The experience
No trust falls, no lectures, no beige hotel energy. Real material from your team, worked through two lenses, with follow-through built in from the start.
The journey
Before · Portal
Two or three weeks ahead, everyone gets access to the TSM portal: a short Compass questionnaire, and a private prompt about what’s actually causing friction. Your facilitators design the two days from that material, so the programme opens already knowing your team, without anyone having been exposed.
Day 1 · Awareness
Profiles are revealed privately, then the team builds its map together: where the differences sit, which pairings spark, and why. The afternoon goes deeper: how conversations go wrong under pressure, the blame patterns every team falls into, and what each person’s hard day really looks like. People leave day one saying “so that’s why that keeps happening.”
Day 2 · Application
Day two is practical: how to state the purpose of a piece of work so someone can run with it, how to brief in five parts, how to have the receiver play it back before starting. Then a full mission simulation applies all of it under pressure, reviewed through both lenses. The day ends with the Team Contract and a personal plan for every individual.
After · Rhythm
Goodwill after a great workshop decays within a fortnight, which is why the follow-through is contracted before day one, not pitched after day two. Monthly pulses keep the signal live, individuals draw on the coaching bank, and every quarter the team resets against its own contract with fresh data in hand.
Dual facilitation
Every engagement is delivered by a certified pair: one from each discipline. You’ll watch them disagree occasionally, out loud, and resolve it like adults. That’s not a slip; it’s the method demonstrated live.
Process lead
A psychotherapeutically trained practitioner who holds the safety of the room: the psychological sessions, the reviews of what happened between people, and quiet one-to-one care if anything lands heavily on someone. If a moment needs holding, this facilitator holds it.
Structure lead
A military-experienced instructor who owns the tempo: the missions, the briefings, the timekeeping, and the honest reviews. Expect clarity and momentum, not shouting: the discipline is in the structure, never aimed at a person.
Neither closes a debrief alone. Every major moment gets both readings (structure and process) before the room moves on. One method, two voices.
In the room
The two days are almost entirely activity. Nobody sits through a slide deck about communication.
Feedback and deadline conversations practised in threes, with an observer watching for the moment an exchange goes wrong, and how to bring it back. Scenarios come from your team's own anonymised material, not a manual.
Ninety minutes on a realistic scenario built from your world: a proper five-part brief, roles, time pressure, and one deliberately awkward change of scope. Then the whole thing is reviewed twice: task first, people second.
Tables build two models: a great day on this team, and a hard day. It sounds playful, and it is; it is also the fastest way we know to get a team describing its pressure behaviour honestly, without anyone being put on the spot.
The two days end in six to ten specific commitments the team writes itself, each with an owner, a measure, and a review date. Every person consents explicitly, or passes and is heard privately. It is a working agreement, not a poster.
Formats
The standard
2 days
The programme described on this page: a day of awareness, a day of application, and a Team Contract to carry it. For teams of 8 to 24; always inside a 12-month engagement.
For bigger or harder rooms
3 days
Adds a third day of embedding: a second, harder simulation built from your real backlog, plus a leadership-only afternoon on setting intent downward. Recommended for teams above 16 or with live conflict.
The entry point
1 day, leaders only
The structure modules plus the psychological foundations of contracting, for a leadership team. Works as a precursor to Core or as a follow-up for the leaders of a team already through it.
The heartbeat
1 day, four times a year
An honest review of the quarter against the Team Contract, refreshed practices, and one new skill each visit. Included in every 12-month engagement.
A remote and hybrid variant exists for distributed teams: the briefing and back-briefing work lands even harder over imperfect video calls, which is rather the point.
Care, by design
Depth of disclosure is always the participant’s choice. Everyone has the right to pass, on anything, at any time, and passing is honoured, not probed. Nobody’s profile or answers are ever shared without their consent, and your organisation sees aggregate themes only. All of this is put in writing before the portal opens, and said plainly to the room on day one, including exactly who commissioned the work and what will be reported.
And to be clear about a common worry: this is team development and coaching, not therapy. Our psychological facilitators are clinically trained, which is precisely why they don’t open therapeutic work in a team room. If something personal surfaces, it is met with care in private and signposted to the right support, under a written boundary policy your HR team sees before we start.
On a discovery call we'll ask about your team's friction, answer the awkward questions first, and show you what a real impact report looks like.
Book a discovery call