outcomes. Participants will be able to:
Apply the program’s dialogue skills to a real conversation you are facing
Recognize when a conversation has become crucial
Plan and rehearse the opening of that conversation
In the room. Each participant brings one crucial conversation they are avoiding and rehearses its opening.
AI in this module. Discussion of how written and AI-assisted messages can escalate tense situations, and when to move to a live conversation.
Fees. Crucial Conversations® participant materials and licensing fees per participant.
Choose a session length
Track calibration
Track I: Frontline
Conversations with team members about behavior and standards.
Track II: New Managers
Conversations with former peers.
Track III: Experienced Managers
Conversations with supervisors and across departments.
Premise. A Braveheart-original module for the conversations supervisors most often avoid. Leaders learn to open with care, stick to facts, listen for the other person’s view and agree a way forward, and to address tension early before it becomes a performance or HR issue.
Outcomes. Participants will be able to:
Open a hard conversation in a way that keeps the other person talking
Separate facts from interpretations
Agree a next step and follow up
In the room. Participants bring a conversation they have been putting off and rehearse it in triads.
AI in this module. Guidance on not using AI to write difficult messages that should be spoken, and on checking any written follow-up for tone.
Choose a session length
Track calibration
Track I: Frontline
Peer conflict on the team.
Track II: New Managers
Conversations with former peers.
Track III: Experienced Managers
Conflict between supervisors or teams.
Premise. Using the TTI Success Insights Emotional Quotient™ report, supervisors see their scores on self-awareness, self-regulation, motivation, empathy and social skills, and practice the skills that matter most when a shift goes wrong.
Outcomes. Participants will be able to:
Interpret your Emotional Quotient™ report
Name your top trigger and a practiced response
Plan one development action on your lowest dimension
In the room. Participants bring a recent moment when they reacted in a way they regretted.
AI in this module. Discussion of reading emotion in text and AI-mediated communication, where tone is easy to misread.
Fees. TTI Success Insights Emotional Quotient™ report fee per participant.
Choose a session length
Track calibration
Track I: Frontline
Staying steady with frustrated customers and team members.
Track II: New Managers
Managing your reactions as the new person in charge.
Track III: Experienced Managers
Modeling composure for supervisors.
Premise. A Braveheart-original module on the emotional skills supervisors use every day: noticing their own reactions, managing them in the moment, reading others and responding with care. No licensed assessment is required.
Outcomes. Participants will be able to:
Recognize your early signs of stress or frustration
Use a simple reset routine in a tense moment
Respond to another person’s emotion before addressing the problem
In the room. Participants bring a recent tense moment and replay it with the reset routine.
AI in this module. Discussion of how constant digital and AI-driven alerts add pressure, and how to set boundaries.
Choose a session length
Track calibration
Track I: Frontline
Pressure on the floor.
Track II: New Managers
Pressure of a new role.
Track III: Experienced Managers
Pressure across several teams.
Premise. Team members have real questions about AI: whether their jobs will change, what tools they may use and what happens if they make a mistake with one. Supervisors are the people they ask. This module prepares leaders to answer honestly, listen to concerns and involve the team.
Outcomes. Participants will be able to:
Explain your organization’s AI direction in plain language
Respond to fear and skepticism without dismissing either
Involve the team in finding sensible uses of AI in their work
In the room. Participants bring the actual questions their teams have asked about AI.
AI in this module. This module is about AI and is tailored to the organization’s direction and policy.
Choose a session length
Track calibration
Track I: Frontline
Answering questions on the floor.
Track II: New Managers
Leading a team conversation about AI.
Track III: Experienced Managers
Equipping supervisors to answer consistently.
03Stage 3 of 4
ADVANCE
Build Capability
Leading the Work: Equip teams with the skills, resources, and support they need to adopt, perform, and excel.
Is my team getting better, and am I growing the people on it?
7 elective modules
Premise. Supervisors who cannot delegate become the bottleneck, and their people stop growing. Good delegation hands over the outcome rather than the method, matches the task to the person, and agrees how often to check in.
Outcomes. Participants will be able to:
Choose what to delegate and to whom
Delegate the outcome rather than the method
Agree check-ins that support without taking the work back
In the room. Participants pick one real task to delegate this week and plan the conversation.
AI in this module. Participants decide which tasks might be delegated to an AI tool, which to a person, and how to check both.
Choose a session length
Track calibration
Track I: Frontline
Handing off tasks on a shift.
Track II: New Managers
Building trust before delegating bigger work.
Track III: Experienced Managers
Delegating to supervisors and developing their judgment.
Premise. When performance slips, leaders tend to jump to "they need training" or "they do not care". Most gaps trace back to unclear expectations, missing resources or consequences that reward the wrong behavior. This module teaches leaders to diagnose first, then respond fairly and consistently.
Outcomes. Participants will be able to:
Diagnose a performance gap against five causes
Choose a fair response that fits the cause
Hold a consistent accountability conversation
In the room. Participants bring a stalled performance issue (names changed) and diagnose it in trios.
AI in this module. Discussion of performance data produced by AI or automated systems: what it shows, what it misses and how to use it fairly.
Choose a session length
Track calibration
Track I: Frontline
Day-to-day accountability on the floor.
Track II: New Managers
Addressing performance you inherited.
Track III: Experienced Managers
Consistent accountability across supervisors.
Premise. A bad hire costs a team months. A good hire with a poor start often leaves anyway. This module covers behavior-based interviewing, fair selection and a structured first 90 days.
Outcomes. Participants will be able to:
Write behavior-based interview questions for a real role
Avoid common bias in selection decisions
Build a 30-60-90 day onboarding plan
In the room. Participants work on a role they are hiring for now or will hire for soon.
AI in this module. Discussion of AI in recruiting (screening tools, AI-written applications) and the fairness and legal questions they raise.
Choose a session length
Track calibration
Track I: Frontline
Supporting hiring and onboarding new team members.
Track II: New Managers
Making your first hires.
Track III: Experienced Managers
Setting hiring standards across supervisors.
Premise. Supervisors make dozens of decisions a day and fix the same problems repeatedly. A simple method (define the problem, find the cause, choose a fix, check it worked) stops recurring problems and involves the team.
Outcomes. Participants will be able to:
Define a problem clearly before solving it
Find a root cause using a simple method
Decide with the team and check the result
In the room. Participants bring a problem that keeps coming back and work it through in session. Many choose their capstone issue.
AI in this module. Participants test using AI to brainstorm causes and options, and practice checking its suggestions against what they know.
Choose a session length
Track calibration
Track I: Frontline
Recurring problems on a shift.
Track II: New Managers
Problems you inherited.
