One session is a good day. A series changes behaviour.
Three to six workshops across a quarter, each building on the last, with the same group in the room every time. Every session is scoped against the objectives you're already being measured on — retention, succession, engagement, speaking up — so this lands as a lever on your numbers, not a wellbeing extra.
3–6 sessions · 60–90 minutes each · groups of 8–40 · in person or remote
The gap between a good session and an actual change.
Everyone leaves a one-off inspired. Two weeks later the inbox has won. The difference isn't the quality of the session — it's whether anything comes back around to make people do it twice.
A single workshop
People understand the idea, write something down and leave motivated. Some act on it. Most intend to. Nothing brings them back to it, so the ones who don't manage it in the first fortnight quietly never do — and there's no way of knowing which is which.
A series
Everyone knows the next session is coming and that they'll be asked what happened. That single fact changes the follow-through rate more than anything said in the room. And when something doesn't work, there's a session to bring it back to instead of a dead end.
Not a nice-to-have. A lever on the numbers.
Nothing here is delivered off a shelf. Before session one we agree which of your objectives this is serving, and the arc is built backwards from there — so when someone asks what the spend achieved, the answer is already in the language your board uses.
Bring one or two of these to the call and we'll build the series against them. If confidence isn't the constraint on the objective you care about, I'll tell you that too.
A quarter with one clear thread.
This is the shape a four-session series usually takes. Each one gets rebuilt around the objectives we agreed, so treat this as the pattern rather than the agenda.
Naming it
What confidence is actually costing this group — the ideas not raised, the roles not applied for, the conversations postponed. Everyone scores themselves privately, and leaves with one specific thing they'll do before we meet again.
The beliefs underneath
We start with what happened to that first action, then go after the thoughts people have mistaken for facts. Where each came from, and the evidence against it drawn from their own history.
Saying the difficult thing
The practical one — boundaries, asks, honest feedback, disagreeing in a meeting. People work out their actual words and practise them, which is uncomfortable for about four minutes and then isn't.
Making it hold
What happens when it gets hard again and the old behaviour is easier. We score the group again, look at what moved, and build what the next quarter looks like without me in the room.
Any of these can anchor a session. A 20-minute call is usually enough to work out which three or four your group needs.
Scored before. Scored after.
Participants score themselves against seven markers in the first session and again in the last. You get the anonymised, aggregated shift across the group, mapped back to the objectives we agreed at the start — so "we ran some confidence workshops" becomes a number you can put in a board pack, next to a list of things people did that they'd previously have avoided.
Groups this works well with.
An emerging leaders cohort
People recently promoted or being developed towards it, learning to take up the space the role actually requires.
A women's network or ERG
A group that already meets and wants something with structure and an outcome rather than another speaker.
A team through a change
Restructure, new leadership, new ways of working — when people are hesitant and it's showing up as caution.
A function that's gone quiet
Where the good ideas stopped surfacing in meetings and nobody can quite say when that started.
Real feedback from the last sessions.
"I liked the interactive part of the session, where we had the opportunity to reflect and write things down. Simply listening to a talk wouldn't have worked as well for me."
"I came away very inspired, with a lot to think about. You really helped me reframe how I look at things."
"Relaxed atmosphere where it felt easy to discuss things and talk them through."
"Jess is easy to talk to, approachable and knowledgeable in her field. She makes you feel comfortable and at ease, even if you're anxious about meeting new people."
Before you commit a quarter.
How many sessions do we actually need?
Four is the usual answer. Three works if the group is already close and the theme is narrow. Six is worth it when you're running it across a whole layer of management and want the behaviour to spread rather than sit with individuals. We'll work it out on the call.
How do we justify this internally?
By not presenting it as a confidence programme. Present it as work on whichever objective it's serving — retention in a function you keep losing people from, the succession pipeline, the engagement items on voice, the progression gap. We agree that framing before session one and the end-of-series summary reports against it, so the business case and the evidence use the same language.
What does it cost?
It's priced for the series rather than per session, and it works out lower per head than running the same number of one-offs. I'll give you the figure on the call — once I know the group size and the number of sessions, I can also tell you honestly whether a single workshop would do enough.
How far apart should the sessions be?
Two to three weeks. Weekly is too fast for people to have actually done anything between sessions, and monthly is long enough that the thread goes cold and you spend the first ten minutes reminding everyone where you got to.
Does it work remotely?
Yes, with one condition: cameras on and small breakout groups. The reflective parts work fine on video. What doesn't survive is thirty black squares, because nobody will say the honest thing into a void.
What if people miss a session?
It happens and it's survivable — each session stands on its own as well as building. But if half the group misses half the sessions, you've bought four one-offs rather than a series, which is the one thing that makes this not work.
Can we mix it with one-to-one coaching?
Often the strongest combination. The series lifts the whole group, and one or two people get individual sessions alongside it — usually whoever is stepping up or has just been promoted.
Let's scope the quarter.
Twenty minutes on the phone. Bring the objective you're under pressure on and what you're seeing in the group, and I'll tell you how many sessions it actually needs — including if the answer is one, or none.
Scoped before anything is booked · invoiced to the organisation