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Leadership Retreat


Level 1

Self Awareness

“When awareness is brought to an emotion, power is brought to your life.”

Tara Meyer Robson

“There are certain emotions that will kill your drive; could be frustration and confusion. Frustration means you are on the verge of a breakthrough. Confusion can mean you are about to learn something.”

Kathleen Spike

Self-awareness is the foundation of personal growth and personal and business success. Daniel Goleman ( psychologist and science journalist and author of the best-selling book Emotional Intelligence) calls it the 'keystone' of emotional intelligence. Discover how one of the most powerful tools recognised by leading psychologists and change agents today can transform your life starting today.

The programme is packed with interactive workshops. Real work case scenarios are used to benefit the participants and support the learning process.

The Self-Awareness module teaches three competencies:

  1. Emotional Awareness: Recognising emotions, needs and their effects on personal communication and behaviour choices. (2 sessions)

  2. Ability to assess own emotions and needs.
  3. Develops self-confidence: A strong sense of self-worth and self-care.

Main components:

Workshop 1. Intention - When guided by unconscious intentions, people generally tend to move from one situation they don’t want to another and their life becomes one of avoidance.

Workshop 2. Attention - Mindfulness is the practice of purposely focusing attention on the present moment—and accepting it without judgment.

Workshop 3. Observation - Evaluations, criticism, labeling or judging, when thought or expressed, contribute to confusion and disconnection.

Workshop 4. Feelings - Feelings carry important messages. The more we can align our feelings with a positive understanding of what they can do for us, the more we trust them to identify our needs.

Workshop 5. Needs - Need (lack or fulfillment) are considered the core of our thinking and behaviour.

Who is this programme for:

  • CEOs
  • Managers
  • Board members
  • Leaders
  • Executives in the public sector

Real work case scenarios are used to benefit the participants and support the learning process.

Group Size: Minimum 8, maximum 12.

Leaders taking this course:

  • Become aware of the intention that is behind their choice of words and actions.

  • Learn to notice the intentions that are always present as they move through daily life.
  • Understand the importance of consciously cultivating the intention to connect.
  • Achieve, as a result, better goal attainment, as well as help in habit and behaviour adjustments.
  • Cultivate mindfulness, which plays a significant role to their own and organisational well-being enhancement;
  • Focus their concentration to influence their self-sabotaging habitual patterns to shift in constructive ways which ripples out to the organisation;
  • To be fully present with self and others;
  • Learn how to integrate mindfulness in daily life in order to slow down, stay present and be self-aware.
  • Learn the difference between observation and evaluation (criticism, judging, labeling);
  • Learn how to communicate what was just simply observed rather than criticize, label, evaluate and judge;
  • Experience the clarity and the harmony that simple observation brings in one’s life.
  • Make the distinction between thoughts and feelings;
  • Easily notice feelings in self and others.
  • Enrich vocabulary of feelings;
  • Recognise which feelings are alive and need to be resolved, discussed, or altered to ensure authentic communication with self and others;
  • Open to feelings and the message that they try to communicate;
  • Identify and connect with needs, both their own and those of others;
  • Build the foundation for creating strategies for fulfilling the needs by making and expressing requests – explored in Level 4.
  • Express the universal needs in ways that are natural to the speaker.
  • Connect to what they need in the moment;
  • Explore the path to self-improvement;


Level 2

Self Management

“If there is any single competence our present times call for, it is Adaptability.” Daniel Goleman

Self-Management refers to managing ones’ internal states, impulses, and resources. Interactive workshops. Real work case scenarios are used to benefit the participants and support the learning process.

The Self-Management cluster contains six competencies:

  1. Emotional Self-Control: How to stop your emotions from hijacking the ability to think in difficult situations.

  2. Seeing clearly: Learning to maintain control of emotions no matter how tense the situation is and act congruently with one’s value.
  3. Adaptability: Flexibility in handling change and recognising choice.
  4. Responsibility: Determination to self- improve or meeting a standard of excellence.
  5. Resourcefulness: Recognition and disposition to act on opportunities.
  6. Autonomy: Persistence in following through goals despite obstacles and setbacks.

Main components:

Workshop 1. Self-Empathy - When the mind tends to fill with self-critical thoughts, especially when we ‘make a mistake’ or ‘fail’ at something, or procrastinate, if we ask what feelings and needs are suppressed in this self-critical language, we are on the way to discover self-empathy.

Workshop 2. Mourning and Forgiving - We know that we have made a mistake when we experience feelings of regret after doing or saying things we wish we hadn’t. We often judge ourselves and feel shame, guilt, or anger towards ourselves.

