What working together can look like

Every collaboration starts in the same place: we clarify the goal together and agree on how we'll know we've reached it. Only then do we choose the route. Here are three real-world examples.

1:1 coaching

Two examples

More influence and a clear direction

Client
Leader
Focus
Influence, strategic direction and leadership
Format
1:1 coaching

The starting point

A capable leader with a lot of responsibility, but less impact than they wanted. Cross-departmental collaboration moved too slowly, and the team lacked a clear direction.

The goal

Greater influence, stronger collaboration across departments and a direction the team can see and follow. Even when the pressure is high.

The process

  1. ClarificationWhat needs to be different, and how will we know it's working?
  2. The blind spotsUncovering the mental limitations and blind spots that were unconsciously holding back their abilities.
  3. Techniques and toolsPractical, brain-based techniques for building influence, collaborating across teams and communicating clearly.
  4. Testing under pressureThe tools were put to use in real meetings and decisions.
  5. Test, test and iterateAfter each test we evaluated what worked and sharpened the techniques and habits. Then we tested again, until it held up in everyday life.
  6. EmbeddingA clear plan so the new habits stick, even when everyday life gets busy again.

Outcomes

More influenceClear strategic directionStronger cross-team collaborationEffective self-leadershipCalm and clarity under pressure
Workshop

Perform under pressure

Focus
Performing and communicating sharply under pressure
Tools
Four practical, research-based techniques

The starting point

Nerves are not about a lack of competence. Under pressure, the brain's alarm system steals capacity, so you can't reach what you actually know. That's why we train the how, not just the what.

The goal

For participants to stay calm, use what they know and communicate with impact when a lot is at stake: in an important meeting, a presentation or a difficult conversation.

The process

  1. ClarificationBefore the workshop, we mapped the need: where does the pressure hit today, and what should participants be able to take away?
  2. InsightWhat happens in the brain under pressure? A short, accessible look at the research, so participants know why pressure hits and what works.
  3. Practical toolsFour simple techniques for calm, focus and impact that can be used straight away.
  4. Train it in the roomEach participant worked on a real situation from their own working life. The tools were tried out on the task, in pairs and with feedback, so they sit in the body and not just in the head.
  5. Put it into practiceEveryone left with a concrete plan for the next 48 hours. Participants tested the tools in everyday life, noticed what worked, adjusted and tested again. Repetition is what turned it into a habit.

Outcomes

Understanding the brain under pressureFour tools to use straight awayA concrete plan for the next 48 hoursMore calm in the situations that matter
What others say

A few words from people I've worked with

Anne is an indispensable partner who sees the human bottlenecks and reactive patterns that hold back growth. Her commercial background, combined with deep insight into human behaviour and neuroscience, enables her to drive change effectively and make new behaviour stick.
She knows exactly where to invest to ensure that decisions are both commercially grounded and human-centred.

Adair RobinsAdair RobinsHead of Industry Programs, Tech Council of Australia

Anne helped me spot the blind spots where I was unconsciously getting in the way of my own impact. She has a rare ability to challenge habitual thinking and give you the tools you need to stay composed and keep your authority.
With Anne, it's not just theory. It's something that works in a busy everyday life.

Pia ChristensenPia ChristensenProduct Manager, formerly Google & Meta

Want to hear what a programme could look like for you or your team?

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