Changeworks specialises in improving organisational culture and productivity.

We help you collaborate, transform and excel.

The end of learning is action rather than knowledge
Who we are

Welcome to Changeworks, a small consultancy with a big impact. We work with individual leaders, teams and whole systems to create organisational cultures that are highly effective and highly ethical.

Organisations are fundamentally social and communal and, in an era of hyper-connectivity, their boundaries are more permeable, their practices more visible and their reputations more fragile. New approaches to culture and leadership are required. Traditional command/control leadership styles may achieve short term gains but they rarely address long-term reputation. Each task, each job, every project needs a conversation. Results happen through collaboration. Over time we grow an informal network of trusted relationships. We learn who is approachable, who we can talk to, who to go through and even who to go around, to get our work done. It is this flow of experience, knowledge sharing and trust across the informal network that determines our flourishing and the organisation’s productivity. Yet informal networks are not always working for good. Establishing the fine line between collaboration and collusion is an important issue in our hyper-connected era.

Recent Clients


Service solutions that are bold, innovative and effective.

01 |  Collaboration by Design




 “Changing cultures one conversation at a time”

Think of a day at work when you wanted to get something done and you didn’t have the resources to do it. What did you do? Most likely, you had a conversation with someone you know and trust. The person you chose was someone who you’ve learnt to trust as your go-to person when problems are around. In fact research tells us that when people want something, rather than heading for an unknown expert, they will talk to people they know who may or may not have the knowledge. These people are part of our informal network – the go-to people that we learn to trust as we go about our daily work.  The most important factor in your success is to learn who to go to, who to go through and even who to go around in order to get your work done.

Now think of the last ‘transformation program’ in your organisation. A new operating model was decided on by identifying problems and working out where savings could occur. As a result, roles were spilled and new ones created. If you have been part of an organisation for over a year you are likely to have experienced at least one ‘transformation’ and spilling of roles. But roles are occupied by people and people form networks through which knowledge, information, collegiality and experience flows. Rarely is this taken into account. Transformation programs do the figures and identify the structures that need changing, but on the whole do not address in any consistent way the everyday interactions through which people get their work done. This is why change programs so often miss the mark.

Collaboration by Design is a program that addresses organisation change through people and their working relationships. As such it serves to complement abstract transformation processes by engaging people, thus avoiding the risk of diminished productivity as people struggle with new ways of interacting. The basic assumption is that the health and transparency of the informal network of an organisation is the secret of its success. If aligned with the change, transformation will occur smoothly without loss of productivity. If not aligned, resistance will slow it down.  By learning about the informal network and identifying its key cultural influencers and working with them on the change, the transition is fast and effective. And. as an added bonus the collaboration by design process provides the feedback and groundwork necessary to design and implement a targeted leadership development and to grow and embed a positive risk culture.


Collaboration by design is based on five principles:

  • Work is done through a network of relationships,
  • When there is a flow of knowledge and experience through the organisational network, productivity increases.
  • Organisational change requires a clear and compelling purpose that invites commitment from people because it is in line with their personal aspirations
  • With a clear strategy, purpose & vision, people are experts in how to get their work done, and they know best who helps them get work done,
  • Activating networks of key cultural influencers who support the change means it can be influenced and hastened.
  • Activating KCI’s who are also positive risk role models enables a positive risk culture.
  • If people are part of the change, they make the change,

Collaboration by Design has four steps, customised for each organisation:

  1. Mapping the Informal Network using Organisational Network Analysis (ONA), a proven scientific approach that reveals collaboration patterns and Key Cultural Influencers (KCI) who enable productivity. (Positive risk role models can also be included in the maps)
  2. Sensemaking workshop with internal project teams to discuss first order interpretations
  3. Insight and Action Workshops use the digital insights from the ONA to give insight into systemic black holes and bottle necks, KCI’s and linkages, hubs and gaps in the collaboration patterns. In the facilitation of local second order interpretations people, mobilise new productive relationships and gain insight into relationships being based on reciprocal respect.
  4. Collaboration Forums of cross-sections of Key Cultural Influencers (KCI) from across the business to plan, design and implement actions that realise the organisation strategy and purpose.
  5. Action Learning Groups that come together across the different levels and including the Key Cultural Influencers work on aspects of the change.