Workshop 3. Reclaiming Power of Choice - Freedom comes from the recognition that there is a choice in everything we do or say, that nothing or no one can coerce us into doing something we do not or choose not to do.

Workshop 4. Appreciation and Celebration The EI model encourages the expression of appreciation as a way to celebrate life when our needs are met. This awareness of fulfillment brings joy and gratitude in our lives.

Who is this for

  • CEOs

  • Managers
  • Board members
  • Leaders
  • Executives in the public sector

Real work case scenarios are used to benefit the participants and support the learning process.

Group Size: Minimum 8, maximum 12.

Leaders taking this course:

  • Know how to take their inner-witness stance and cultivate mindfulness of present moment experience;

  • Learn how to notice their thoughts of self-judgment, self-demands, self-blaming;
  • Learn how by identifying and connecting with our feelings and needs in a particular situation will replace old habits of judging, blaming, or criticising ourselves.
  • How to relate to our mistakes, using a process that fosters our ability to learn and grow from past mistakes and allows us to experience regret without blaming or hating ourselves;
  • How to practice mourning and self-forgiveness to heal past events in their own lives.
  • How to free up the energy we use to protect ourselves from painful past events, and make the energy available to meet present needs;
  • Understanding that if there is a gap between their intentions and how they actually live their lives, then they know that their choices along the way were not authentic;
  • Replacing the oppressive words ‘have to’, ‘must’, ‘should’, supposed to’, ‘can’t’, and ‘got to’ with the empowering awareness of choice.
  • Recognising the availability of choice, especially in difficult moments, and in connecting with their needs;
  • Cultivate awareness of how we are affected by something we enjoy.
  • Practice expressing and receiving appreciation;
  • Learn how to differentiate expression of appreciation from positive judgments;
  • Use the learning from the previous modules to craft appreciation and gratitude towards themselves and others.


​Level 3

Social Awareness

“Mirror neurons are a kind of 'neural wi-fi' that monitors what is happening in the other people. This system tracks their emotions, what movements they're making, what they intend and it activates, in our brains, precisely the same brain areas as are active in the other person” Daniel Goleman

Social awareness competence is critical for superior job performance when the focus is on interactions with people.

Social Awareness competence will be developed through individual and group exercises and activities.

The Social Awareness module teaches three competencies:

  1. Empathy: Identifying others' feelings and viewpoints, and taking an authentic interest in their concerns. Empathy requires Self-Awareness. Our understanding of others' feelings and needs flows from awareness of our own feelings and needs. (2 sessions)

  2. Organizational Awareness: Sensing a group's emotional currents and power relationships.
  3. Client Awareness: Anticipating, recognising, and addressing client's needs.

Main components:

Workshop 1. Connection - Empathic connection is an understanding of the heart in which we see the beauty in the other person and what is alive in them.

Workshop 2. Realise Empathy - Empathy is a quality of attention in the presence of which connection, healing and understanding naturally thrive. The presence of empathy very often changes the kind of decisions and actions we take.

Workshop 3. Expressing Honestly - “Just be yourself” is a simple phrase for a very difficult task. Honesty is an expression grounded in awareness of the four basic components of EI model: what I am observing, feeling, needing and requesting in this moment. Honesty is the complement of empathy.

Workshop 4. Anger - Anger is an emotional reaction related to one's interpretation of what someone or something should or should not be, say or behave the way they are being, saying or behaving. However, making decisions while angry might prompt a desire to punish, which disconnects as a result. Anger is an ‘expensive emotion’ that blocks empathy.

Who is this for:

  • CEOs

  • Managers
  • Board members
  • Leaders
  • Executives in the public sector

Real work case scenarios are used to benefit the participants and support the learning process.

Group Size: Minimum 8, maximum 12.

Leaders taking this course:

  • develop the ability to identify a client's often unexpressed feelings, needs and concerns and then match them to products or services;

