Leadership Workshops | Dr Brad Hodge

Why a working session

A useful day, and nothing done differently.

Your leaders went away for a day. They came back with a workbook, a lanyard, and a genuine sense that it was useful. Six weeks later you cannot point to a single thing that is being done differently.

Not because the content was wrong. Because they practised on somebody else's case study, and then had to work out the translation to their own situation on their own, in the gaps, while doing their actual job.

Decisions and plans, not hopes, dreams and the promise of PowerPoint slides.

A talk changes how people see. A workshop changes what they do. We take the thinking and put it to work on your group's real situation, in the room, so people leave with decisions rather than notes.

There is no trying to solve a problem you can't understand, or aiming for something you can't describe. So we never run the day cold. We start from a clear read on where your team actually are: sometimes that is your own reporting and a good conversation, sometimes a short private piece of work beforehand. Either way the group plans the route from where they are standing, not from where a generic program assumes they are.

Dr Brad Hodge making notes during a working session

What we work on

Leading change people actually adopt

Taking a team through change so it holds, instead of quietly sliding back the week after.
Growing your people

Stretching and building capability, so the team gets stronger over time and leans on you less.
Making it safe to disagree

Building the conditions where people raise problems early and challenge each other well, practised on the things your team is currently not saying.

Can be added to the keynote Safe Enough to Disagree.
Clearing the load nobody chose

Auditing what your people actually carry, separating the work that grows them from the work that wears them out, and removing some of it in the room.

Can be added to the keynote The Good Kind of Difficult.
Getting two teams to need each other

Naming the real status order between your professional groups, and finding the work that neither of them can do alone.

Can be added to the keynote Two Tribes, One Payroll.

Is this the right thing

Worth doing, or worth skipping.

This is for you if
- You want to support your team to develop the skills they need for the climb
- You would rather they practised on their own work than on a case study
- You want it to hold after the day, which means building skill rather than delivering content
- You are willing to let the group work on something real, including the awkward bits
It is not for you if
- You need a specific decision made or a piece of work moved. That is the off-site
- You want a compliance tick. Training that exists to be recorded gets treated accordingly, and everyone in the room knows which kind they are in
- You would prefer to gloss over things that aren't working and give everybody a fun time and a scratch and sniff sticker

What you provide

You provide the room and the people. I bring the program.

You will get a short list of what the space needs and who has to be there, and one person on your side owns the arrangements. Everything else is mine.

How we put it together

Built from the same proven pieces, every time.

No two of these are the same shape, and they are all built from the same proven pieces. I will look at what you are facing and propose a shape, you adjust it for what will work in your organisation, and we both go in knowing what each choice buys and what it leaves on the table.

One thing never comes out: we always start from a clear account of the challenge. Sometimes that is your own reporting and a good conversation. Sometimes it needs a short piece of work first. If it is neither, then we are working from judgement, and I will tell you plainly what that puts at risk.

The Expedition

The full guided season; all four, in order.

A workshop can stand on its own, and often should. It also sits in the middle of a longer climb, and it holds better when the group already shares the language and the route has already been cut.

The talk shifts how a whole group sees the work before anyone is asked to do anything differently.
The off-site is where the leadership group cuts the track, so the practice has a route to practise.
Workshops take that route down a layer and turn it into skill. You are here
Coaching tests each leader's own change on real ground, which is what makes the day survive the month after it.

Each stage makes the next one stick. Most organisations take some of it rather than all of it, which is the design working rather than a compromise.

Where to start

Start a conversation.

The first conversation is for all of us to work out one thing: whether this is a genuine fit, where our strengths complement each other, and whether the work is likely to be worth doing for your team. No pitch. If it fits, we will both feel it.

Thanks — Brad will be in touch.

He'll follow up personally, usually within a day.

Practised on the work you actually have.

A useful day, and nothing done differently.

Leading change people actually adopt

Growing your people

Making it safe to disagree

Clearing the load nobody chose

Getting two teams to need each other

Worth doing, or worth skipping.

You provide the room and the people. I bring the program.

Built from the same proven pieces, every time.

The full guided season; all four, in order.

Start a conversation.

Would you like to understand the impact of your approach to leadership?