Collaboration by Design

  • Enables the identification of the key champions of change that are not otherwise known to leadership
  • Engages the people who do the work to improve organisation effectiveness, transparency, integrity and productivity,
  • Mobilises the diversity and innovation of the individuals that make up the organisation.
  • Activates relationships to maximise organisation agility while minimising the dependence on policy and process.



Collaboration by Design  – ( is a joint venture of Optimice ( and Changeworks. With more than 100 social network mapping projects around the world combined with work in leadership, coaching and culture change for more than two decades, Optimice and Changeworks bring unparalleled experience and value.


Coming together is a beginning. Keeping together is progress.
Working together is success.

Dr Hilary Armstrong

Hilary is a Director of Changeworks and a thought leader in collaborative leadership, cultural change, coaching and applied ethics.  She is a Master Certified Coach (MCC) with the International Coach Federation and an experienced facilitator, mediator, coach, applied ethics consultant and social researcher. Currently she is transforming businesses through digital insights in her unique Collaboration by Design program (n partnership with Optimice Pty Ltd.

Her most recent roles have included the Head of the Practice at the Ethics Centre, Director Education at the Institute of Executive Coaching and Leadership. As Head of the Practice at the Ethics Centre she contributed to and developed a program on Ethical Literacy that includes the current research from moral psychology, philosophy and behavioural ethics which is being rolled out widely across the Financial Advice sector.  As Director, Education at the Institute of Executive Coaching and Leadership she designed and ran the accredited coach training program as well as the research, design and facilitation of interventions to create values-based leadership in organisations and communities.

Clients include large corporates; Banks such as ANZ, CBA, Westpac, NAB, ING, Suncorp and AMP, manufacturing companies and various Commonwealth and State government departments (such as ATO, Human Services, DEET, Trainlink and Sydney Metro) and major universities such as Sydney Uni, UTS, UNSW and RMIT.


  • Designer of Collaboration by Design program to enable collaboration across an organisation.
  • Facilitation of programs that really engage people
  • Design of coaching and leadership conversations for diversity and innovation
  • Wise Decision making and applied ethics
  • Specialising in building high performing teams through team/group facilitation and coaching
  • Organisational/executive coaching, mindfulness, mediation, wise decision making, action learning and research
  • Adult and generative learning, and reflective practice


  • PhD, Crit. Psychology, WSU; MSc (Hons), Grad Dip.Soc.Ec.
  • Master Certified Coach (MCC), International Coach Federation
  • Executive Coach & Supervisor, Institute of Executive Coaching and Leadership (IECL)
  • Dip Counselling, Coaching NZ
  • Cert. Narrative Therapy, Dulwich Centre Aust.
  • Accred. Coaching for Emotional Intelligence, Genos, NSW
  • Cert. Difficult Conversations, Public Conversations Project, USA
  • Cert. Worldwork Conflict & Mediation, Process Work Institute USA


Human Synergistics Life Styles Inventory (LSI) and Group Styles Inventory (GSI), Cognitive Edge Tools, The Leadership Circle (TLC), Leadership Maturity Framewoek (LMF), Genos Emotional Intelligence  Instruments, SNA,  Belbin Team Roles, Hogan Personality Profiles, Harrison Assessments

Sharyn Coughlan

Sharyn is an accomplished executive manager and coaching professional with more than 30 years’ experience driving strategic planning, operational change and delivering results. This includes extensive experience reporting to Boards of Management, Government Ministers, ministerial committees and local government Councils to support their decision-making processes and the highest standards of financial, administrative and public accountability. She has presented at conferences and to parliamentary inquiries, chaired community forums and inter-agency committees.