Track III: Experienced Managers
Problems that cross teams.
Premise. People stay where they grow. Most development happens through real work, not courses. This module helps supervisors hold honest growth conversations and build development into everyday assignments.
Outcomes. Participants will be able to:
Hold a growth conversation about what is next
Build a development plan around real work
Give honest feedback about readiness
In the room. Participants plan a growth conversation with a real team member.
AI in this module. Discussion of which skills become more valuable as AI changes the work, and how to build them into development plans.
Choose a session length
Track calibration
Track I: Frontline
Developing team members on the job.
Track II: New Managers
Learning what your people want next.
Track III: Experienced Managers
Developing future supervisors.
Premise. Service standards live or die in daily team behavior. This module shows supervisors how to turn standards into habits through clear expectations, observation and coaching in the moment.
Outcomes. Participants will be able to:
Translate a service standard into observable behaviors
Observe and coach one behavior in the moment
Recognize good service when you see it
In the room. Participants bring a real customer complaint or compliment and trace it to team behavior.
AI in this module. Discussion of AI in customer service (chat tools, automated responses) and the human moments that still decide loyalty.
Choose a session length
Track calibration
Track I: Frontline
Coaching service on the floor.
Track II: New Managers
Setting service standards with a new team.
Track III: Experienced Managers
Consistency of service across teams.
Premise. AI can remove tedious work or create new risks, depending on how it is introduced. This module helps supervisors look at their team’s real tasks, find sensible uses of approved AI tools, and redesign work with the team rather than around it.
Outcomes. Participants will be able to:
Map your team’s tasks and identify where AI could help
Run a small, safe pilot with clear checks
Decide what stays human and explain why
In the room. Participants map their own team’s tasks in session.
AI in this module. This module is about AI and is tailored to the organization’s tools and policy.
Choose a session length
Track calibration
Track I: Frontline
Small improvements to daily tasks.
Track II: New Managers
Introducing tools to a new team.
Track III: Experienced Managers
Coordinating pilots across teams.
04Stage 4 of 4
HOLD
Sustain Change
Leading Change That Lasts: Reinforce progress, embed new ways of working, and sustain results over time.
Will what we build still be here in six months?
7 elective modules
Premise. Supervisors are where change succeeds or fails. They explain the why, absorb the reactions and keep work moving. This module helps leaders do that well, even when they did not choose the change.
Outcomes. Participants will be able to:
Explain a change in terms your team cares about
Respond to common reactions with care
Keep the team productive during the transition
In the room. Participants bring a change their team is facing now.
AI in this module. Many current changes involve AI. Participants practice explaining an AI-related change honestly.
Choose a session length
Track calibration
Track I: Frontline
Changes to tasks and schedules.
Track II: New Managers
Leading change before you have earned trust.
Track III: Experienced Managers
Leading supervisors through change.
Premise. Inconsistent treatment damages trust and creates legal risk. This module covers the practical basics: documenting performance and conduct, applying policy consistently and knowing when to bring in HR.
Outcomes. Participants will be able to:
Document a performance or conduct issue clearly and factually
Apply a policy consistently across team members
Know when and how to involve HR
In the room. Participants bring a documentation question from their own area.
AI in this module. Guidance on not putting confidential employee information into unapproved AI tools, and on checking any AI-assisted document.
Choose a session length
Track calibration
Track I: Frontline
Everyday documentation.
Track II: New Managers
First formal performance steps.
Track III: Experienced Managers
Supporting supervisors through formal steps.
Premise. Using the TTI Success Insights Stress Quotient™ report, supervisors see which work factors drain them most and build a plan to manage them and to support their team.
Outcomes. Participants will be able to:
Interpret your Stress Quotient™ report
Identify your top two stress factors
Plan actions for yourself and your team
In the room. Participants bring their real workload picture.
AI in this module. Discussion of how AI can reduce or add to workload and pressure, depending on how it is introduced.
Fees. TTI Success Insights Stress Quotient™ report fee per participant.
Choose a session length
Track calibration
Track I: Frontline
Stress on the floor.
Track II: New Managers
Stress of a new role.
Track III: Experienced Managers
Workload across teams.
Premise. A Braveheart-original module. Supervisors learn to spot overload in themselves and others, and use the levers they control (priorities, workload, recognition and recovery) to keep a pace people can sustain.
Outcomes. Participants will be able to:
Recognize early signs of overload and burnout
Use three levers to reduce pressure on the team
Build one recovery habit for yourself
In the room. Participants bring a real situation of overload on their team.
AI in this module. Discussion of using AI to remove low-value work, and of the risk that saved time simply becomes more work.
Choose a session length
Track calibration
Track I: Frontline
Pace on a shift.
Track II: New Managers
Pace while learning a new role.
Track III: Experienced Managers
Pace across several teams.
Premise. For experienced managers, the job changes again: they now lead people who lead people. This module covers setting standards for how supervisors lead, coaching them, and building the bench.
Outcomes. Participants will be able to:
Set clear standards for how your supervisors lead
Coach a supervisor on a leadership issue
Identify and develop a future leader
In the room. Participants bring a supervisor they are developing or concerned about.
AI in this module. Discussion of setting consistent expectations for how supervisors use AI with their teams.
Choose a session length
Track calibration
Track I: Frontline
Not applicable to Track I.
Track II: New Managers
Preparing for leading leaders later.
Track III: Experienced Managers
The core track for this module.
Premise. Teams improve what they can see. A one-page scorecard of the few measures a team can move, reviewed on a set rhythm, keeps attention on what matters and makes progress visible.
Outcomes. Participants will be able to:
Choose three to five measures your team controls
Build a one-page scorecard
Review it with the team on a set rhythm
In the room. Participants build a scorecard for their own team. Many use it to measure their capstone.
AI in this module. Discussion of AI-generated dashboards: useful for speed, and still in need of a leader who understands what the numbers mean.
Choose a session length
Track calibration
Track I: Frontline
Shift measures.
Track II: New Managers
A new team’s first scorecard.
Track III: Experienced Managers
Scorecards across teams.
Premise. Once AI is in use, supervisors keep it safe and fair. This module covers the organization’s AI policy in practice: protecting data, checking outputs, fairness to employees and customers, and what to do when something goes wrong.
Outcomes. Participants will be able to:
Apply the AI policy to real team scenarios
Set a simple checking routine for AI outputs
Respond well when an AI error occurs
In the room. Participants bring real situations where AI use raised a question on their team.
AI in this module. This module is about AI and is tailored to the organization’s policy.
Choose a session length
Track calibration
Track I: Frontline
Guardrails for daily tasks.
Track II: New Managers
Setting rules with a new team.
