Start with your team.
Tell us what is happening. A sponsor conversation and team pulse help us choose the live challenge, set priorities and agree what would make the day useful.
InspiredSTEMPEOPLE · PERFORMANCE · IMPACTBook a 20-minute callConfidence in your next conversation
Your team
understands each other.
A Team Intensive Day for clearer conversations, stronger trust and commitments you can rely on.
When did your team last make time to talk about how it works? Bring a real challenge and explore it together through guided conversations, practical exercises and reflection. Learn simple tools for speaking up, handling challenge and using your attention well.
5–30 participants · Onsite or virtual
Is this the right starting point?
Good people.
Room to work better together.
Decisions keep coming back to the same people. Different disciplines talk past each other. Difficult news arrives late, or nobody quite switches off. If that sounds familiar, the day gives your team time to work on it.
For 5–30 senior leaders and team members in a leadership, project or delivery team, depending on format. Your sponsor helps choose the focus and supports the team in putting its plan into practice. Book the day on its own, or talk to us about leadership development, mentoring or a longer programme.
Explore the other servicesBefore, during and after
Make the day count.
Then keep practising.
Talk. Try. Reflect.
Work through the five themes with guided conversations, interactive exercises and time to reflect. Use situations from your own work, get feedback and choose what to try next.
Keep it going.
Put your practical plan to work. At the sponsor check-in, review what the team has tried, what has changed and where more practice would help.
From a previous ENGIE workshop
Time for the people
in the room.
Our previous Transforming Team Communication workshop for ENGIE focused on understanding your own Voice and the impact you have on others. The agenda also made room for optional reflection and individual conversations.
Joelle’s feedback captures the care and attention behind that experience.
“The day was impeccably organized, and Inspired made time to connect individually with every member of our team.”
What you will work on
Five themes.
Everyday situations.
Start with what makes a team work. Explore your own Voice, how you respond under pressure and what others need from a conversation. Then use 5 Gears to make room for focus, connection and recovery.
Each theme includes discussion and practice for senior leaders and team members. We agree which live challenge needs the most rehearsal and adapt the exercises to your 5–30 participants. Your proposal confirms timings and depth.
How the five areas of team performance connect
Communication and relationships provide the foundations for alignment and execution. Capacity is the ability to keep performing and grow, supported by developing people and sustainable ways of working.
Build the foundations
- Communication
- A shared language, clear information and conversations where every voice can contribute.
- Relationships
- Trust and psychological safety to ask for help, challenge constructively and raise difficult news.
Turn understanding into coordinated action
- Alignment
- Shared priorities, a clear purpose and agreement about how each person contributes.
- Execution
- Clear ownership, realistic commitments and reviews early enough to act.
Capacity
Develop skills, share expertise and provide cover, while maintaining a sustainable workload and healthy working rhythms. This gives the team room to respond, improve and grow.
Where 5 Gears helps: a shared framework for understanding your attention, being present with others and making time to recharge. It supports the wellbeing and sustainable performance part of capacity.
Foundations of a high-performing team
What helps this team do its best work? Look at how communication and trust help you agree priorities, act together and speak up. Connect that to the skills, support and working rhythms you need to keep performing.
Put it into practice: Choose one habit that would make it easier to contribute, raise a concern or agree what matters most.
Your Leadership Voice
What is it like to be on the receiving end of you? Understand your communication strengths, the impact you have and how to make room for colleagues who see things differently.
Put it into practice: Choose one change to how you contribute, listen or invite a colleague’s perspective.
Defence Systems
What happens when you feel challenged? Notice the reactions that can close a conversation down, and practise responding in a way that keeps trust and openness intact.
Put it into practice: Spot a defensive pattern and rehearse a more constructive response.
The Communication Code
Does this person want advice, challenge or space to be heard? Make the purpose of a conversation clear before you respond, so your contribution meets the moment.
Put it into practice: Agree what you need from your next important conversation before moving into advice or critique.
5 Gears: sustainable high performance
Where is your attention when the situation needs something else? Use 5 Gears to recognise when to focus, connect and recharge. Look at the habits and workload pressures that keep you in task mode and leave too little room for relationships or recovery.
Put it into practice: Choose a habit to change. Agree how the team will protect focus time, be present in conversations and make room for recovery, with clear expectations about availability.
An example of the output
A plan people can act on.
What will you do differently at the next meeting? Who will get it started? Agree small, specific actions and when you will review them.
Illustrative example. These are sample working agreements, not client results.
| Action | Owner | When | Evidence to review |
|---|---|---|---|
| Make decision boundaries explicit | Team lead | First week | Agree which decisions the team owns and when specialist input or escalation is required. |
| Surface concerns at project reviews | Meeting chair | Each weekly review | Ask what has changed, record concerns and agree a responsible person and next step. |
| Protect focus, connection and recovery | Team lead and team | Agree in week one; review weekly | Agree focus time, meeting attention and availability expectations. Review where workload or interruptions prevent the team from putting them into practice. |
| Review the working agreements | Team sponsor | Agreed review point | Compare recent examples with the starting point. Identify what is working and what needs further practice. |
The starting point and review measures are agreed with your team. A day creates space for focused practice and commitments; the follow-up examines how those commitments are being applied.
Before you book
Clear arrangements.
An agreed total.
Tell us about your team, the challenge and your preferred dates. You receive a proposal you can share with colleagues before committing.
Download the brief for colleagues- Participants
- 5–30 people, depending on the format. We agree the group size and facilitation around your team and the work.
- Onsite or virtual
- Onsite or virtual. Onsite sessions can take place at your premises or a venue. Both formats use interactive exercises, behavioural science and game-based learning to support engagement and application. Venue, timings and travel are agreed during scoping.
- Fee and inclusions
- The guide includes sponsor preparation, a team pulse, the day, a practical action plan and a sponsor check-in. Your proposal confirms the total payable and venue arrangements.
- Delivery team
- We select specialists for their fit with your organisation and the content, and their availability. Your proposal identifies who will deliver and their contribution.
- Payment and booking
- Scope, availability and any rescheduling terms are agreed before you confirm. There is no requirement to buy a longer programme.
DISCUSS A TEAM INTENSIVE DAY
What would a useful day change for your team?
You do not need a finished brief. Start with the situation you want to improve.