In-house, 6 to 20 people, one to three days. On-site or online.
You bring the cases from your world. I bring the dramaturgy. What still holds after the coffee break is training that landed.
Core topics
Conflict isn't a malfunction. It's information. Read it early and you can steer, before escalation takes over the conversation.
What you work through in the training:
Trigger isn't cause. Feelings don't arise from what others do — they arise from how we evaluate it. Separate the two and you stay able to act, where others escalate.
From a conflict training
A top performer complains that he's carrying five projects while the team averages two. In the conversation it becomes clear: he never hands a task over, because he doesn't trust his colleagues with the responsibility. They in turn experience every handover as micromanagement. The conflict wasn't between two people. It was a pattern both of them kept alive.
Most negotiations don't fail because of the offer. They fail because positions are defended instead of interests being explored.
This training is grounded in Harvard principles and makes them practical. Developing your BATNA. Uncovering interests behind positions. Handling difficult counterparts without capitulating. We rehearse your real cases: the stalled salary conversation, the supplier meeting, the internal resource fight. What you simulate here, you can take into the room next week.
Giving feedback someone actually hears. Telling a team member something isn't working. Running a team briefing that lands.
One question runs through all of these: how do I create clarity without damaging trust?
Leadership is, at its core, communication. That doesn't depend on personality, but on stance and craft.
What we train:
Your real situations. We work through them.
Presentations that actually reach people work like good stories. They have a hero, a conflict, a turn. This training brings storytelling techniques from improvisation theatre into pitches, briefings and internal communication. What you can do after two days: fill fewer slides, and make them work.
Improvisation theatre is more than a creativity method. It's a training lab for the mindsets modern leadership requires: listening before responding, tolerating uncertainty, reacting to what's actually happening.
Yes-And — accept what's offered, build on it, carry it further.
And the opposite — when is a clear no the stronger response? Where do your boundaries end?
The exercises come from professional impro theatre. In two hours, they show what classical seminars leave theoretical for weeks.
How I work
Before every in-house format, I run a scoping conversation. What's the specific situation? Who's the target group? What should be different afterwards? That conversation shapes the design. Not a catalogue entry I've run two hundred times.
All trainings follow the principle experience before theory. Participants live it first, then we frame it. Maximum three minutes of lecture at a stretch, then discussion or exercise. Anyone who can't bear that is in the wrong room. Anyone who can bear it has done more in two days than they would in two weeks of lectures.
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