The conversations you've been postponing, finally had well.
A focused half-day session that builds one specific capability: the ability to give feedback that is honest, specific, and grounded, without it being performative or punitive. Built on the WIN model, and designed so the team leaves genuinely able to use it the same week.
A shared model for feedback, the WIN structure, that the whole team now uses the same way, so feedback stops being a matter of individual style.
Practice. Every person in the room has rehearsed a real piece of feedback they have been carrying, and had it coached, before they leave.
A named first conversation. Each participant leaves with one specific feedback conversation they have committed to having, and a date for it.
Most teams treat feedback as something people are either naturally good at or not. That framing is the problem. Feedback is a learnable skill with a teachable structure, and the reason most feedback lands badly is not bad intent, it is the absence of a shared method.
This Skill Builder fixes that. It is a half-day working session, not a lecture. The first half builds the WIN model and shows why each part of it matters. The second half is pure practice: every person works a real piece of feedback they have been carrying, with structured coaching, until the structure feels natural.
A Skill Builder is deliberately narrow. It does not try to overhaul the team's whole leadership practice, that is what the Leadership Pillar Workshop is for. It takes one capability, feedback, and gets the team genuinely competent with it in a single focused session. Narrow scope is what makes the half-day format work.
Fearless Feedback belongs to the Leadership pillar. It works well as a standalone session for a team with one specific gap to close, as a follow-on after a Leadership Pillar Workshop has identified feedback as the muscle to build, or as a recurring fixture for a team that wants to keep the skill warm.
A three-part structure for feedback that is specific enough to act on and grounded enough to land. The whole session is built around getting the team fluent in it.
The specific, observable behaviour or moment. Not a character judgement, not a generalisation. The concrete thing that actually happened, described in a way the other person would recognise.
What followed from it. The effect on the work, the team, the customer, or you. This is the part most feedback skips, and the part that makes the feedback land as real rather than as opinion.
The forward move. A specific request, a question, or an agreement about what changes. Feedback without a Next is just commentary. The Next is what turns it into something useful.
The standard format runs as a morning, 09:30 to 13:00, or an afternoon, 13:30 to 17:00. The shape is always the same: build the model, then practise it until it holds.
A leadership team whose members each have their own private approach to feedback, with the inconsistency that produces. The session gives the team one shared structure, so feedback becomes a team capability rather than a collection of individual habits.
A cohort of managers who have recently taken on people responsibility and have never been given a usable feedback method. The session gives them the structure and the rehearsal time that most management training skips entirely.
Every Skill Builder starts with a short scoping call to tailor the session to your team's context. From there we agree a date and the format that fits.
“By the end of the afternoon everyone had practised the feedback they'd been sitting on for months. Two of those conversations happened the next day.”Programme participant, UKGI