Talks & Workshops
If you have any questions, or would like to explore a specific workshop or talk tailored to your organisation, feel free to get in touch.
Making Decisions Like a Leader
The Behavioural Science Behind Great Decision-Making
format
talk OR
workshop
Target group
Leaders &
Decision makers
Time
Talk: 1 hour
workshop: 2,5 hours
Leaders make decisions every day, often under time pressure, uncertainty and with a high cognitive load. Despite experience and good intentions, decision-making is rarely purely rational. This talk reveals how cognitive biases, mental shortcuts and emotional responses shape our decisions and influence how we assess options, avoid risk and stick to the status quo.
The thing is – We are our decisions — but our brains often work against us.
Why great decision-making matters
Great decision-making is key to success in both professional and personal life. Poor decision-making leads to hesitation, procrastination and missed opportunities, while strong decision-making creates clarity, momentum and trust.
Understanding how decisions are actually made helps leaders recognise decision traps, reduce uncertainty and make better choices — even when conditions are far from ideal.
What you will gain
- An overview of the most common cognitive biases that get in the way of great decision-making
- Insight into how fear and uncertainty influence decisions
- An understadning of how your small choices can accumulate and create meaningful impact
- Practical tools and methods for dealing with:
- indecision
- uncertainty
- long-term decisions
- decision-making under time pressure
With these insights and tools, you can start making decisions like a leader.
Workshop format
If you would like to go deeper and work with your own individual decision-making challenges, this talk is also available as a workshop. The workshop is filled with exercises and challenges that give you a deeper understanding of some of your own unconscious behavioural patterns — patterns that can be crucial to making good decisions.
Bridging the Strategy–Execution Gap
format
talk or
workshop
Target group
Leaders &
Employees
Time
Talk: 1 hour
Workshop: 2,5 hours
Do you sometimes feel that projects aren’t running as efficiently as they could?
Or maybe you wonder how to translate your big vision into something the team can actually act on?”
If so, you are not alone. Many organisations struggle with the gap between strategy and execution.
Why bridging the gap matters
When strategy is not clearly translated into action, leaders and employees gradually drift further apart. Leadership remains focused on high-level visions and strategic goals, while employees struggle to understand how abstract ambitions translate into their day-to-day work.
The result is confusion, inefficiency and wasted resources.
Bridging the strategy–execution gap creates clarity, alignment and momentum. Everyone understands both where the organisation is heading and how to contribute in practice.
What participants will gain
- A clear understanding of the consequences of not bridging the strategy–execution gap
- A practical, step-by-step framework for turning strategy into action
- Concrete tools for translating vision into projects, priorities and tasks
- Real-world examples from organisations facing similar challenge
Workshop format
This talk can also be delivered as a hands-on workshop. Together, we work with your own strategy and translate it into something concrete enough to answer the question: “Who does what on Monday morning — and why?” Participants leave with clear next steps, aligned priorities and practical outputs they can immediately act on.
AI REQUIRES NEW BEHAVIOUR
format
talk
Target group
Leaders
Time
1 hour
AI implementation is not just about technology – it’s about people, workflows and customer experiences.
Businesses are busy exploring what AI can do for them. But when the technology becomes part of everyday work, it is people who have to use it, change their workflows and make decisions in new ways.
AI does not create value on its own. Value is only created when people use the technology in the way it was intended – and when the new way of working actually works in practice.
AI implementation is therefore also a behavioural change.
Why is it important to understand the human side of AI?
When we focus on what AI can do, we risk overlooking what the technology requires from the people using it – and what this means for customers.
AI can change workflows, decision-making, responsibilities and customer experiences. Some employees may be uncertain about how to use the technology, others may use it inappropriately – and some may not use it at all.
So it is not enough to ask: “What can we use AI for?”
We should also ask: “What do people need to do differently – and what could get in the way?”
A behavioural science approach makes it easier to identify the behavioural patterns and barriers that determine whether AI creates the value you intended.
What you will gain
- An understanding of how AI can influence human behaviour and workflows
- Tools to identify the behavioural patterns and barriers that may stand in the way of implementation
- Insights into how AI can affect quality, customer experience and business
- Practical questions to help you consider the human side before implementing AI
Understanding the Emotional and Behavioural Barriers to Change
format
talk or
workshop
Target group
Leaders &
Decision makers
Time
Talk: 1 hour
Workshop: 2,5 hours
Have you ever clearly communicated a change — yet seen people continue to work as before?
Communication alone is rarely enough to create change. For change to happen in practice, leaders must understand the emotional and behavioural barriers that stand in the way — and know how to address them.
Real change happens when behaviour actually changes — not when a new direction is communicated in a PowerPoint.
Why understanding these barriers matters
Change often triggers emotional responses such as fear, confusion, anger etc.. When leaders understand these emotional barriers, they are better equipped to recognise resistance early and respond with confidence rather than frustration.
At the same time, change always requires specific behaviours to shift. By identifying behavioural barriers before they arise, leaders can proactively design change efforts that support new ways of working. This prevents change initiatives from becoming abstract power point presentations and instead helps leaders meet employees where they are — making change concrete, actionable and achievable.
What you will gain
- An in-depth understanding of the human drivers behind resistance to change
- A practical tool for addressing emotional resistance with confidence
- A behavioural science tool for identifying and analysing behavioural barriers
- Guidance on how to define and support the specific behaviours that need to change
Workshop format
This talk can also be delivered as a workshop. Participants will work on change initiatives from their own organisations and learn how to identify emotional and behavioural barriers to change. We then get concrete on which specific behaviours need to change, and how to change them. – So that change actually starts happening in the organisation.