The development of attitudes or competencies of employees is what the organisations need most. In consequence of the diagnosis, together with our Customers we define development goals for individual employees or whole teams.

All training modules are developed on the basis of the realities of the Customer’s company, based on the specific and real needs identified during the diagnosis. During workshops the participants work, among others, on internal company’s documents learning what they exactly need in a given situation.

All workshops are conducted, in particular, with the use of interactive and activating techniques of a group work, including moderated discussions, brainstorming, group work / individual work, case study, role-play, competitions consolidating the knowledge, quizzes, quiz shows, physical, artistic and intellectual icebreakers, group exercises, sense of humour :) and others.

The case study, role-plays and other necessary texts are always prepared for the purposes of a given training course, based on the realities of the Customer’s company.


  • How to teach a newly-promoted (as well as an experienced one) manager the basic and advanced human resources management techniques?
  • How to develop individual competencies in the entire team?
  • How to improve training skills of in-house trainers? How to help them create original training programmes?
  • How to teach a manager a coaching management method?
  • How to create and implement a “lifelong learning” system at a company?
  • How to teach a team about strategic thinking and project management?


INDIVIDUAL COACHING. Individual pace of development of competencies determined by the Customer. Preceded by definition of a goal, the programme comprises a series of meetings during which the Coachee analyses his/her methods of operation, customs and habits, and modifies his/her target competencies being supported by coaches. The process is enriched by practical tasks to be performed during and/or between the sessions.

MANAGEMENT  COMPETENCY   DEVELOPMENT   ACADEMY –   workshops   developing   individual managing competencies based on or independently from the systems and tools existing at a company. The workshops may address the following competencies:

  • Definition of SMART goals and monitoring their attainment;
  • Preparation and conduct of a motivating appraisal and development interview;
  • Development of a candidate profile and preparation and conduct of a successful recruitment interview based on the competence interview;
  • Coaching as a style of on-going work with subordinates. Interactive workshops will enable the participants to develop the ability of exercising an effective impact on other people, acquiring the team’s involvement in the tasks and projects implemented, and developing independence of their collaborators;
  • Conduct of the so-called difficult conversations.
  • Time management meaning professional duties in a longer perspective. The workshop addressed to both, managers and employees not managing teams, enabling them to gain skills to improve work organisation using simple and practical techniques and tools.
  • How to independently develop in an organisation? From autodiagnosis of one’s own talents (in which fields I am an expert, authority for others) through analysis of the environment and organisational possibilities (also, who is an example for me and what specific things I would like to imitate) until development and implementation of original individual development plans at a company (using Kolb’s circle concept – adult learning cycle). In addition, preparation of a compendium of methods of developing individual competencies at a company by efficiency vs. costs.

CHANGE/PROJECT MANAGEMENT ACADEMY –  addressed  to all those lucky ones who implement changes in an organisation not prepared for them, manage others without having the required authorisations and successfully attain what is unattainable... The scope of the Academy includes, among others, the following issues:

  • I. “Change management, i.e. how to survive a storm and go on?”
  • Why do we need changes, it was so good...
  • What should be done at company X (department) in order for it to survive (internal and external diagnosis of a hypothetical company, development of suggested changes which will help it overcome the crisis and attain success);
  • What is a change associated with and why are people afraid of it?
  • How to implement one’s ideas in practice in an organisation experiencing crisis?
  • How to persuade others to make a change (the role of successful communication as information flow and of interpersonal communication);
  • Diagnosis of one’s own organisation /department/, proposal of changes and methods of their implementation;
  • What fears can occur with an employee and how to deal with them?
  • Change of habits – is it possible?
  • Change management in practice: homework for trainees

  • II. „Project management, i.e. what to do in order not to become a member of the
          voluntary fire brigade?”
  • What do we have to do? Product definition and specification.
  • Why and for whom are we doing this? Business justification (goal).
  • How do we know it is going to be a project?
  • When is it to be completed and what do we need, i.e. a professional action plan using such tools as PERT, GANTT, CPM, etc.
  • How much will it cost? Budgetary discipline in a project.
  • What can be a failure, i.e. how to manage risks in a project?
  • Who will do that, i.e. people and structures in a project.
  • How to check whether a project is a success. How to convince the customer?
  • The most frequent reasons for failure based on global experience.
  • How to arrange everything, i.e. the selected project management methods.

