Build the Skills that Matter.

STRATEGYMATTERS

When strategy lives only with the CEO, every tradeoff comes back to the CEO. This lab explains core strategy concepts in plain terms and applies them to your team's real challenges, so leaders can work through ambiguous calls on their own.

Your team leaves with:

• A shared definition of what strategy is (and isn't)
• Tools for making sound calls when the path isn't clear
• Practice applying them to a live business challenge

Best for: Senior leaders stepping into enterprise-level decisions

P&LMATTERS

Leaders who know how the business makes money make better calls. [DRAFT: confirm content, framework and outcomes]

When only the CEO and CFO understand the numbers, every tradeoff comes back to them. This lab walks leaders through how the P&L actually works in your business (what drives revenue, cost and margin) and how their daily decisions show up in it.

Your team leaves with:

• A working read of your company's P&L and the few numbers that drive it
• A way to connect their team's decisions to margin and cash
• Practice making a real tradeoff call using the numbers

Best for: Functional leaders who own budgets, headcount or pricing decisions but didn't come up through finance

TRUSTMATTERS

The Physics of Trust: Engineering Results through Relationships Low trust makes everything slower.

When trust is thin, you get more meetings, more cc's and more escalations. This lab breaks trust into four elements your team can see, measure and build on purpose, and shows how to use them for durable results.

Your team leaves with:

• A common language for talking about trust without getting personal
• A way to pinpoint where trust is breaking down
• Specific actions to rebuild it with peers and direct reports

Best for: Teams working through growth, reorganization or new cross-functional work

TEAMWORKMATTERS

Have the hard conversation in the meeting, not the hallway.

Most leadership teams avoid conflict in the room and have it everywhere else. Using Patrick Lencioni's model and hands-on exercises, this lab helps your team build trust, work through productive conflict, commit to decisions and hold each other accountable, without the CEO as referee.

Your team leaves with:

• A clear read on where your team sits on the model
• Agreed norms for debate, commitment and follow-through
• A peer accountability practice the team runs on its own

Best for: Intact leadership teams, especially after new members join

SPEAKINGMATTERS

Command the room...and people will move.

A message that lands unclear gets re-explained, re-debated and re-decided. This lab helps leaders speak to their teams in person with more connection, clear direction and the conviction that gets people to act. It's taught by a leader who also worked as a professional actor in New York.

Your team leaves with:

• A simple structure for updates, briefings and all-hands talks
• Techniques for presence and delivery under pressure
• Live practice with direct, specific feedback

Best for: Leaders who brief teams, run meetings or represent the company

WRITINGMATTERS

Recommendations you can decide on in one read.

Decisions stall when recommendations run 12 slides deep. This lab teaches the One-Page Recommendation Framework, so leaders write audience-focused messages that get a decision the first time.

Your team leaves with:

• The One-Page Recommendation Framework
• A method for leading with the ask and supporting it clearly
• A rewrite of a real memo or email from their own work

Best for: Any leader who sends recommendations, updates or proposals up the chain

INNOVATIONMATTERS

Apply Design Thinking to problems you've stopped questioning.

Same people, same problems, same answers. This lab teaches a practical creative problem-solving process that moves between opening up options (divergent thinking) and narrowing to the best ones (convergent thinking), then applies it to a real business problem your team brings.

Your team leaves with:

• A repeatable process for tackling stuck problems
• Methods for generating options before judging them
• A working prototype or next step on a real challenge

Best for: Teams facing product, process or customer problems that old approaches aren't solving

CHANGEMATTERS

Change that holds after the announcement.

Most change efforts don't stall at the kickoff. They stall months later, when urgency fades, old habits creep back and the pushback lands on the leaders driving it. This lab pairs John Kotter's 8-step process for leading change with Ronald Heifetz and Marty Linsky's work on adaptive leadership. Your leaders learn both how to run a change and how to hold steady while they do it.

Your team leaves with:

• Kotter's eight steps applied to a change your company is working through now
• A way to tell technical problems (solved with expertise) from adaptive ones (solved only when people change how they work), and how to lead each
• Tactics for handling resistance: getting on the balcony, regulating the heat and giving the work back to the people who have to own it

Best for: Leadership teams driving a reorganization, new system, acquisition or strategy shift

MISSIONCOMMAND

When the plan breaks, your team keeps moving.

When every call waits on you, work slows the moment you leave the room. For more than 200 years, military leaders have used Mission Command to keep teams executing through fast-changing, complex situations. This lab brings its core principles to your leadership team: Commander's Intent, Mutual Trust, Shared Understanding, Mission Orders and Disciplined Initiative.

Your team leaves with:

• A simple way to state intent so leaders can act without asking first
• Clear lines on which decisions each leader owns
• A shared language for trust and initiative across teams and business units

Best for: Executive and senior leadership teams working across functions or business segments Format: Half-day introduction or full-day experience. The full day can include a behavioral profile (DiSC or MBTI) through Cloverleaf. Taught by: Geoff Webb, West Point graduate and former Apache helicopter pilot

BATTLELAB

Walk the ground. Make the call.

Every leader believes they'd have made the right call. Few get to test it with the pressure on. In March 1862, about 10,500 Union soldiers held off roughly 16,000 Confederates at Pea Ridge, here in Northwest Arkansas. Plans broke, commanders fell, and outcomes turned on the decisions of a few leaders. Standing where those decisions were made, your team faces the same choices the commanders did (speed or supplies, attack or wait, hold or withdraw), makes the call together, then sees what happened and why.

Along the way: decisions made with incomplete information · strategic, operational and tactical leadership · initiative when the plan or the leader is gone · culture · innovation · communication · managing strong personalities

Your team leaves with:

• Real practice making decisions under time pressure, followed by an honest debrief
• A shared picture of strategic, operational and tactical leadership, and what breaks when leaders work at the wrong level
• Specific lessons on initiative, communication and personalities, tied back to your team's current work

Best for: Leadership teams that want an off-site built around real decisions instead of a conference room Format: Half-day on-site at Pea Ridge National Military Park [Confirm: meeting point, transportation between stops, walking distance, weather backup plan] Led by: Geoff Webb, West Point graduate and former Army officer