WHAT WE DO
The Second Reaction™ in Behavioural Change
Masterclasses that inject the principles of the Second Reaction™ into Sales, Leadership and Culture initiatives
Leading in ways that result in people choosing performance and growth over safety and comfort.
Given the pressures of modern day business, it is very easy and natural for leaders to slip into unconscious habits that feel right at the time but often end up damaging the long term motivation and performance of their people.
Examples include micro-managing, avoiding difficult conversations and defaulting to a ‘telling’ vs. ‘coaching’ approach.
We run leadership masterclasses that help leaders understand why these default habits happen and how they can make more deliberate, conscious choices that unlock stronger performance and growth – even in the most challenging operating environments.
Improving the application of top level, value-based sales skills in the heat of battle.
The business world is awash with expensive sales training programmes that fail to change the way salespeople sell. One key reason for this is that salespeople are not aware of the powerful thinking traps that can significantly limit the application of new skills with real customers and on real deals.
We run masterclasses that plug this gap. We equip sales teams to recognise and overcome these common thinking traps in ways that result in more value being created, more deals closing, more often and with less roadblocks.
The result? Sales teams who don’t just know what to do to create value but who also have the mental strength and behavioural flexibility to do it when it counts.
Ensuring culture and values mean something rather than just sounding good.
Most organisations dedicate significant resources and effort to culture and values programmes. This is because they believe these initiatives have the potential to shape behaviour, motivation and morale in positive ways.
However, these programmes rarely deliver the desired impact. Why? Because values and behaviours often – and unconsciously – take a back seat when people are faced with urgent and important priorities.
We have therefore created a different approach to culture and values – one underpinned by principles of psychological choice – that make it much more likely that culture change and values will take root and thrive despite the demands and intensity of day-to-day working life.
Thank you to the organisations who have explored these ideas and approaches with us