  • III. „Project team creation and management”
  • What is a project team?
  • Stages of team creation and development
  • Key to success of a team (selection of people and competencies, creation of relations in the team – communication, appropriate assignment of roles, cooperation terms, etc)
  • Who do we need? “Tasks vs. competencies” matrix
  • How to fill in “missing pieces”? “People vs. tasks” matrix
  • How to identify and strengthen informal leaders?
  • Project team life cycle

  • IV. „Everyday life of a Project Manager: Dr Jekyll & Mr Hyde at work”
  • How to create one’s authority as a project manager when there is no time?
  • Role of the project leader vs. necessary competencies
  • Leader or controller?
  • Leader or expert in a field?
  • Triangle of the goal of action of a project manager
  • Schedule, planning, modification of actions
  • Project team motivation
  • Negotiations under a project
  • PR & marketing. Creation of allies around a project
  • Conduct of meetings and public addresses

TRAINER SCHOOL,  for  in-house  trainers  and all those who speak to groups of people,  presenting different issues, informing about or convincing of their concepts, training colleagues in their areas of specialisation, etc, i.e. how to create original training programmes and teach others successfully? In particular:

  • Level I. Introduction to the principles of creation and skills of using in practice of interactive (workshop) techniques of group work, including moderated discussion, brain storming, group work / individual work, case study, role-play, contests and quizzes, ice-breakers, team exercises.
  • Level II. Programme planning and conduct of original training courses on specific subjects (depending on the company’s demands). Introduction to the principles and practical skills of creating a coherent training structure (opening, subsequent thematic modules, summary), selection of appropriate training techniques to goals and modules, development of original interactive exercises.
  • Art of presentation and public address. Workshop focusing on, among others, the goal of address as a point of departure, whom we are talking to – expectations of participants, voice, vocabulary, message structure, visual support, presentation of figures, role of the body language, i.e. how to develop a coherent presentation on any subject, how to organise contents and deliver a successful, reliable speech.

INDIVIDUAL  AND  TEAM  EFFICIENCY,  i.e.  how  to  effectively  communicate  with  others? Conducted based on the Insights Discovery Method the workshops are addressed to all those for whom an effective communication within a team, with subordinates, collaborators or customers is a must and a condition of success. On the basis of a diagnosis and autodiagnosis of their personality profiles, participants practice the application of self-consciousness and abilities to recognise preferred styles of others’ behaviour: understanding and adjustment of the work style and communication method in order for the cooperation to be as effective as possible.

During the workshops participants gain not only knowledge, but also practical skills of recognising personality profiles and effective communication with each of them in everyday work. Due to the workshops, expressions like “I have explained it to him hundred times, and he still doesn’t understand” may go down in history.

ASSERTIVENESS TRAINING,  I.E. PARTNERSHIP IN  RELATIONS  WITH OTHER  PEOPLE.  The goal of the workshop is to understand what the assertive behaviour is in practice and how to distinguish it from a passive and aggressive behaviour with oneself and other people. The workshop lets its participants develop the skills of autodiagnosing their own preferred behaviours and acquire competencies / habits of responding in an assertive way. The participants also learn how to diagnose situations and make decisions on whether, at a given time, the assertive behaviour is appropriate.

It helps create equal relations in the professional and private life.

CORPORATE  STRATEGIC  PROJECTS  (mini-MBA).  Addressed  to  specific  groups of  employees / managers, the workshops during which participants, based on authentic data and realties, develop action strategies for subordinate entities, departments, functions, company. The scope / course of the workshops includes:

  • introduction to the strategy development principles;
  • introduction to and practical application of strategic analysis tools (including STEP, SWOT and other);
  • introduction to principles and acquisition of skills of defining (long-term) strategic and operational goals;
  • introduction to principles and acquisition of skills of developing practical action plans / determining priorities;
  • acquisition / improvement of skills of defending one’s project (justification based on a diagnosis, goals defined in compliance with the goals of a superior entity, company’s values, expected benefits);
  • acquisition of practical knowledge about project management based on a specific project to be implemented, application of supporting tools, including without limitation Gantt chart, PERT, CPM methods.

The deliverables of the workshops include practical solutions, repair plans, action strategies ready to use at an organisation.

IN-HOUSE ACADEMY.  The “life-long  learning” system, i.e. long-term development of specific groups of corporate competencies (e.g. managerial competencies). The programme offers employees of a given company an opportunity of systematic development based on consecutive expertise levels. Individual levels of education include knowledge, and especially practical skills that are carefully adapted to specific needs of “students”.

The in-house “academy” also creates specific paths of further development for a group of internal trainers, traditionally originating from the training / HR department and other professions / functions at a company.

The service includes, for instance, the following activities:

  • definition, together with a customer, of the scope of key competencies to be taught;
  • development of a concept and principles of a long-term development of the competencies defined;
  • development of the substantive contents of consecutive education levels and training modules;
  • development of training materials for trainers and trainees;
  • development and conduct of “train the trainer” workshops (+ observation at work and a feed-back session).

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