Questions we hear.

We develop managers, supervisors, sales leaders and executive teams, and help people work more effectively across departments. Development is built around real work, supported by AI coaching and practice, and measured before and after.

We help sales leaders use one-to-ones for strategic thinking, career growth and preparation for greater responsibility, not just pipeline updates. Leaders practice coaching conversations and learn to use AI for preparation, rehearsal and follow-through, then teach their teams practical ways to simplify routine sales work.

The assessments and the first call are complimentary. A diagnostic is $4,500. A 90-Day Change Sprint comes with a satisfaction guarantee, an agreed-to scope and a fixed fee before it starts.

Training is harder to apply when it is disconnected from real work, offers little practice or has no follow-through. We build development around your challenges, with practice, support from your leaders and progress checks.

The change sprint runs 90 days. We measure at the start and again at the end, so by day 90 you’ll know what moved and what didn’t.

Often both. We scope the work around an operating problem, like slow handoffs, repeat decisions, or escalations, so your COO and CHRO are looking at the same result.

Russell, directly. There’s no junior team.

Look for a firm that teaches feedback as a practiced skill, not a lecture. Your managers should rehearse real conversations, get coached on them and repeat them over several weeks. Ask how the provider measures change afterward. Feedback is a core skill in all three of our programs, and we measure it before and after.

The conversations they’re avoiding. Most new managers know the work. What they don’t know is how to give feedback, set expectations and hold people accountable without damaging the relationship. Start there, then delegation and decision-making.

Our programs combine learning over time, practice on your real work, involvement from your own leaders and before-and-after measurement.

Both. Most clients start with one group during the 90-Day Change Sprint, then widen it once they’ve seen the result.

Ask how managers will practice between sessions, how their own leaders will support them and how progress will be measured. Our New to the Role program combines those elements over time.

Before the promotion if you can. Give them a small piece of leadership first, like running a project across two teams, then train them on feedback, delegation and decisions. After the promotion, pair the training with a leader who checks in on real situations.

It depends on the group. The first phase runs inside the 90-Day Change Sprint, and you can continue from there.

Train the conversation, not the theory. Managers avoid hard talks because they’ve never practiced one and they’re afraid of damaging the relationship. Give them a simple structure, have them rehearse it on real situations and check back a week later. Then make sure their own boss does the same with them.

Coaching is built into the program. Individual coaching can be added for managers who need more, scoped during the diagnostic.

Give them a real stretch, a visible path and time with senior leaders. A program where your executives teach does all three. Pay matters, but many high performers leave because they’ve stopped growing.

It’s a program where a company’s own executives teach the next generation of leaders, usually alongside outside faculty. The leaders who teach learn the material more deeply, and participants hear it from the people they’ll eventually report to.

Help them practice coaching, support career growth and teach useful AI workflows before they take on a larger team.

Sales leadership development. We help leaders coach thinking, support careers and develop their people. Real sales situations provide practice, but this is not a replacement for your selling methodology, pipeline management or product training.

No. Pipeline reviews focus on opportunities, forecasts and actions. Development conversations focus on the person’s thinking, skills and growth. Leaders learn to protect space for that purpose, either within a clearly separated part of a one-to-one or in a dedicated conversation.

AI can help a leader prepare questions, rehearse feedback and draft follow-up from agreed notes. It should not replace listening, decide what someone’s career should be or judge promotion readiness. Leaders learn to check its output and use it within company policies.

Career growth can mean deeper expertise, more complex accounts, mentoring or cross-functional leadership. We help leaders explore what the person actually wants and connect it with meaningful development opportunities, without treating a management title as the only next step.

Look at what each department is measured on. Competing goals can contribute to conflict, alongside unclear roles or strained relationships. Agree on a shared goal for the work that crosses the line, name one owner for the handoff, and set a simple way to settle disagreements before they escalate.

Unclear ownership is one common place to investigate. Each department owns its own work, and the handoff sits in between. Without an agreed definition of “ready,” a named owner and a response time, work waits, gets reworked or falls through.

More than most reports show, because the cost hides in delay, rework, repeat decisions and the time leaders spend settling disputes. The Cost of Unowned Work estimator gives you a range using your own numbers to help you decide where to investigate first.

Yes, in a specific way. We don’t write the change plan and leave. We help your leaders change how work is done across departments, practice it and teach it to their teams.

Start by finding where the misalignment shows up in the work: which decisions get reopened, which handoffs fail, which goals pull against each other. Then agree on decision rights and one set of shared priorities, and practice working through disagreements in the room instead of after the meeting.

Don’t wait for it to settle on its own. Start by exploring competing goals, unclear decision rights and the relationships involved. Name the specific disagreement, get it into the meeting and agree how the team will decide when it can’t agree.

Make commitments visible, give each one a single owner and a date, and review them together every week or two. The shift happens when peers hold each other to account, not only the CEO.

Yes, when team building means developing trust, shared priorities and accountability. Our focus is how your team decides, solves problems and follows through on real work.

The diagnostic helps distinguish a skill gap from unclear ownership, conflicting priorities or another obstacle. That gives us a better basis for recommending development and agreeing what to measure.

We will explain what we found and whether further work is justified. You keep the findings and recommendations, with no obligation to commission a sprint.

No. The diagnostic is yours to keep and use however you want.