Ways of Working
Three formats. One question: what does this team need?
Each engagement is shaped around what a leadership team is actually navigating — not a fixed programme delivered the same way each time.
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Each engagement is shaped around what a leadership team is actually navigating — not a fixed programme delivered the same way each time.
Back to HomeBefore any facilitation begins, there is a conversation. Not an intake form — a real conversation about what is happening in the team, what has been tried, and what the team actually wants to be different. That conversation shapes the design of the work.
Every format begins with a design conversation — an honest scoping of what the team is dealing with and what would make the engagement useful.
Session design is responsive — built around the specific dynamics, tensions, and questions the team has named, not a generic agenda.
The facilitator's job is to keep the conversation productive — holding the structure lightly enough that the team's own thinking can move.
Each engagement closes with a written reading — a document that reflects what the team arrived at, sized for the people who need to use it.
A six-month engagement working with the leadership team of a function or a company. The work focuses on the conversational fabric of the team — how decisions are made, how dissent is held, and how the team listens to itself.
This is not a training programme. It is a sustained, iterative engagement in which the team's own patterns of conversation become visible and, over time, more considered.
Team leader and advisor agree on scope, pace, and how the work will be described to the team.
One-to-one conversations with each team member — unhurried, confidential in synthesis, focused on what each person notices about the team.
Each session is designed fresh, drawing on what emerged in the previous one and what the team brings on the day.
A written reflection on where the team started, what shifted, and what remains worth the team's attention.
A two-day off-site facilitation engagement in which the advisor designs and runs a leadership team off-site around two or three substantive topics the team has chosen in scoping. The work is designed to move — not to fill time, but to help the team make actual progress on things that matter.
Topics are agreed, the room dynamic is understood, and the arc of the two days takes shape.
The first substantive topic gets enough time and structure for the team to think well together.
Remaining topics, then a closing session that names what the team decided and what remains open.
A clear, circulate-ready document reflecting what was discussed, agreed, and what comes next.
A focused engagement to design and facilitate a single difficult conversation a team needs to hold. This might be a planning session that has not been working, a post-incident reading, or a once-a-year strategic review that deserves more structure than it usually gets.
Quarterly or annual conversations that need a clearer structure to arrive somewhere useful.
A held, structured conversation after something went wrong — without becoming a performance review.
Annual reviews that deserve the team's full attention and a facilitator who is not also a participant.
A team conversation that has been deferred because no one is sure how to hold it well.
The three formats are not a ladder. They suit different moments. A team with a single pressing conversation often starts with the single session; a team that wants to work on its conversational patterns over time often chooses the six-month engagement.
| Feature | Six-Month Engagement | Off-Site Facilitation | Single Session |
|---|---|---|---|
| Duration | Six months | Two days | Half a day |
| Scoping conversation | |||
| One-to-one discovery conversations | |||
| Number of facilitated sessions | Six (monthly) | Two-day programme | One session |
| Written record | |||
| Suited to recurring work | |||
| Engagement fee | ฿32,800 | ฿15,800 | ฿4,400 |
Six monthly sessions, discovery conversations, closing reading. For teams working on their conversational patterns over time.
฿32,800Two days designed around the team's own chosen topics, with a written record for circulation.
฿15,800Design conversation, half-day facilitation, written record. For a specific conversation that needs to be held well.
฿4,400What individuals share in one-to-one conversations stays in synthesis only. Nothing is attributed. The written record reflects what the team arrived at together.
Agendas are prepared in advance and adapted on the day. If the room is different from what was expected, the facilitation adjusts accordingly.
The advisor does not take sides in the team's substantive debates. The job is to help the team think, not to tell it what to conclude.
Documents are written for a reader, not for the file — readable in full, shareable at the right level, and honest about what was not yet resolved.
Where possible, the work builds the team's own capacity to hold good conversations without an external facilitator in the room.
Sessions begin and close as agreed. The written record is delivered within the timeframe discussed in scoping. Preparation happens before the room opens.
Each fee covers everything described — no separate billing for preparation, written records, or between-session notes. Travel outside Bangkok is discussed in scoping.
The right format often becomes clear once we have spoken about where the team is and what it is trying to work on. There is no obligation in that first conversation.
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