Hi Everyone I wanted to ask you if you have any ideas on how to bring an executive team and a new CEO onto the same page. I have been working with the executive team for about six months – with the old CEO, who was a significant problem. This person has since left, and the new CEO joined this week. I have a full-day workshop with the executive team on Monday, which was planned months ago. The new CEO will be attending, and I would like to know if you have any ideas on how to create a connection in the room/get them all on the same page. I will be meeting with the CEO on Wednesday to update him on the output of a half-day workshop we had last December. At this workshop we used the sailboat exercise to identify the challenges as team were facing and decide on some actions – this worked incredibly well and there is still work to be done which I was going to bring into the workshop next week. With the CEO joining the executive team still want to complete the work, but I am wondering what else we can do to get the team to gel I am just wondering if any of you have some great ideas for icebreakers or activities to help the team get to know each other. Thanks in advance Leanne

Hello everyone, I've been thinking a lot about what type of services and workshops I want to provide, and one thing I have many doubts about is pricing. I recently listened to Jonathan's podcast where he talks about setting a day rate. That sounds very reasonable, specially considering I've had experience selling by hour of work (for design work) and it was very tricky to forecast how much a project should eventually cost. However, we do know that a 2 hours workshop can take up to a few days of actual work, counting briefing, planing and reporting. Imagine a 1 day or multiple days workshop. How do you price that? By package? As in, for example, a 1 day workshop would be more or less 4 days of work, therefore it would cost (day rate * 4)?

Hi, next Friday I will host a retrospective for a diverse group of colleagues. They work together on 1 project, they also have a product owner, there is an agile/scrum structure. So what's not to like. Yet I see that the energy is gone from the team, they are not running ceremonies properly. They put their own spin on everything and are therefore in a negative spiral. I wanted to use the old-fashioned SAILING SHIP on Friday together with a central question. And I need your help there. What could be a triggering central question?

Hey all - Curious to get your perspective on something. I recently facilitated a session that, by all accounts, was successful (especially based on feedback survey from participants). I learned afterward that two people found the welcome/opening reading "troubling." The reading was "We Welcome All Who Gather Here." I used the reading as a strategy to set a tone of acceptance and welcome - but I learned there were some very conservative participants. 1) I could have done more homework to understand the participants, AND 2) How do you balance your own values and commitment to diversity and inclusivity with those who do not share that value?

Dear Community, I realised that I may have asked this question inside a less frequented group. I wonder if you can help with your advice. I have been tasked with coming up with a 2-4 hour workshop concept to gather ideas for the creation of novel communication materials from 6 participants. Here is what I had intended to propose: Collect Phase: 1- Sailboat exercise 2- Lightning Demos Choose Phase: 3- Voting and hierarchy of voted negatives from Sailboat exercise 4- Rewrite top voted problem as HMW for the Create Phase Create Phase: 5- Idea storm to solve HMW from Choose phase Commit Phase: 6- 2-Year goal 7- Can we questions Do you think that this recipe will help me generate new ideas from all gathered workshop participants? Would you recommend a different approach? I am looking forward to your insights. Best regards, Sebastian