Your people run on the same equipment whatever their title: attention, emotion, decision-making, and the habits that fire before anyone asks. This line teaches them how that equipment works, and installs the tools that keep it working when it matters.
Workshops for teams, built on the Calibration Compass. The first one, Under Pressure, is for first-level managers: the people who decide dozens of times a day with no title and no training in deciding. Further workshops follow as tools are released.
Under sustained pressure, the part of the brain that plans, weighs and inhibits, the prefrontal cortex, loses ground to faster, more reflexive circuits. The person does not feel it happening. What they feel is certainty. Decisions get quicker, options get fewer, and the quality drops before anyone in the room has noticed, including the one deciding. This is documented across the stress physiology literature Strong, and it is why a competent supervisor turns into a poor decision-maker on a bad week without any change in competence.
Two things follow. First, the physiological state behind a decision can be read and shifted in minutes, with tools whose effect the person can check on themselves on the spot. Second, a decision has a chain, perception, emotion, thinking, intention, strategy, and it breaks at a different link for different people. Once a manager knows which link is theirs, correction stops being general advice and becomes a specific move. That is the whole of this line: make the mechanism visible, locate the break, install the correction, measure it.
Better, at work. Not calmer for its own sake: clearer at the moment the decision is made.
Two half-day modules make up Under Pressure. Module 1 stands alone; Module 2 requires it. Both are delivered online to one team at a time.
Three and a half hours. Each participant starts by writing down a recent decision they regret and the state they were in when they made it; nothing is shared, and it becomes the raw material of the session. Then the mechanism, with its evidence graded out loud. Then a tool tested in the room: participants rate their activation from zero to ten, run five minutes of the protocol, rate again, and see their own number move or not. Then the five break points of the decision chain, applied to the decision each person wrote down, so everyone leaves knowing which link is theirs. The session closes on one action, written, dated, with its trigger named, for the next morning. On quote
Three and a half hours, after Module 1. The correction loop: observe, orient, operate, applied to a management decision in real time, so the intervention happens before the call is made rather than after. Each participant arrives with a decision they must take in the next thirty days and works it through the loop in trios; this is the part a manager describes to their director afterwards. Then why most training changes nothing back at the office, and what makes a behaviour hold: implementation intentions, if X then Y, carry a meta-analytic effect of d = 0.65 across 94 studies (Gollwitzer and Sheeran, 2006) Strong, which is the real evidence behind installation, not the neural metaphors. Each participant leaves with the calibration log: one line per decision, date, decision, break point, tool used, intensity before and after, outcome. After six weeks it reads two things back: the most frequent break point, and the average shift. That is the manager's own proof. On quote
State regulation for teams under sustained load. Emotion at work: where it starts in the brain and what to do with it in a meeting. Clarity of direction for a team that has lost it. Each one is built on the Calibration Compass and released when its tools have passed the same evidence review as the two modules above. They appear here when they exist, not before.
Formats: one module, both modules in one day, or two half-days on separate dates, which retains better. Groups above fifteen are quoted accordingly. Delivered online, in French or English, anywhere in Quebec and beyond.
The market sells communication, conflict management, mobilisation, and lately "neuroscience-based approaches". This line does the one thing nobody else does.
Every tool carries its source and its level, Strong, High confidence or Contested, and the trainer names the weak ones. The breathing protocol tested in Module 1, for example, comes from a randomised trial that is widely cited as solid; the session says in minute four that the sample was modest and the effect is real but overinterpreted in popular content, and explains why the tool is given anyway: zero cost, immediate effect, checkable by the person on themselves. Managers who have sat through three trainings notice the difference at that minute, and that is what makes them listen to the rest.
No tool is described without being run. The activation rating before and after is the participant's own data, not a claim from the front of the room. If the number did not move, that is a true result about that person, and the session treats it as one.
A session ends with one action, dated, with its trigger, because that is the form the evidence says holds. Motivation is not on the program; a mechanism that survives Monday is.
These are performance tools for people at work. Anything that calls for medical or psychological care belongs with a qualified professional, and the session says so when it applies.
A thirty-minute scoping call before delivery, so the content is anchored on the team's real decisions.
Delivery online, in French or English, to one team at a time.
A participant workbook, the printable calibration log, and the graded reference table: every claim made in the room, its source, its level.
A follow-up check with the team at six weeks, when the calibration logs have something to say.
Your supervisors, team leads, foremen or coordinators were promoted for technical competence and never trained to decide under load. You want them to leave with a tool they have tested on themselves, not a model they have heard about. You would rather hear that a popular technique has weak evidence than pay for it anyway.
A motivational day is what you are after; none of that is delivered here. A keynote with no practice and no follow-through is not on the list. Anything that calls for medical or psychological care belongs with a qualified professional; these are the wrong tools for that.
One. Fill in the short form below: your organisation, the module or format, and the size of the team. Two. A ten-minute call decides whether the workshop fits; nothing is delivered in it. Three. A written proposal within two working days, with the format, the price, and the financing lines your organisation can use.
Individual performance work on the same tools has its own door, its own format and its own pricing. Nothing on this page applies to it.
Go to Personal →Your organisation, the module or format, and the size of the team. Reply within two working days.
A manager who knows what load does to their own decisions, and can move it, decides differently on the worst day of the month. Enough of those managers and the floor runs differently.