Her experience as a strategic business manager ranges from delivering regional multi-disciplinary health services to managing business units in state and local government with broader responsibilities for service system development. In local government Sharyn built strategic coalitions of influence with regional partners in policing, corrections, education, family and children, Aboriginal and multi-cultural arenas, businesses and community organisations, leveraging Council’s reputation and economic resources to address emerging opportunities for change and achieve results. For the last six years she has developed, managed and coached a team of operational managers with national responsibilities for education and marketing in the accessible telecommunications sector.

Sharyn has an impressive record of cultivating a workplace culture that genuinely supports high performing and engaged teams. Using strengths-based performance management and coaching conversations, her management teams create high levels of trust and learning, with a focus on strategic results, and help staff to build receptivity to the change agenda.  Having advised on job redesign and work reorganisation, Sharyn has restructured business units to improve productivity and realigned staffing capabilities with corporate directions and contractual agreements. She has also designed, developed and evaluated a variety of planning models and stakeholder engagement strategies.

With an engaging and collaborative planning style, Sharyn readily incorporates diverse perspectives and facilitates commitment to strategic action in group decision making, problem solving and business planning settings.

Sharyn’s extensive management, consulting and coaching experience is informed by decades of study and practise in the contemplative traditions and an emerging neuro-scientific evidence-base on the effectiveness of mindfulness and meditation.


  • GM Operations, NRS Outreach, Commonwealth Government contract, accessible telecommunications sector
  • NSW Government Departments and Local Authorities: Management roles include Industry Development, Planning & Data Services; Commonwealth/State Relations; Community Development; as well as Snr Policy Analyst, Principle Project Manager (Change Management)
  • Director, Worklife Wellness
  • Consultant to Small Business and the NFP sector


  • Management development coaching
  • Business coaching
  • Change management and facilitation
  • Collaborative planning and collective impact
  • Mentoring, facilitation
  • Leadership coaching


  • Master of Public Policy (Sydney University)
  • Grad Dip of Social Ecology (Western Sydney University)
  • Certificate IV in Workplace and Business Coaching
  • Master of Wellness (coursework), RMIT
  • Member International Coach Federation (ICF)
  • Member Australian Human Resources Institute (AHRI)

Dr Peter Melser

Peter is Director of Changeworks Pty Ltd and an experienced social researcher. He is a trained executive coach, mediator and counsellor. Peter has worked in universities, public and private organisations and communities for over thirty-five years. In these roles he has conducted a range of organisation research, consulting, mediation, coaching, team facilitation, and university teaching, research and work on administrative committees. Peter’s work consists in the blending of organisational research and individual executive coaching. At an organisation level research is conducted to understand both internal and external clients and build opportunities for innovation and leadership. At an individual level, executive coaching is used to support change and ensure its sustainability.

He is experienced working with people who have difficulty building relationships at work and who exhibiy controlling and/or bullying behaviours. Peter spent an extended time in New York in the 1980s where he completed his PhD (Sociology and Environmental Psychology) and joined the Department of Housing of the United Nations. After completing his PhD he worked in community development in New York and held a position of Adjunct Asst. Professor at Columbia University as well as Associate Director of the Social Impact Assessment Centreand Editor of the SIA Newsletter.  On settling in Australia he set up Changeworks and for five years worked part time at WSU coordinating the Research Degree Program for 75 PhD and MSc students in transdisciplinary studies. He has published a number of reports and is a qualified couples therapist, mediator and supervisor.


  • Mediation and ethics advocacy
  • Social research and community development
  • Coaching and counselling
  • Supervision of coaches and counsellors
  • Ethics audits
  • Interviewing and analysis


  • PhD (Environmental Psychology and Sociology) NYU
  • MPhil
  • BA (Hons)
  • CAPA Member


Drew is a dynamic and pragmatic organisational development professional with a proven track record in business partnering, workforce development, values and cultural transformation, change management, performance development, strategic leadership development, executive coaching and transformational facilitation.