Track III: Experienced Managers
Consistency across teams.
Pricing
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Program services (9)
Service
Billed at
Hours
Multiplier
V1
Braveheart 360 Manager Edition: setup, reports and 1:1 debriefs
V2
Briefing for participants’ managers
V3
Capstone charter review and manager approval support
V4
Peer pods, monthly
V5
1:1 coaching (3 sessions)
V6
Capstone showcase with managers
V7
Team 360 for participants’ teams
V8
Measurement at +90 and +180 days
V9
Train-the-trainer certification
Layer two: modules (36), billed at the facilitator rate
Module
Short hrs
Long hrs
GT
Ground Truth: Your 360, Your Team and Your Capstone required
HG
Holding Ground: Capstone Results, 360 Pulse and the Next 90 Days required
G1
The Shift: From Doing the Work to Leading It
G2
Know Your Wiring: DISC Behavioral Styles (TTI Success Insights)
G3
Reading Yourself and Others: The Braveheart Style Guide
G4
What Drives You: Driving Forces (TTI Success Insights)
G5
What Moves People: The Braveheart Motivation Map
G6
Seeing People Clearly: Self-Awareness and the Leader’s Blind Spots
G7
First Things First: Priorities, Time and Focus for Leaders
G8
Credibility: Values, Integrity and the Trust Account
G9
Leading With AI at Your Side: Your Own Work First
R1
Know Your People: Strengths, Motivation and Engagement
R2
Clear Expectations and Goals That Hold
R3
Feedback That Lands
R4
Coaching 1-to-1
R5
Recognition That Works
R6
Huddles, Meetings and Team Rhythm
R7
Crucial Conversations® (Certified Delivery)
R8
Hard Conversations on the Team: The Braveheart Approach
R9
Emotional Quotient™ (TTI Success Insights)
R10
Steady Under Pressure: Emotional Intelligence for Supervisors
R11
Talking About AI With Your Team
A1
Delegation at the Right Altitude
A2
Performance and Accountability: Diagnose Before You Act
A3
Hiring Well and the New Hire’s First 90 Days
A4
Solving Problems and Making Decisions on the Front Line
A5
Developing Others: Growth Conversations and Career Paths
A6
Service Through the Team: Customer and Member Standards
A7
AI at Work: Redesigning Team Tasks Responsibly
H1
Leading Your Team Through Change
H2
Fair and Consistent: Documentation, Policy and Partnering With HR
H3
Stress Quotient™ (TTI Success Insights)
H4
Sustainable Pace: Workload, Resilience and Burnout Signals
H5
Leading Leaders: Developing the Managers Who Report to You
H6
The Team Scorecard: Measuring What Your Team Controls
H7
AI Guardrails: Policy, Privacy and Fair Use on Your Team
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Development built for the altitude of the role. Enterprise-level modules, 1:1 executive coaching, a session with the executive team, and a strategic project that delivers something the organization needs.
Senior leaders rarely get development built for them
Most leadership programs stop at the middle. Above that, development tends to mean a conference, an occasional coach, or nothing at all, even though senior behavior sets the culture, the strategy and the pace of change for everyone below.
This program treats the senior leader as the person whose habits are multiplied across the organization. It works on the questions that only senior leaders face: how the executive team itself operates, how strategy becomes something people three levels down can act on, how to sponsor change long after the launch, and how to make sound decisions about AI and the people it affects.
Participants bring the challenges on their desks into every session. Each leads a strategic project on a real organizational challenge, chartered with and presented to the executive sponsor.
Measured, not assumed
The Braveheart 360, Executive Edition
Twelve executive practices across the Braveheart Method, rated by the leader’s own executive, peers and direct reports, with stakeholder interviews as an option. A pulse at the close shows what changed.
01
Executive Edition 360
Impact, values, enterprise perspective, culture, influence, candor, strategy, talent, AI judgment, sponsorship, accountability and legacy.
02
Stakeholder interviews, optional
Confidential interviews with board members, peers and key partners, summarized by theme.
03
TTI Success Insights assessments, optional
DISC, Driving Forces, Emotional Quotient™ and Stress Quotient™, each with a Braveheart-original alternative.
04
Team 360 for the executive team, optional
The Team Edition, used to prepare the executive team session.
How the curriculum is built
Four stages, thirty-six modules
Every module belongs to one stage of THE BRAVEHEART METHOD™, and AI decisions are addressed in every stage, because they now sit on every executive’s desk.
Stage 01
GROUND
Align Leaders
Self-awareness at altitude, style and motivation, values under pressure, the enterprise mindset, executive rhythm and AI literacy. Nine modules.
Stage 02
RALLY
Engage People
The senior team, culture, communication, boards and stakeholders, coaching senior people, candor, high-stakes conversations, composure and leading people through AI. Eleven modules.
Stage 03
ADVANCE
Build Capability
Strategy that executes, financial acumen, decision rights, talent and succession, growth and risk, and executive choices about AI and the future of work. Six modules.
Stage 04
HOLD
Sustain Change
Sponsoring transformation, organizational design, performance systems, crisis, legacy, sustainable pace and AI governance. Eight modules.
Structural rules
What is fixed, and what is yours
RULE 01
Two modules are required
Every engagement opens with Executive Ground and closes with Accountable Legacy: the 360, the mandate and the project charter at the front; project results and a public commitment at the back.
RULE 02
Coaching is built in
Six 1:1 executive coaching sessions per participant run alongside the modules, tied to the 360 and the strategic project.
RULE 03
Two lengths, two tracks
Short Form (90 minutes) or Long Form (3.5 hours), live-online or in person, calibrated for Track I (directors and senior managers) or Track II (vice presidents and the C-suite).
RULE 04
Real challenges, real stakes
Every session works on the challenges participants bring, and the strategic project is chartered with the executive sponsor.
The recommended architecture
The twelve-month executive journey
Before the start. Executive 360 (with stakeholder interviews if chosen) and sponsor alignment.
Executive Ground, month 1. 360 debrief, mandate statement and the strategic project charter, approved by the sponsor.
Core sequence, months 1–11. Six to eight elective modules, typically Long Form.
Executive coaching. Six 1:1 sessions with a certified executive coach.
Executive team session. A facilitated half-day with the intact senior team.
Sponsor reviews, quarterly. Progress on the strategic projects.
Accountable Legacy, month 12. Project presentations to the sponsor, 360 pulse and the executive commitment.
Cohorts of up to 16, live-online, in person or blended. Train-the-facilitator licensing is available.
