01
Focus the work
We agree the practical leadership situations the sprint needs to improve, such as decision-making, challenge, ownership or trust, and set a rhythm that fits around real business diaries.
Programme / Sprint
Leadership Team Sprint
When the team needs to work differently. Now, not eventually.
A focused six to eight week programme for senior teams that need practical movement now, not a long discovery phase.
At a glance
Best for
Senior teams that need to change how they challenge, decide and follow through, and need that to happen in weeks, not after a long discovery phase.
Shape
Six to eight week focused sprint
Main gain
Better use of leadership time.
The situation
When the team knows something has to change, but habits have not caught up.
The team is not broken. It is busy, capable and probably doing a lot right. The cost is in the repeated patterns: decisions that reopen, meetings that absorb energy, challenge that happens too late and ownership that needs too much interpretation.
Honest conversations happen outside the room, not in it.
Decisions are revisited because ownership was not clear the first time.
People agree too quickly and unpick things afterwards.
Conflict is avoided until it becomes personal.
Meetings are full but not particularly useful.
The team knows what needs to change but has not built the habits yet.
How Kate helps
The sprint uses real team work as the practice ground.
This is not training around hypothetical scenarios. The team works with the decisions, tensions and conversations already in front of it, then turns that practice into repeatable habits.
02
Work with live issues
Sessions use the team's real work as the practice ground. The team works on the decisions, conversations and tensions actually in front of them.
03
Build repeatable habits
The team leaves with a shared language, practical habits for challenge, repair and decision-making, and a simple operating rhythm it can keep using.
What the sprint includes
Clear work, not a vague development experience.
Four to six sessions over six to eight weeks, shaped around real business diaries. Sessions typically run two to three hours and can be in person, online or a mix, depending on the team.
A tight rhythm agreed at the start. This is not a programme that generates unnecessary homework or takes people off the business for long stretches.
Live work as the practice ground. The team does not practise on hypothetical scenarios. They work on the decisions, conversations and tensions actually in front of them.
A sharper way to frame, own and close decisions, with challenge happening early enough to be useful.
Practical ways to recover faster when something lands badly, so residue does not quietly build up.
A simple operating rhythm: agreed meeting structures, decision protocols and ways to flag when something is going wrong.
The work itself
What people learn to do differently
Decision-making: how decisions are framed, tested, owned and closed, and where they are currently getting stuck.
Challenge: how people disagree early enough and cleanly enough, rather than agreeing in the room and dissenting outside it.
Conflict and repair: how the team recovers when trust or clarity takes a hit, rather than letting the residue accumulate.
Trust: what is genuinely present, what is being performed, and what the team needs to stop pretending about.
Communication habits: how meetings, updates and follow-through are actually working.
Leadership habits under pressure: how individuals push, withdraw, rescue, please or over-control when stakes are high, and how to catch that before it runs the room.
Tools and methods
Methods are included only where they help the team act differently.
Core Strengths SDI
Gives the team a shared language for individual motivations, strengths and how each person tends to behave when things get difficult. Each participant receives a personal profile.
Live decision practice
The team practises on real business decisions, not abstract exercises, so the learning is immediately usable.
Conflict sequence mapping
Used to understand how each person moves under conflict and what helps them return to productive conversation. It gives the team a way to read and interrupt the patterns that derail them.
Brain-based coaching
Used to make pressure, habit and behaviour change easier to understand and apply.
Team operating habits
Practical frameworks for meetings, decisions and repair that the team agrees and keeps using after the sprint ends.
What you gain
The gain is cleaner leadership behaviour under pressure.
For the sponsor
- Better use of leadership time.
- Clearer accountability around decisions and ownership.
- Less reliance on one person to hold the team together.
- A practical view of what the team can now do differently.
For the team
- More confidence in challenge and disagreement.
- More useful meetings.
- Better understanding of their own habits under pressure.
- Practical ways to repair, challenge and decide.
Proof
Proof from founder-led leadership work
Case study
Kiss House
A coaching and relationship intelligence engagement with Kiss House, supporting a husband-and-wife founder team to better understand themselves, each other and the people relying on them.
Read the case study ->
“If you care about what you do and others rely on you, accept that there are established proven models out there. What matters most is getting the right delivery agent.”
Questions
Practical details before you decide.
How do we know if the sprint is the right option?
Choose the sprint when the issue is clear enough to work on and the team needs practical movement within weeks, not a long discovery phase.
Is this suitable if the team is not in crisis?
Yes. Many teams use this when things are broadly working, but the cost of slow decisions, careful meetings or unclear ownership is becoming too high.
How much time will the team need to give?
The rhythm is agreed around the business. The work is focused and practical, with sessions designed to minimise unnecessary distraction.
Can this work around holidays and business commitments?
Yes. A six to eight week sprint can be shaped around real diaries, as long as there is enough commitment to keep momentum.
What happens after the sprint finishes?
The team leaves with clearer habits and next steps. Some teams continue into an ongoing rhythm, while others use the sprint as a focused reset.
Next step
Use this when the issue is clear enough to move.
If you already know the team needs better challenge, cleaner decisions or stronger repair, the sprint gives enough structure and pace to begin changing the habits.