Inner operations
A shared language for teams under pressure
Eight weeks, once a week, online. Your team learns to name what is happening to them, and practices on the situations they are carrying that week.
What it is
Built around your team's own week
Most teams have the talent. What breaks down is what happens inside people when the stakes rise.
Someone shuts down. Feedback lands wrong. A hard conversation gets avoided for weeks.
Circles give a team a way to catch those moments while they are still happening, and to find the way back to clarity. Parts work is the map we teach from. The material is whatever your team is carrying.
Then the language spreads. People start using it in meetings, in feedback, in their one to ones. That is when things shift.
What changes
What teams report
01
People stop taking things personally
They get curious instead, which is a different meeting entirely.
02
Hard conversations happen sooner
And with less damage, because they are not six weeks overdue by the time anyone speaks.
03
Leaders catch themselves
They notice the reactive part before it takes over rather than after.
04
Meetings get shorter
Decisions get clearer. That part surprises people.
Two of our leaders had been in conflict for months. Tension in every meeting, friction in every email. After going through this work, they can collaborate again. Their teams felt it immediately.People Operations Lead
We connected and spoke about things we had never been able to say out loud before. Something shifted in how we work together.Team participant
We needed this so much. When you are under this kind of pressure, you do not have space to repair things. Having this language makes everything work better.In-house legal team
What it sounds like
A shared language, out loud
Teams tell us this is the part they did not expect. Sentences like these start appearing in ordinary meetings.
A part of me is getting defensive about that feedback. Give me a second.
I can feel my perfectionist part taking over on this. Let me reset.
I am activated right now. Thirty seconds before we continue.
We are all running hot after that call. Let us pause before the next decision.
The format
How a circle runs
Each session runs sixty to ninety minutes. Teaching, live practice, and reflection, with examples pulled from your team's own week. Sometimes breathwork, when the group needs to land before going deeper.
Sessions are participative and built around what is in the room that day. People work on real situations, live in the session, not case studies.
The fit
Is this right for your team?
A good fit when
- A leadership team is navigating high stakes decisions or tension between people
- Cross-functional teams need to collaborate under pressure
- The organization is going through change, growth or restructuring
- The talent is strong and the communication keeps breaking down
Not the right time when
- You want a one-time talk or a quick fix
- The team is not ready to look at what is going on underneath
- What you need is traditional skills training
One way in
The Self-leadership Intensive
Half a day with your team, built on the pressure they are under right now.
Usually online. In person when it makes sense.
Everyone answers two questions when they sign up. What they lead, and where the pressure gets to them. We build the session on those answers, so the work runs on your leadership context from the first minute.
We teach what happens inside people when the stakes rise. How a protective part takes over a meeting. What to do in the moment when one does, on your own and with the person across from you.
Then the group works it through on their own situations, live, with both facilitators in the session.
Your team leaves with language they can use on Monday. The session holds up on its own, whether or not the eight weeks ever happens.
Half a day · usually online · from $1,500
Questions
Before you book
No. We teach it from scratch. The model is intuitive, and most people recognize their own parts inside the first session.
No. This is professional development. Nobody is asked to disclose personal history to colleagues. People learn a model they can use in a meeting, and what they do with it outside work stays theirs.
Good. We like skeptics. The work is practical and it holds up to scrutiny. Skeptics tend to become the strongest advocates once they see the tools work on something they are actually dealing with.
No. People choose what they bring. The work runs on situations at work, and the depth is set by the group rather than by us.
If the first session is not right, that is all you pay for.
Sixteen is the cap because everyone has to get airtime. If your group is bigger than that, tell us the numbers and we will work out the shape with you.
Bring Circles to your team
Tell us what is happening with your team and we will think it through together.
Book 30 minutes