Engagement options
Five ways in
Single module: one module, one track, Short or Long Form
Executive team session: a half-day with the intact senior team
Module series: the two bookends plus four Long Form modules
Full executive journey: twelve months with the 360, coaching, team session and strategic project
Executive coaching only: six 1:1 sessions with the Executive 360
Investment is quoted per engagement following the diagnostic. In-person delivery is available; travel is billed separately.
A 45-minute diagnostic conversation about Braveheart Senior & Executive Leadership Development™. No deck, no pitch: we find out what your actual constraint is and tell you honestly whether this is the right instrument for it.
Build a Braveheart Senior & Executive Leadership Development™ program
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.
The module catalog
Click any module to open its premise, outcomes, how participants bring real issues into the room, how AI is addressed, both session lengths and the track calibrations. Braveheart-original and AI modules are selected to start; TTI-certified and certified-delivery modules carry per-person fees and are left for you to add.
Required · Bookends
The two required modules
Every engagement includes these
Premise. Senior leaders rarely get honest data about how they lead. The program opens with the Braveheart 360 (Executive Edition), a clear statement of what the role is actually accountable for, and the choice of a strategic action-learning project the executive sponsor approves.
Outcomes. Participants will be able to:
Read your Executive 360 and name the two shifts that matter most
Write the mandate your role carries in one page
Draft a strategic project charter for sponsor approval
In the room. Participants bring the two or three organizational challenges keeping them up at night; one becomes the strategic project.
AI in this module. Participants identify where AI is already changing their area and whether the strategic project should address it.
Choose a session length
Track calibration
Track I: Senior Leaders
Projects usually sit within a function or across two.
Track II: Executives
Projects are enterprise-level and sponsored by the CEO or board.
Premise. Leaders close by presenting their strategic project to the executive sponsor, reviewing a 360 pulse and making a public commitment about what they will sustain.
Outcomes. Participants will be able to:
Present strategic project results and recommendations to the sponsor
Compare your 360 pulse with your baseline
Commit publicly to what you will sustain and how it will be measured
In the room. The strategic project is the live issue, presented with real evidence.
AI in this module. Participants report how AI was considered in the project, including risks and governance.
Choose a session length
Track calibration
Track I: Senior Leaders
Presentations to the sponsoring executive.
Track II: Executives
Presentations to the CEO or board.
01Stage 1 of 4
GROUND
Align Leaders
Self-Leadership at Altitude: Build alignment, clarify direction, and unite leaders around a shared purpose.
What does the organization see when it watches me?
9 elective modules
Premise. At senior levels a leader’s mood, habits and blind spots are magnified across the organization. People read every reaction. This module helps senior leaders see their own impact clearly.
Outcomes. Participants will be able to:
Name the behaviors others watch most closely in you
Identify one blind spot from your 360 and test it
Plan a visible change people will notice
In the room. Participants bring a recent moment where their reaction had bigger consequences than they expected.
AI in this module. Discussion of how executives’ own use of AI (or refusal to use it) sends signals across the organization.
Choose a session length
Track calibration
Track I: Senior Leaders
Impact on a function.
Track II: Executives
Impact on the whole organization.
Premise. Using the TTI Success Insights DISC report, senior leaders see how their style shapes the senior team, decision meetings and the culture below them.
Outcomes. Participants will be able to:
Interpret your DISC report at executive altitude
See how style differences play out in your senior team
Adapt one high-stakes interaction
In the room. Participants bring a senior relationship that feels harder than it should.
AI in this module. Discussion of how style shows up in written and AI-assisted executive communication.
Fees. TTI Success Insights DISC report fee per participant.
Choose a session length
Track calibration
Track I: Senior Leaders
Style across functions.
Track II: Executives
Style in the executive team.
Premise. A Braveheart-original alternative to licensed reports. Senior leaders use structured observation and feedback to understand their own patterns and read peers, boards and teams accurately.
Outcomes. Participants will be able to:
Describe your default patterns under pressure
Read the preferences of a key stakeholder
Adjust your approach in one recurring setting
In the room. Participants bring a stakeholder they find hard to read.
AI in this module. Participants test whether AI-drafted executive messages keep their voice and fit the audience.
Choose a session length
Track calibration
Track I: Senior Leaders
Reading cross-functional peers.
Track II: Executives
Reading boards and investors.
Premise. Using the TTI Success Insights Driving Forces report, senior leaders see what motivates them and how that shapes the priorities, rewards and culture they create.
Outcomes. Participants will be able to:
Name your top and bottom Driving Forces
See how your drivers shape what the organization rewards
Adjust one reward or priority signal
In the room. Participants bring a decision where their values pulled against the team’s.
AI in this module. Discussion of how AI-driven efficiency can collide with what people value in their work.
Fees. TTI Success Insights Driving Forces report fee per participant.
Choose a session length
Track calibration
Track I: Senior Leaders
Drivers in functional priorities.
Track II: Executives
Drivers in enterprise culture.
Premise. A Braveheart-original module. Executives use a conversation-based map to understand what senior people value, and design roles, rewards and priorities that keep them.
Outcomes. Participants will be able to:
Use the Motivation Map with a senior direct report
Spot one misalignment between role and values
Adjust a role, reward or priority
In the room. Participants bring a senior person whose engagement worries them.
AI in this module. Discussion of how AI changes what senior roles involve and what that means for motivation.
Choose a session length
Track calibration
Track I: Senior Leaders
Senior direct reports.
Track II: Executives
The executive team.
Premise. Stated values are easy to keep when they cost nothing. At senior levels, the real test comes when a value collides with a target, a relationship or a deadline, and everyone is watching to see which one wins. This module helps leaders decide in advance how they will act when values collide.
Outcomes. Participants will be able to:
State your leadership values in words your people would recognize
Work through a live values trade-off you face now
Agree with peers how you will hold each other to your stated values
In the room. Participants bring a current decision that tests their values.
AI in this module. Case discussion of values questions raised by AI: transparency, jobs and fairness.
Choose a session length
Track calibration
Track I: Senior Leaders
Values in functional decisions.
Track II: Executives
Values in enterprise decisions.
Premise. Leaders promoted from a function often keep leading it. Enterprise leadership means trading functional wins for organizational ones, and letting go of the work that made you successful.
Outcomes. Participants will be able to:
Name what you must let go of
Make one decision from an enterprise view
Reset expectations with your functional team
In the room. Participants bring a current tension between their function and the enterprise.
AI in this module. Discussion of AI decisions that look efficient for one function and costly for the enterprise.
Choose a session length
Track calibration
Track I: Senior Leaders
Core track for this module.
Track II: Executives
For executives new to the enterprise role.
Premise. An executive’s calendar is the truest statement of strategy. This module helps leaders design a rhythm that reflects priorities and protects the energy the role demands.