  • Strategic leadership development
  • Transformational executive & organisational coaching
  • Organisational and brand ethics
  • Organisational cultural alignment
  • Executive team effectiveness and impact
  • Sales force performance development
  • Talent and succession planning
  • Organisational design


Drew has a highly successful business background working in and consulting to large corporate enterprises including financial services, higher education, and infrastructure development – managing risk, senior sales teams, cultural change and business re-engineering, leadership and cultural development planning and program design.

With a career spanning over 20 years in people and organisational development, Drew quickly develops a deep and practical understanding of the challenges and opportunities of the client groups he works with. As a McKinsey trained, senior member of the ANZ’s Breakout and Cultural Transformation team (A Harvard Business case study), Drew has assisted over 3000 leaders in many countries to powerfully re-assess and re-create their approach to effective people and cultural leadership.


Drew believes that effective and successful interventions must be values-driven and both strategically and pragmatically designed and executed in order to support the delivery of the key business and cultural imperatives of the organisation.

Drew’s work is based on partnering closely with his clients to clearly identify both the current and desired state of the organisation in order to best design and then navigate the change journey.

Executive coaching clients quickly develop an appreciation of the impact of their current leadership (conscious and unconscious) approach. They are supported and challenged to make the behavioural changes that will materially develop the positive leadership impacts they will have on others.


  • B. Com (Accounting & Finance)
  • Grad Dip Org Coaching and Leadership (in progress)
  • Accredited Organisational Coach, Level Three, IECL
  • Diagnostics: CTT-Values, ESCI, ILS, DiSC, SUEIT, Systemic Interventions
  • NLP Practitioner


  • Executive coaching engagements include, Government, Higher Education, Banking and Finance, NFPs, and Infrastructure and Construction.
  • Educator, Researcher and Executive Coach, The Ethics Centre working with NAB (London, NZ, HK, NYC), BT, AMP, CBA and BoQ in the area or Ethical Literacy Development.
  • Organisational Development Leadership Project lead, RMIT University – Consult and design the University’s five- year leadership development / capability strategy.
  • Consultant and Organisational Coach, ANZ Global Markets Australia & Asia Pacific.
  • Practice Development – Organisational Coach. Westpac Commercial Banking Worked with GM and reports through individual coaching interventions agreements over a 24-months transitioning business through post GFC challenges.
  • Senior Cultural Program Lead. ANZ Group – Program lead, coach and facilitator of ANZ’s cultural transformation program (Breakout), a Harvard Business case study.



Esmé is recognised as an expert in cultural diversity, mindfulness and critical incident debriefing in the workplace. After 20 years working for NSW Health, guiding the development of culturally appropriate responses to health and addiction problems in Aboriginal communities she now applies her work more broadly, consulting into organisations wanting to embrace cultural diversity, She designs and facilitates diversity & cross cultural awareness programs to organizations across the public sector such as, health districts, NSW Schools, National Parks, Sydney Water, CatholicCare, Benevolent Society, Alzheimers Australia, as well as insurance and advertising companies.

Esmé is widely acknowledged for her ability to open a space for conversations based on a common value of respect of differences and similarities in complex and difficult environments. She partners with workplaces to provide cultural diversity training, mindfulness, workplace coaching for diversity and critical incident consulting and coaching.

With a formidable passion to find safe ways of connection where there exists misunderstanding or disconnection, Esmé bases her work on the cultivation of group, workplace and cultural values, believing when there is a common ground to work from, anything is possible.



  • Organizational cross cultural conversations
  • Mindfulness and wellness training
  • Critical Incident Consulting
  • Team/group facilitation and debriefing
  • One to one coaching
  • Programs in Diversity, Culture and Addiction and Resilience.
  • Consultant between Aboriginal and other communities as a way of increasing access to support, long term employment and understanding.



