PEOPLE DEVELOPMENT WORKSHOPS
Workshops for leaders building stronger teams.
I design professional development workshops that help high-performing teams and their leaders grow, work better together, and handle change.
Your team has embedded expertise. I bring the frameworks and design that help you get more out of it, built around what your work demands of the people doing it, so everyone leaves knowing what they'll do differently tomorrow.
WHAT YOUR TEAM IS FACING
Three ways I help teams get stronger.
DEVELOPING YOUR TEAM
Growth that shows up in the work
Personal and professional development workshops that give participants clearer insight into their strengths and growth areas for the work they do.
Some teams start fresh with an established framework like DiSC. Others build on development they’ve already done. From there, the work connects to where the team is going, and each person leaves with concrete next steps for growing in ways that improve their day-to-day work.
EQUIPPING LEADERS FOR CHANGE
Steady leadership through change
For managers and leaders guiding teams through a reorganization, a move, or a leadership transition while still delivering the work.
Leaders learn how people respond to change, how their own style shows up under it, and how to coach their teams through it. They leave with a practical approach for managing change for themselves, their teams, and the work.
BUILDING CORE SKILLS
Essential skills for real work challenges
Skill-building workshops that help teams strengthen how they make decisions, collaborate, manage pressure, or understand how each person works best.
Each workshop is a few focused hours of hands-on, interactive practice on situations the team actually faces, and it ends with tools and agreements they take back to work.
BUILDING DEVELOPMENT & CHANGE WORKSHOPS
Every program is built for your team. A few things hold true every time.
What stays the same
We start with what you have. I learn what's working, what isn't, and the development tools your team already uses.
Your team works on real situations. People bring the challenges they're facing right now.
Everyone leaves with something they'll use. Plans, tools, and agreements that go back to work with them.
What we shape together
Focus: Anchored in what you're trying to accomplish. We map the distance between where your team is today and where it's trying to go, then weight the program toward individual growth, how people work together, how it shows up in the work, or a mix of all three.
Tools: Assessments, a feedback survey, research-backed frameworks, or hands-on exercises, chosen for the goal.
Format: A focused workshop, a full day, or a series.
Who's in the room: A whole team, its managers, or its leaders.
BUILDING SKILL SPECIFIC WORKSHOPS
Sharpen a core skill in an afternoon.
Each workshop centers on a single skill set, with hands-on, creative exercises so people practice it in the room. Book one on its own, or build it into a larger program.
Decision Lab
Better decisions under pressure for people who make decisions all day and feel the fatigue. Participants uncover their own patterns under pressure, learn tools to cut down on overthinking, and build habits for deciding with more speed and clarity.
Up to 16 people · 3 to 4 hours
Pressure Checked
Practical tools to reset and refocus. A guided session on managing stress and building resilience, co-facilitated with a licensed clinical social worker who understands the demands of corporate life.
Up to 16 people · 2 to 3 hours
Blend Together
See how your team really works, then make it better. Timed creative challenges show who leads, who holds back, and where communication breaks down. Teams leave with practical ways to stay aligned when things move fast.
Up to 16 people · 3 to 4 hours
DiSC
Understand how each person works best. Everyone learns their own work style, how it shows up under pressure, and how to work well with the styles around them.
Up to 20 people · 3 to 4 hours
THE STANDARD
Your team's time is worth protecting.
Taking people away from their work is a real cost, and I treat it that way. Every session is built to clear three bars:
A REAL PROBLEM.
We spend time understanding what your team is facing right now to develop the right workshop.
A NEW VIEW.
The workshop helps your team discover something about themselves or each other that's hard to see from the inside.
A DIFFERENT MONDAY.
Participants go back to their day-to-day with decisions and tools they can immediately use.
One team’s retreat at a state housing finance agency is spreading across the organization. Its department’s leadership came next, and two more departments have asked for the same workshop.
CASE STUDY
Illinois Housing Development Authority
IHDA is the State of Illinois’s affordable housing finance agency. Since 1967, it has delivered more than $29 billion in financing for more than 335,000 homes and apartments for low- and moderate-income households. The teams behind that work operate under high stakes and sustained pressure.
GROWING YOUR PEOPLE
Asset Operations & Strategy
The challenge.
This nine-person team is the internal operations and consulting arm of a department of about 80 people.
Heading into the new fiscal year, they had already done the reflective work: a DiSC session earlier in the year and a team session that surfaced themes of change, growth, and leadership. What they wanted next were tools and experiences that would turn those themes into how each person works.
The approach.
The day moved from the individual outward, and each step built on the one before it. It began with value, so each person was grounded in what they bring before hearing anyone else’s view. Using their DiSC profiles as a lens, people named what the team has because they are part of it.
Next came peer perspective. Every member of the team, including its two leaders, received feedback from colleagues through a custom survey, synthesized into a private summary that gave each person an honest view of how their work lands with the people around them.
Then the team looked ahead, defining the highest caliber of work they want to be known for and the long-term vision it would take to get there, framed as the award-winning work they would present to their peers a year from now. The day closed with each person turning all of it into a personal and a professional intention for the year.
The result.
Each person left with a clear statement of the value they bring, a private feedback summary with what to keep doing and what to change, and a shared picture of what the team could become. Their leaders revisited each person’s intentions in one-on-ones and reviews as an anchor for performance goals.
LEADING THROUGH CHANGE
The challenge.
Asset Management Leadership
The 14 leaders who run IHDA’s Asset Management department, from the managing director and deputy director to assistant directors and managers, oversee the 80 people responsible for compliance, risk, and the financial health of IHDA’s housing portfolio.
They were navigating an office move, a new structure, and new executive leadership while keeping the work on track. When people pushed back, the default response was to explain the change again. That approach was not moving people forward.
The approach.
The day was built around three questions: how each leader shows up, how they develop their people, and how they lead change.
Before the session, every leader received 360 feedback from colleagues, summarized individually and compared with their own self-ratings. In the room, the group’s combined results showed something they hadn’t seen: explaining change was already a strength for most of them, while giving people a real say and pacing change to what teams could absorb were where they fell short.
Leaders then practiced coaching on a real challenge with a partner. They learned four kinds of resistance (to the logic of a change, to how it was decided, to the pace of learning, and to what people believe the work is for) and used them to diagnose a specific person on their own team.
The result.
Each leader left with their 360 summary, a commitment to one real coaching conversation, and a worksheet for a specific change they’re leading: who is resisting, why, and their first move in the next two weeks, along with who they told about it. Six months from the session, each received a letter they wrote to themselves that day.
CONTACT