Outcomes. Participants will be able to:
Audit where your time actually goes
Redesign your rhythm around strategic priorities
Protect thinking time
In the room. Participants bring their real calendar for the past month.
AI in this module. Participants decide where AI can take over briefing, summarizing and preparation, and where it should not.
Choose a session length
Track calibration
Track I: Senior Leaders
Balancing operational and strategic time.
Track II: Executives
Enterprise rhythm and board cycles.
Premise. Executives make decisions about AI without needing to be technical, but they do need sound judgment about what it can and cannot do. This module builds that literacy and the questions every executive should ask.
Outcomes. Participants will be able to:
Explain what current AI tools do well and badly
Ask the right questions of AI proposals
Use AI personally with sound judgment
In the room. Participants bring an AI proposal or decision currently on their desk.
AI in this module. This module is about AI.
Choose a session length
Track calibration
Track I: Senior Leaders
AI in functional operations.
Track II: Executives
AI in enterprise strategy.
02Stage 2 of 4
RALLY
Engage People
Leading Others: Inspire action through meaningful engagement, communication, and stakeholder alignment.
Can I move the senior team, the board and the organization?
11 elective modules
Premise. Executive teams fail less from lack of talent than from lack of trust, productive debate and real commitment. This module works on how the senior team itself operates.
Outcomes. Participants will be able to:
Assess how your senior team handles trust and debate
Run a decision meeting that surfaces disagreement
Hold peers to commitments
In the room. Participants bring a decision their senior team avoided or reopened.
AI in this module. Discussion of how senior teams decide on AI together rather than function by function.
Choose a session length
Track calibration
Track I: Senior Leaders
Your leadership team.
Track II: Executives
The executive team.
Premise. Culture is the sum of what leaders model, what they measure and what they tolerate. This module turns culture from a poster into specific leadership choices.
Outcomes. Participants will be able to:
Identify the behaviors your culture actually rewards
Change one thing you model, measure or tolerate
Plan how to make the change visible
In the room. Participants bring a culture problem they see in their area.
AI in this module. Discussion of the culture AI creates: openness about use, fear of replacement and trust.
Choose a session length
Track calibration
Track I: Senior Leaders
Culture of a function.
Track II: Executives
Enterprise culture.
Premise. Strategy that is not understood and repeated does not get done. This module helps leaders communicate so that people remember, retell and act.
Outcomes. Participants will be able to:
Build a simple strategic narrative
Tell a story that makes it concrete
Adapt the message for different audiences
In the room. Participants bring a message they must deliver soon.
AI in this module. Practice using AI to test a draft for clarity, while keeping the leader’s own voice and stories.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional town halls.
Track II: Executives
Enterprise and board communication.
Premise. Senior leaders depend on people they do not control: boards, regulators, funders, partners and peers. This module builds influence before it is needed.
Outcomes. Participants will be able to:
Map your key stakeholders and their interests
Plan influence for a current priority
Prepare for a board or high-stakes meeting
In the room. Participants bring a stakeholder they need to win over.
AI in this module. Discussion of board and regulator expectations about AI oversight.
Choose a session length
Track calibration
Track I: Senior Leaders
Cross-functional influence.
Track II: Executives
Board and external influence.
Premise. Senior people are expert, busy and used to being right. Coaching them takes a different approach. This module adapts the Braveheart coaching conversation for senior leaders.
Outcomes. Participants will be able to:
Coach a senior leader without taking over
Ask questions that challenge expert thinking
Close with accountable commitments
In the room. Practice rounds use real coaching situations participants bring.
AI in this module. Discussion of AI as a preparation aid for coaching, and why the conversation stays human.
Choose a session length
Track calibration
Track I: Senior Leaders
Coaching managers.
Track II: Executives
Coaching senior leaders.
Premise. Senior teams make worse decisions when people stay quiet. This module helps leaders make it safe to disagree and widen whose voice counts.
Outcomes. Participants will be able to:
Notice who is not heard in senior meetings
Invite disagreement deliberately
Act on what you hear
In the room. Participants bring a meeting where important views went unspoken.
AI in this module. Discussion of bias in AI tools and the need for diverse human review.
Choose a session length
Track calibration
Track I: Senior Leaders
Your leadership team.
Track II: Executives
The executive team and board.
Premise. Delivered by Braveheart Consultants as a certified provider of Crucial Conversations®, with Braveheart executive application. Senior leaders practice the conversations where stakes, opinions and emotions run highest.
Outcomes. Participants will be able to:
Apply the program’s dialogue skills to a real senior conversation
Recognize when a conversation has turned crucial
Rehearse a high-stakes opening
In the room. Participants rehearse a crucial conversation they face now.
AI in this module. Discussion of when not to use written or AI-assisted messages in high-stakes situations.
Fees. Crucial Conversations® participant materials and licensing fees per participant.
Choose a session length
Track calibration
Track I: Senior Leaders
Conversations with peers and teams.
Track II: Executives
Conversations with boards and executives.
Premise. A Braveheart-original module for the conversations senior leaders most often avoid: with peers, boards and long-serving colleagues.
Outcomes. Participants will be able to:
Open a high-stakes conversation with care and clarity
Separate facts from positions
Agree a way forward
In the room. Participants rehearse a conversation they are putting off.
AI in this module. Guidance on keeping high-stakes conversations live rather than written.
Choose a session length
Track calibration
Track I: Senior Leaders
Peer and team conversations.
Track II: Executives
Executive and board conversations.
Premise. Using the TTI Success Insights Emotional Quotient™ report, senior leaders see how composure, empathy and social skill shape the senior team and the organization.
Outcomes. Participants will be able to:
Interpret your EQ report
Name your top trigger at senior level
Plan one development action
In the room. Participants bring a moment their composure slipped.
AI in this module. Discussion of reading emotion in digital communication.
Fees. TTI Success Insights Emotional Quotient™ report fee per participant.
Choose a session length
Track calibration
Track I: Senior Leaders
Composure with teams.
Track II: Executives
Composure with boards and crises.
Premise. A Braveheart-original module on the emotional discipline senior roles require: steadiness under scrutiny, empathy at scale and recovery after setbacks.
Outcomes. Participants will be able to:
Recognize your pressure patterns
Use a reset routine before high-stakes moments
Respond to others’ emotions at scale
In the room. Participants bring a recent high-pressure moment.
AI in this module. Discussion of constant connectivity and AI alerts as sources of pressure.
Choose a session length
Track calibration
Track I: Senior Leaders
Composure with teams.
Track II: Executives
Composure in crises and boardrooms.
Premise. Employees watch senior leaders for signals about AI and jobs. This module helps executives communicate honestly about AI, address fear and involve people in the change.