  • ConVerge International, Senior Consultant, Critical Incident debriefing
  • Consultant: cultural diversity training, cross cultural conversations and mindfulness training.
  • Established Aboriginal Healing Unit, Langton Centre, SEAHS, NSW
  • Coordinator, Outreach Clinic at La Perouse Aboriginal Health Clinic, SEAHS.
  • Consultant Psychotherapist private practice
  • Workplace cultural diversity coach
  • Co-founder, Board member, NFP focusing on bridging Aboriginal Health and Western Medicine, La Perouse, Sydney



  • MA Cultural Psychology (WSU)
  • Graduate Diploma Clinical Drug Dependence, (MacU)
  • B.A.Soc.Sc. (Psychology), (CSU)
  • Clinical Hypnotherapy Certificate,
  • Member, Australian Psychological Society
  • Member, Australian Counseling Association (ACA)
  • Member, Australian Society of Clinical Hypnotherapists


Service solutions that are bold, innovative and effective.

02 |  One to one Coaching


Organisational Coaching is a well-researched action learning process for bringing about constructive and lasting change for individuals and groups. It involves a series of one-to-one conversations designed to assist individuals and groups to learn and maximise their capacity to perform and contribute fully to the strategy of the organisation.


  • Enhance leadership by improving communication and people relationships
  • As a sounding board for ‘C’ suite leaders and Board members
  • To further develop EQ and SQ, basis of wise decision making
  • Learn to make good decisions in the face of complexity
  • Cultivate the art and science of difficult conversations
  • Onboarding new members and in the step up to a new role
  • Develop political savvy
  • Work through major life/work issues
  • A sounding board for difficult strategic issues
  • Learn the art of mediating conversations


The Changeworks approach has been developed from over 15,000 hours of coaching people and teams in organisations as well as over 10 years teaching others to coach. Our approach is founded in theory and research and we have all contributed fully to the growing field of coaching through research and publications.

Coaching is a series of solution-focussed and reflective conversations. Through coaching a person will clarify and strengthen the connection between their role and potential, and the purpose, vision and strategy of the organisation they work in.

Our approach includes:

  • A reflection-to-action process in service of the coachee,
  • Deep listening deeply and honouring the problems faced in everyday work,
  • Maintaining the balance between challenge and support,
  • Reflects back the connection between purpose, values, strategy and action
  • An independent sounding board space for senior executives and board members,
  • Empowers a person to move towards learning and action.
  • Enhances productivity and complex decision making
  • Facilitates and monitors learning, change and action.
  • Leads to people make changes quickly.
  • maximises performance and has a flow-on effect into the organisation.


The engagement is established on mutual understandings between the coach, coachee and the organisation about the purpose of the coaching.

  1. One-to-one Coaching (this is adapted depending on the client):
  • Initial contact with the sponsor of the coaching and a contract
  • If appropriate a three-way meeting between coach, coachee and sponsor to establish the common goal and purpose of the coaching
  • A series (6-10) 1-hour sessions, reflective learning and follow-up.
  • If appropriate a three-way completion session with coach, coachee and sponsor.
  1. Team coaching
  • Initial meeting with sponsor to establish purpose and goals
  • One-to-one interviews with all team members
  • Presence at a team meeting with observations about the approach
  • Feedback to sponsor and team about the approach
  • Establish a common model for change and common language and intervention preferences.
  • Attend 6-10 meetings.
  • Completion with team.

3. Workshops: A Coaching Approach for Leaders

Only 36% of Australian leaders are seen as being effective (DDI).  For 60% of those it is because they ignore relationships. Yet enabling the success of subordinates is the key role of leaders

Relationship is not just courtesy and pleasantries. It is about being honest and reflective, with sensitivity and compassion. More than speaking and telling, it means questions and listening, to begin seeing things in new ways, other people’s ways. Leaders who adopt a coaching approach are effective in these skills.

A Coaching Approach offers a sounding board and it challenges: listening, not passively, but to elicit new possibilities, the potential hidden by the taken-for-granted routines of everyday working life.Using a coaching approach with reports and a team encourages talent; introducing stretch goals and a new, often liberating, understanding and basis for action.

A Coaching Approach to Leadership is one/two day experiential program that teaches leaders to adopt a coaching approach in their leadership. This program is targeted, practical and people will leave the day able to immediately adopt the skills in their workplace.



A collection of service solutions that are bold, innovative and edgy.