  • develop emphatic strategies which distinguishes star sales performers from average ones,
  • how to trade off immediate advantages in order to preserve customer relationships
  • learn how to pick up on nonverbal cues such as tone of voice or facial expression.
  • learn how to respond effectively by developing the ability to analyse situations objectively, without the distorting lens of blaming, or their own judgement, criticism or assumptions,
  • develop Organizational Awareness a competence vital to the behind-the-scenes networking within the workplace no matter what their professional role,
  • develop the ability to identify client’s needs and strategise with the client choices that satisfies both the customer's and the vendor's needs,
  • Know how to bring themselves in a state of heart and mind that is life-enriching, compassionate and peace-building by spotting and shifting around judgement and labels;
  • Know how to cultivate awareness of ways in which we fall into the 4 D’s (diagnose, denial, demands, deserve) that block compassionate connection.
  • Know how not to deprive another person of their responsibility for their own feelings and behaviours;
  • Know how to take responsibility for ones' own feelings and behaviours;
  • Hear and receive the other person’s observation, feeling, need and request;
  • Practice listening with full attention to another’s being, and distinguishing empathy from its verbal expression.
  • Know how to reflect back verbally;
  • Hear and identify feelings and needs behind others people’s words’.
  • Recognise, accept and express their authentic interior reality;
  • To consciously choose words most likely to enhance heart connection given a particular relationship, circumstance, time, place, cultural context, etc.
  • To express honestly, especially where it may be difficult to do so;
  • To apply the formula for honesty, much like training wheels for bike-riding;
  • Recognise the feeling of anger in the body;
  • Are open to the feelings that come up when they connect with the unmet need;
  • Know how to approach the other ‘expensive emotions’ of guilt, shame and depression
  • Identify the ‘should’ thinking that is the cause of anger and how to translate that thinking into needs;
  • Identify the stimulus of anger, what was actually observed, free of evaluation.


Level 4

Relationship Management

The most 'visible' tool of leadership: persuasion, conflict management, and collaboration among them.

The Relationship Management module teaches six competencies:

  1. Help Others: Sensing others' development needs and supporting their growth.

  2. Motivating Leadership: Inspiring and guiding clients, individuals and/or groups.
  3. Change Agent: Initiating or managing change.
  4. Empower others: Applying effective tactics for encouragement.
  5. Manage Conflicts: Negotiating and managing disagreements.
  6. Collaborate: Creating group synergy and working with others toward shared visions and goals. 

Main components:

Workshop 1. Requests to self and others -Making requests is the fourth component of the NVC model. Many of our needs might be similar, while the strategies we use to meet these needs may differ.

Workshop 2. Receiving and delivering difficult messages - It is often challenging to have a conversation about a sensitive subject, whether we need to communicate someone our disagreement or to respond to an unpleasant approach.

Workshop 3. Hearing and Delivering a NO - If someone can never say ‘no’ to a person, whether he or she is their boss or significant other without feeling guilty afterwards, then they have a hard time identifying and prioritising their own needs over the needs of others.

Workshop 4. Resolving conflicts - Many of us have been taught that conflict is bad, something to be avoided. Conflict is one of the chosen strategies from a multitude of choices. We either run from it, or we take the submissive route, incapable of an outcome that meets everyone’s needs.

Workshop 5. Mediate conflicts or inner conflicts - Taking on the practice of NVC mediation means to constantly hone and expand the capacity to contribute to the reconciliation and healing of conflict

Who is this for:

  • CEOs

  • Managers
  • Board members
  • Leaders
  • Executives in the public sector

Real work case scenarios are used to benefit the participants and support the learning process.

Group Size: Minimum 8, maximum 12.

Leaders taking this course:

  • Learn how to sense others' reactions and fine-tune their own responses and move interaction in the best direction;

  • Understand the importance of honesty in their organisation and put collective goals before their own interests. Without honesty, persuasion becomes manipulation.
  • Become effective in the exchange of emotional information.
  • Learn how to deal with difficult issues straightforwardly.
  • Listen engagingly and welcome sharing information completely, encourage open communication and stay receptive to ‘not so pleasant’ news as well as pleasant.
  • Distinguish between requests and demands where compliance is expected without consideration of the other party’s needs;
  • Know how to craft a request that will meet their needs and those of others;
  • Distinguish between action requests and connecting requests;
  • Identify the requests hidden in the conversations;
  • Articulate requests to a group;
  • Recognise the four choices they have in receiving a difficult message;
  • Build awareness in recognising choice;
  • Hear feelings and needs when receiving a difficult message.
  • Know how to say ‘no’ and feel safe and relaxed;
  • Know how to draw awareness to the habitual reactions that prevent us from hearing ‘yes’ behind someone’s ‘no’;
  • Express a ‘no’ by communicating the current need that prevents us from complying with someone’s request.
  • Know that life can be far less stressful when we have the skills to clearly express what we want to family members or co-workers in a way that strengthens our relationships rather than leading to disconnection or resentment;
  • Know ways of mediating conflicts, dissolving ‘enemy images’.
  • Experience and learn the process that offers opportunities to mediate conflicts or inner conflicts by initiating dialogues and role-plays;
  • Experience and learn the inner processes including self-empathy while transforming anger, guilt, shame or depression into awareness of unmet needs;
  • Learn how to express honestly and receive emphatically.