Outcomes. Participants will be able to:
State the organization’s AI direction honestly
Address fear without false promises
Involve employees in shaping AI use
In the room. Participants bring real employee questions about AI.
AI in this module. This module is about AI.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional communication.
Track II: Executives
Enterprise communication.
03Stage 3 of 4
ADVANCE
Build Capability
Leading the Enterprise: Equip the organization with the strategy, decisions and talent it needs to perform.
Are my choices clear enough for people three levels down to act on?
6 elective modules
Premise. Strategy usually fails in translation, not in the boardroom. People three levels down cannot say what the strategy means for their work. This module helps leaders turn strategy into a few clear choices, name what will stop, and build a cascade every level can act on.
Outcomes. Participants will be able to:
State your strategy as three to five clear choices
Name what you will stop doing to make room
Build a cascade the front line can act on
In the room. Participants bring their current strategic plan.
AI in this module. Discussion of where AI belongs in the strategy, and where it is a distraction.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional strategy.
Track II: Executives
Enterprise strategy.
Premise. Senior leaders must read the business through its numbers and decide where money and people go. Many were promoted for functional expertise and have never been taught to read a balance sheet or challenge an investment case.
Outcomes. Participants will be able to:
Read the key financial statements and the story they tell
Evaluate an investment case and its assumptions
Explain a financial trade-off in plain language
In the room. Participants bring a current budget or investment decision.
AI in this module. Case discussion of evaluating AI investments: costs, benefits and hidden risks.
Choose a session length
Track calibration
Track I: Senior Leaders
Budgets and functional investment.
Track II: Executives
Enterprise capital decisions.
Premise. Unclear decision rights slow organizations down: decisions get made twice, escalated needlessly or not made at all. This module clarifies who decides, who is consulted and how decisions escalate.
Outcomes. Participants will be able to:
Map decision rights for a key process
Remove one decision bottleneck
Set clear escalation paths
In the room. Participants bring a decision that keeps getting stuck.
AI in this module. Discussion of decision rights for AI: who approves tools, uses and data.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional decisions.
Track II: Executives
Enterprise governance.
Premise. Organizations that build their leadership bench deliberately do not scramble when leaders leave. This module helps senior leaders assess their bench honestly and plan the moves that build it.
Outcomes. Participants will be able to:
Assess your bench honestly, role by role
Plan development moves for successors
Run a fair, calibrated talent review
In the room. Participants bring their real succession picture (anonymized).
AI in this module. Discussion of skills that matter more as AI changes roles.
Choose a session length
Track calibration
Track I: Senior Leaders
Your function’s bench.
Track II: Executives
Enterprise succession.
Premise. Organizations need room for new ideas and limits on the risk they can carry. Leaders set both, often without saying so. This module makes them explicit.
Outcomes. Participants will be able to:
Create room for small experiments
Set clear risk limits
Learn from failures quickly and openly
In the room. Participants bring an idea they want to test.
AI in this module. Discussion of AI experiments: small, safe and measured.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional innovation.
Track II: Executives
Enterprise growth.
Premise. Where AI should and should not change how work is done is a leadership decision. This module helps executives decide deliberately and fairly.
Outcomes. Participants will be able to:
Identify where AI fits your strategy
Decide what stays human and why
Plan the workforce implications
In the room. Participants bring their organization’s current AI plans.
AI in this module. This module is about AI.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional AI choices.
Track II: Executives
Enterprise AI choices.
04Stage 4 of 4
HOLD
Sustain Change
Leading Change That Lasts: Reinforce progress, embed new ways of working, and sustain results over time.
Will the change outlast my attention to it?
8 elective modules
Premise. Change succeeds or fails on visible, sustained sponsorship. Many senior leaders launch a change and move on, and the organization reads that as permission to wait it out. This module covers what sponsors actually have to do, for as long as it takes.
Outcomes. Participants will be able to:
Name the sponsor behaviors your change needs
Build a coalition of sponsors across the organization
Stay visible long after launch
In the room. Participants bring a change they sponsor now.
AI in this module. Many transformations now include AI. Participants plan sponsorship for one.
Choose a session length
Track calibration
Track I: Senior Leaders
Sponsoring functional change.
Track II: Executives
Sponsoring enterprise change.
Premise. Structure, roles and processes should make the strategy the easiest thing to do. When they do not, good people work around the design and burn out doing it.
Outcomes. Participants will be able to:
Diagnose where structure works against strategy
Design one structural fix
Plan the people side of the transition
In the room. Participants bring a structural problem.
AI in this module. Discussion of how AI changes roles, spans and structures.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional design.
Track II: Executives
Enterprise design.
Premise. Commitments at the top become real only through measures, reviews and consequences. Without them, the strategy becomes a list of good intentions.
Outcomes. Participants will be able to:
Choose measures that reflect the strategy
Run reviews that create accountability
Apply consequences fairly at senior levels
In the room. Participants bring their current scorecard.
AI in this module. Discussion of AI dashboards and the judgment they still require.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional performance.
Track II: Executives
Enterprise performance.
Premise. When the unexpected hits, people need clarity, honest communication and fast decisions. Leaders who have rehearsed a crisis handle the real one better.
Outcomes. Participants will be able to:
Lead the first 48 hours of a crisis
Communicate honestly under uncertainty
Decide quickly and correct course
In the room. Participants bring a past crisis to review.
AI in this module. Case discussion of an AI-related incident (data exposure, harmful output).
Choose a session length
Track calibration
Track I: Senior Leaders
Functional crises.
Track II: Executives
Enterprise crises.
Premise. What a senior leader builds that outlasts their tenure is the real measure of their leadership: the people they developed, the culture they left and the decisions that still hold.
Outcomes. Participants will be able to:
Define the legacy you intend
Plan what to build and hand over
Develop your successor
In the room. Participants bring their current succession situation.
AI in this module. Discussion of the responsible AI practices a leader leaves behind.
Choose a session length
Track calibration
Track I: Senior Leaders
Legacy in a function.
Track II: Executives
Legacy in the organization.
Premise. Using the TTI Success Insights Stress Quotient™ report, senior leaders see their stress factors and plan recovery.
Outcomes. Participants will be able to:
Interpret your SQ report
Name your top stress factors
Plan recovery
In the room. Participants bring their real workload picture.
AI in this module. Discussion of AI and executive workload.
Fees. TTI Success Insights Stress Quotient™ report fee per participant.
Choose a session length
Track calibration
Track I: Senior Leaders
Senior leader workload.
Track II: Executives
Executive workload.