03 |  Collaborative Leadership Programs

Having spent some time looking at the new context and defining a new form of leadership, it is time to state the obvious; the real issue today is not how leadership is defined but how it is practiced. The role of leader has shifted from that of offering direction based on expertise to one of mindfully inspiring others and motivating them through local accountability and celebration of diversity – a role that moderates the flow of connection between all stakeholders in the service of a coherent organisational purpose. To build a collaborative culture means addressing both the capability of ‘good leadership’ and the capacity of free flowing ‘communication’ across the whole organisational network.

The “4M’s” of Collaborative Leadership.  

The CL program is systemic and designed around three levels of interventions: the whole system, the team level and the individual level.

There are four interconnected elements of the CL program – the 4 “M’s” of Membership, Mindfulness, Mobilising and Moderation. These elements consist of a suite of interventions, which together provide the container for the culture change.

Membership: The first element is the building of a common purpose/intent and objective. A shared commitment helps create a positive culture  that delivers business goals. The membership element of the CL program is the skill of telling a compelling narrative, and building excitement about a shared commitment that invites inspiration and engagement and celebrating success. The premise behind it is that unless people can link their personal aspirations with the purpose and goal of the organisation they will not have a sense of belonging and engagement. Leaders learn story-telling practices to enable this.

Mindfulness: Each employee deserves respect, trust and good leadership. The basis of good leadership is self-awareness, self-regulation and reflective practice. Awareness of ones motivations and intentions allows leaders to practice respect and trust with their teams and to learn the practices of good decision making in the face of complexity and ambiguity.

Moderation: The role of the leader is to provide the space for all voices to be heard in a situation. This is increasingly important in today’s networked and global organisations. It requires the ability to listen as well as ask powerful questions. It means putting aside one’s own expertise and closing the conversation space prematurely with opinions and easy solutions. The basis of moderation is the skills of “mediating conversations”. Through a leader demonstrating open listening and a non-judgemental attitude, people are able to trust and speak out with courage.

Mobilisation: Part of a leader’s role is to motivate people to respond to the call for action. This can require careful negotiation of impasses as well as the ability to move people forward towards solutions. Mobilisation practices include a coaching approach to conversations and meetings. If people have a common goal and purpose then it is easier to move forward in the face of difference of misalignment.

All programs are based on Collaborative Action Learning. This means they are experiential and effective. Practice is embedded through ongoing coaching and supervision. Our programs can use a variety of diagnostics but most particularly an online social network analysis. This maps the relational reciprocity across a team or organisation and identifies the leadership development gap between the current reality and the desired future state as well as being the basis for ongoing evaluation.



A collection of service solutions that are bold, innovative and edgy.

04 |  Strategy Facilitation

Strategic thinking is defined as the longer term, big picture view of the organisation and WHAT its purpose is. The purpose is outlined in the broad aim (or vision) and it accompanying objectives.

Being strategic means identifying the many pathways that can be simultaneously designed to achieve the vision and purpose of the organisation. It requires all parts of the brain, the rational logic side as well as creativity, innovation and holistic thinking to formulate an integrated perspective of where the organisation is heading.

There is both strategic thinking and strategic planning.  While strategic thinking is about the WHAT – creating a vision and purpose for the organisation – strategic planning is about HOW to achieve this. Too often companies focus on the latter and do not spend enough time addressing strategic thinking.

Changework’s strategy facilitation is less about planning and more about strategic thinking. It includes experiential processes that help the synthesis of ideas, accessing intuition and creativity and aiming to formulate an integrated perspective, a vision of where the organisation should be heading and what the organisation needs to do well to achieve this.



A collection of service solutions that are bold, innovative and edgy.

05 | Wise Decision Making: building speak-up cultures with wise decision making


Key Concepts:

  • Recent actions in the global markets arena has led to stricter controls, oversight and legal action by regulators,
  • Regulators agree that organisational culture and systemic factors are (most) significant in shaping moral awareness, moral reasoning and moral action,
  • Traditional approaches to teaching individuals ethics and good decision making have had patchy results,
  • Rationally based decision making skills do not provide the capacity to make wise choices in VUCA (volatile, uncertain,complex,ambiguous) environments,
  • Recent research in moral psychology, behavioural ethics and neuroscience has led to the focus being shifted towards awareness of brain functioning (thinking fast and slow), moral intuition (inbuilt visceral responses) and a framework and reflective dialogue that encourages decision-making in complexity,
  • Wise decisions are more frequent when people are self aware, understand the strengths and limits of human cognitive functions, and develop understanding of cognitive bias, perspective taking and reflective dialogue.
  • Therefore an integrated approach that addresses systemic, cultural factors and individual behaviours is required.


To enable a responsive, ethically compliant and commercially sustainable culture in which people in organisations manage risk through learning and practicing the framework and the skills of wise decision making.

  1. Objectives:
    Our program is designed to:
    Map the decision making network across the organisation to identify areas of high and low connectivity that may indicate likelihood of high risk behaviours,
  2. Identify Key Cultural Influencers (KCI’s) as well as those considered as positive Risk Champions (RC’s) and analyse the alignment of these groups. Mostly they do not align. The question becomes, are the most influential people in your culture promoting prudent risk behaviours?
  3. Develop through consultation a series of cultural “nudges” to encourage moral awareness based on behavioural economics research
  4. Build the capacity of Risk Champions to promote a ‘healthy’ risk culture through a series of collaborative forums and practical workshops in which they have the opportunity to brainstorm design solutions as well as learn the mindset and skills of ethical conversations and wise decision making,
  5. Invite a small group of interested Risk Champions to in depth training as Decisions Advocates to be tactically located across the network.
  6. Provide ongoing support through ethical conversations in lunchbox hypotheticals and other skills bursts programs to support the sustainability of a healthy risk culture.
  7. Provide online resources to support the ongoing learning and development of people






A collection of service solutions that are bold, innovative and edgy.

06 |  Mentor Coaching and Coaching Supervision

What supervision is

Supervision is a systematic process for the ongoing professional development of an organisational coach. In it, issues arising from coaching practice are explored. Supervision builds on the metaskills of reflective practice, collaborative inquiry, questioning and developing self-awareness. It provides a confidential reflective space where a coach can bring personal and practice issues that are interfering with their effectiveness.

Kinds of supervision

Supervision can occur in a one-to-one relationship between the coach and supervisor or in a group setting with a supervisor and up to six coaches. Group supervision adds in the perspectives of coaching peers and group dynamics that the supervisor facilitates.


Group supervision supports ongoing professional development in a number of ways:

  • Coaches are validated as well as challenged in a community of practice setting that generates collective knowledge,
  • Generative learning is shared through expertise and experience.
  • Supervision ensures accountability and an ethical engagement.

How supervision works

The purpose and mindset of the supervision session is addressed first. Questions such as: What’s been going well since we last met? What are your hopes for our session today? What issues are you coming with today?”

This provides a check-in for everyone and identifies the range of issues to be discussed. Usually there is quick consensus about where to start, and a deeper statement of the issue by the person who introduced it. This might be followed by one of a number of ways of exploring the issue and can include others’ experience of it. The supervisor will guide the conversation, most often with questions which raise or lead to different ways of seeing and/or understanding the issue.


A collection of service solutions that are bold, innovative and edgy.

07 |  Mediating Conversations

“Every uttered word makes and impression and causes a reaction. Leaders who understand and respect the power of words produce far reaching benefit with minimal stress and time” Mike Connolly

In part, because individual judgement is not accurate enough or consistent enough, cognitive diversity is essential to good decision making”. James Suroweiki


There is no job that can be achieved without a conversation at some time, yet the art and science of conversation is rarely considered, nor are we taught that there are different styles and skills of conversational practice that can build or destroy relationships.