Premise. A Braveheart-original module. Senior leaders protect the judgment their role depends on by managing pressure and recovery deliberately.
Outcomes. Participants will be able to:
Recognize when pressure is affecting judgment
Build recovery into your rhythm
Model sustainable pace
In the room. Participants bring a recent decision made under too much pressure.
AI in this module. Discussion of using AI to reduce low-value executive work.
Choose a session length
Track calibration
Track I: Senior Leaders
Senior leader pace.
Track II: Executives
Executive pace.
Premise. Executives and boards are accountable for how AI is used. This module covers oversight, risk, ethics and the questions leaders must keep asking.
Outcomes. Participants will be able to:
Set AI oversight responsibilities
Review AI risk and ethics
Report AI use to the board
In the room. Participants bring their organization’s current AI governance.
AI in this module. This module is about AI.
Choose a session length
Track calibration
Track I: Senior Leaders
Functional oversight.
Track II: Executives
Enterprise and board oversight.
Pricing
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Delivery time
Program services (10)
Service
Billed at
Hours
Multiplier
V1
Braveheart 360 Executive Edition: setup, reports and debriefs
V2
Stakeholder interviews for the 360
V3
Sponsor alignment sessions
V4
1:1 executive coaching (6 sessions)
V5
Executive team session (half day) with Team 360
V6
Strategic action-learning facilitation
V7
Quarterly sponsor reviews
V8
Strategic project presentations to the sponsor
V9
Measurement at +90 and +180 days
V10
Train-the-facilitator certification
Layer two: modules (36), billed at the facilitator rate
Module
Short hrs
Long hrs
XG
Executive Ground: The 360, the Mandate and the Strategic Project required
XH
Accountable Legacy: Project Results, 360 Pulse and the Executive Commitment required
G1
The Leader as Instrument: Executive Self-Awareness
G2
Executive Style: DISC at the Top (TTI Success Insights)
G3
Reading the Room at Altitude: The Braveheart Style Guide for Executives
What Moves an Organization: The Braveheart Motivation Map for Executives
G6
Purpose, Values and Character Under Pressure
G7
From Function to Enterprise: The Executive Mindset
G8
Executive Rhythm: Energy, Focus and Where Your Time Goes
G9
The AI-Literate Executive: Judgment Before Tools
R1
The Senior Team: Trust, Debate and Commitment at the Top
R2
Leading Culture: What Leaders Model, Measure and Tolerate
R3
Executive Communication and Leadership Storytelling
R4
Stakeholders, Boards and Influence
R5
The Executive as Coach
R6
Inclusive, Candid Senior Teams
R7
Crucial Conversations® for Senior Leaders (Certified Delivery)
R8
High-Stakes Conversations at the Top: The Braveheart Approach
R9
Emotional Quotient™ at Altitude (TTI Success Insights)
R10
Composure: Emotional Intelligence for Senior Leaders
R11
Leading People Through AI: Trust, Fear and Honest Communication
A1
Strategy That Executes: Choices, Trade-offs and Cascades
A2
Enterprise Financial Acumen and Capital Decisions
A3
Decision Rights and Governance: Who Decides What
A4
Talent, Succession and the Leadership Bench
A5
Growth, Innovation and Managed Risk
A6
AI and the Future of Work: Executive Choices
H1
Sponsoring Transformation
H2
Organizational Design and Alignment
H3
Performance Systems and Executive Accountability
H4
Leading Through Crisis
H5
Leaving the Bench Stronger: Executive Legacy
H6
Stress Quotient™ for Executives (TTI Success Insights)
H7
Executive Sustainability: Pressure, Recovery and Judgment
H8
AI Governance: Risk, Ethics and Oversight at the Top
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Program · BC-002
Braveheart 360
Honest, confidential feedback on how a leader leads, or how a team works, built on the Braveheart Method. Three editions, four reports, and a pulse that shows what changed.
3 editions36 statementsIndividual, manager, team and group reportsBaseline and pulseAI in every stage
The higher a leader goes, the less honest feedback they get. A well-run 360 is one of the few places a leader can learn how they actually come across, from the people who experience it every day.
The Braveheart 360 is our own instrument, built on THE BRAVEHEART METHOD™. It measures twelve practices across Ground, Rally, Advance and Hold, with one statement in every stage on leading with AI. It is short enough that raters finish it (about twelve minutes) and specific enough that a leader knows what to do next.
Three editions
For managers, for executives, for teams
MANAGER EDITION
Supervisors and managers
Self-awareness, priorities, credibility, knowing people, feedback and coaching, recognition, delegation, accountability, problem solving, change, sustainable pace and follow-through.
EXECUTIVE EDITION
Directors to the C-suite
Impact, values, enterprise perspective, culture, influence, candor, strategy, talent, AI judgment, sponsorship, accountability and legacy. Stakeholder interviews available.
TEAM EDITION
The team 360
Every member rates how the team works: purpose, roles, trust, communication, conflict, inclusion, collaboration, learning, problem solving, adapting, accountability and pace. The report shows where the team agrees and where members see it very differently.
ANY EDITION
Baseline and pulse
Run the 360 at the start of a program and again at the close, and the reports show what moved.
Four reports
The right view for each reader
Report 01
Individual
The full picture for the leader: stage and practice scores by rater group, strengths, lowest-rated items, blind spots, hidden strengths, AI practices, comments and a development plan linked to Braveheart modules.
Report 02
Manager
For the leader’s own manager: combined scores, strengths, priorities and a conversation guide. No comments or item detail, to protect raters.
Report 03
Team
For a team and its leader: team scores, the widest disagreements, comments and a team conversation guide.
Report 04
Group
For the sponsor: combined results across all participants, with no one named, to guide program design.
Confidentiality and delivery
Built so people tell the truth
Groups of three or more. Peer, direct report, other, team member and stakeholder results appear only when at least three people respond; smaller groups are combined.
Comments without names. Written comments are shown word for word, without names, in random order.
Your platform or ours. Raters answer on the Braveheart 360 platform, or in the organization’s own SurveyMonkey, Microsoft Forms or Qualtrics using our survey templates. Either way, the reports come from the Braveheart 360 platform.
Debriefed, not just delivered. Every individual report comes with a 1:1 debrief, because a report nobody helps you read rarely changes anything.
The sample uses fictional people and results. Facilitator access requires a password; if you were sent a survey link, please use that link.
Where it fits
On its own or inside a program
The Manager Edition opens and closes Braveheart Supervisor & Manager Development™, and the Executive Edition does the same for Braveheart Senior & Executive Leadership Development™. Either can also run on its own, with debriefs and a development plan, and the Team Edition is often the starting point for a team that has stopped working well together.
A 45-minute diagnostic conversation about the Braveheart 360. 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 the editions, how many people or teams, and the support around the reports. The summary updates as you go; the investment panel at the foot is password protected.
Editions
Manager Edition
Supervisors and managers. Self, manager, peers, direct reports and others.
Executive Edition
Directors to the C-suite. Same rater groups, executive practices.
Executive Edition with stakeholder interviews
Adds confidential interviews with board members, peers or partners, summarized by theme.
Team Edition (team 360)
Number of intact teams of up to 15 members. Every member, the leader and chosen stakeholders rate how the team works.
Additional team members
Members beyond 15, added across all teams.
Support around the reports
1:1 debriefs, Manager Edition
A 60-minute debrief with each participant. Strongly recommended.
1:1 debriefs, Executive Edition
A 60-minute executive debrief, prepared from the report and any stakeholder interviews.
Manager report briefings
A 30-minute call with each participant’s manager to use the manager report well.
Team debrief workshops
A facilitated 2-hour session with each team on its Team 360 results. Bundled with a Team 360, the pair is priced together.
Group report and sponsor briefing
Combined results for the sponsor, no one named. Needs at least three participants (1 = yes).
Pulse cycle: Manager Edition
Run the 360 again at the close of the program. Number of people re-surveyed.
Pulse cycle: Executive Edition
Number of executives re-surveyed.
Pulse cycle: Team Edition
Number of teams re-surveyed.
Client survey tool setup
Build the survey in the client’s SurveyMonkey, Microsoft Forms or Qualtrics from our template. Number of editions set up.
Client quotes
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Program
Braveheart Culture Assessment™
A full employee culture review, run end to end on our own platform. A multi-question configurable survey goes to the whole workforce, the qualitative work runs alongside it, and the results arrive as a live dashboard your leaders can filter themselves.
Most culture work starts with a solution someone already had in mind. This starts with what is actually true, gathered from the whole workforce, and reported at a level of detail that makes it hard to argue with.
A culture review answers a specific question: what is it like to work here, and does that differ depending on which part of the organization you sit in? The survey is the instrument. The platform is what turns several hundred responses into something a director can interrogate on a Tuesday afternoon without booking a meeting with a consultant.
It is delivered as a complete engagement: instrument design, communication campaign, fielding, focus groups and interviews, analysis, findings, and a prioritization workshop where your leadership ranks what to do about it. The platform is what your organization keeps afterwards.
The instrument
A configurable survey, not a fixed questionnaire
The question bank carries rated items across seven cultural dimensions, multiple-choice questions, open-ended questions, and a demographic set. Every question can be switched on or off, reworded, or replaced, and the instrument is approved by you before a single employee sees it.
Seven dimensions. Leadership and communication, respect and fairness, psychological safety, working across units, development and advancement, mission and values, and morale and engagement. Each is carried by several items so a single badly-worded question cannot move a score on its own.
Reverse-keyed items. A handful of questions are scored in the opposite direction, which catches respondents running down one column without reading and keeps agreement bias out of the result.
Vocabulary that matches your organization. Question text is stored with tokens rather than fixed nouns, so the same validated instrument reads correctly for a city, a hospital, a manufacturer, or a hotel group without rewriting the bank.
Optional demographics. Department, role, and tenure drive the reporting breakdowns. The wider demographic set is available where you want it and off where you do not, and every question in it is optional for the respondent.
Prefer not to answer. Present on every item and excluded from scoring rather than counted as neutral, because treating a refusal as mild agreement manufactures a result out of a silence.
How the platform works
Four tabs, each with a different audience
The same file serves the employee taking the survey, the director reading results, and the consultant running the engagement. What each of them can reach is controlled by the access lock described below.
Survey
The instrument as an employee sees it. Progress is tracked as they go, every question is skippable, and the review copy scores itself locally so you can check the scoring before approving the instrument. This is the tab your workforce meets.
Dashboard
The results, filterable by survey cycle, department, classification, and tenure band. A cultural health index, the seven dimensions against peer benchmarks, department heat maps, trend lines across pulse cycles, item-by-item response distributions, qualitative theme frequency, and a plain-language read of what the current view says. Every panel respects the filters and the reporting threshold at once.
Build the Survey
Where the instrument is assembled. Switch questions on and off, rewrite a stem, add an item to a dimension, set the vocabulary for your sector, and preview the result immediately. Changes flow through to the survey, the response template, and the dashboard structure together, so the three can never drift apart.
Administrative Functions
Engagement settings and data handling. Organization name and branding, survey cycle, participation target, the minimum reportable cell, passcodes, roster and benchmark loading, and the import mapper that matches your survey platform's export columns to the expected fields before anything is loaded.
The access lock
Two tiers, because two audiences need different things
A department director needs to read results. They do not need the ability to edit the instrument or reach the response file. Those are separate permissions, and the platform treats them separately.
Open by default. With no passcode entered, the file is the survey and nothing else. Someone who receives the link can complete the instrument and can reach no results at all.
Results passcode. Unlocks the dashboard. A director given this code can filter, drill down, and print, and can reach neither the builder nor the underlying responses. Figures on this tier are already suppressed below the reporting threshold, so the screen cannot expose an individual even to someone who goes looking.
Administrator passcode. Unlocks the builder, the data tab, and every setting, including the reporting threshold and both passcodes. This is the consultant's tier during an engagement and yours after it.
Set by you, changed by you. Both codes are configured in Administrative Functions and can be rotated at any point: when a director leaves, when a cycle closes, or when the file moves from us to you.
An honest limit. The lock governs what the interface will show. It is not encryption, and anyone determined enough to open the file in a text editor can read what is in it. That is why the figures below the threshold are removed when the file is produced rather than merely hidden.
Protecting the individual
Why some cells are empty
No score, theme, or count is displayed for any group smaller than the minimum reportable cell, and the threshold is applied to every view independently: a department that reports at organization level can disappear the moment a classification or tenure filter narrows it further. Where withholding one cell would let a reader derive it by subtraction from a published total, the next-smallest sibling is withheld as well.
Verbatim comments are read and coded by the consulting team and never stored in the dashboard. Only the coded theme assignment travels, which is what lets a director see that workload is the dominant theme in their unit without being able to read what any one person wrote.
In the demo, move the threshold and watch results disappear. That is exactly what it does with real data.
See it working
The demo is the real platform
It is the same file we deploy, loaded with a fictional organization of roughly seven hundred people across two pulse cycles. Every chart, filter, and control is live. Both passcodes are printed at the top of the screen so you can reach every tier.
Nothing in it is client data. The questions are written for the demonstration rather than taken from the working bank, and the responses were generated for the purpose.