In workplaces, most collaborative achievements are plagued by flawed human interactions. Moments of defensiveness, forceful and even aggressive behaviours disturb the equilibrium of collective efforts and people are often left stressed and resentful. The result is disengagement or even worse, disbandment. No matter how sophisticated we think we are, our brains are still primitive in their responses to challenge and disagreement and although we also have the capacity to consider and change the ways we relate in order to get a better outcome, this is seldom practiced.

Furthermore, although we see communication blunders every week in the media and watch the effects of fake news and the war of words in political circles, executives and leaders still trivialise the power of conversation. They dismiss it as a soft skill instead of realising that every undertaking (whether moral or not) is successful because someone has considered what, how and who they converse with. When conversation is constructive and ethical, a common bond and purpose is established and there is respect for all other’s aspirations, concerns and circumstances, no matter how diverse these are. This is the basis of a mediating conversation.

Groups and people also make decisions and in today’s uncertainty and complexity the best decisions are made by groups in which there is social and cognitive diversity and inclusion. With cognitive and social diversity comes differing and often conflicting perspectives. Mediating conversations provides the process by which to negotiate these and arrive at considered and wise decisions.

The Principles of Mediating Conversations

  • The foundation of all effective conversations is shared purpose and vision
  • The mindset of participants shapes the conversational practices in the room
  • Participants should speak FOR as much as AGAINST
  • Resistance in the room invites inquiry,
  • Equal airtime is the basis of groups that work well together
  • No perspective is all right or all wrong
  • All perspectives need to be heard, considered and responded to,
  • Serial monologues and ‘opinion dumping’ reduce engagement and participation,
  • Effective conversations have a balance between inquiry and advocacy
  • Decisions are based on consensus not compliance.

What are they?

One-to-one sessions assist people listen, understand and respect each other’s perspectives and leads to mutually agreed actions that enable the shared purpose to be realised.

Group sessions are conducted in situ to assist groups to engage in perspective taking, consideration of their impact on others, and honest and respectful attention to each other’s concerns and contexts.

Who should attend?

  • When individuals and groups are not working well together
  • When there are difficult situations and relationships that people want to resolve informally,
  • When there is a need to develop the skills of and make, complex decisions,
  • Experience of ethical dilemmas in the workplace,
  • When people want to learn the art and science of good conversations


Service solutions that are bold, innovative and edgy.

08 |  Teamwork by Design

Building high performing teams

Team coaching and facilitation are aimed at building teams that are cohesive and productive. In our networked and complex world the team has become the foundational work unit of an organisation. Organisations are teams of teams. Research shows that a team of A-players does not make an A team. Yet it is team work that gives a company its competitive edge.

Are you as a leader is your goal to:

  • Shift to a focus on teamwork
  • Achieve high engagement and productivity
  • Have a new team and need help with on-boarding?
  • Are struggling to achieve urgent deadlines/projects?
  • Need to boost performance  – and individual coaching is not helping?
  • Have a group of high performing individuals who don’t function well in meetings or as a team?

We are experts in building teams and teams of teams. We assist you and your team to build trust, conduct robust conversations, ensure commitment and accountability – all in the name of high productivity. We offer optional team diagnostics, an action learning approach and a before and after measurement.

We deliver a series of ‘skills burst’ workshops and ongoing coaching over 6-12 months to grow into high performing teams.

The team coach/facilitator acts as a mirror to the existing group dynamics and communication practices between group members.

With reflection and interventions in real time the coach helps the team to develop respectful ways and communication practices that enables purposeful collaboration and produces benefits such as:

  • A shared common purpose and common goals
  • Increased team engagement, KPI’s & output
  • Identification of diversity of thinking and how to use it to enhance decision making,
  • Meetings that are engaging and productive
  • Constructive argumentation
  • Purposeful communication across other teams and silos

Programs include:

  • Conversations with all team members individually to establish the current state and future preferred state.
  • Sharing of the aggregated responses to establish a common purpose and meaning
  • Skills and tools about how to work ‘as a team’ (rather than a ‘group of individuals’)
  • Avoiding serial monologues and having real conversations
  • Managing difficult relationships within the team and externally
  • Engaging in robust and constructive disagreement