TRAIN WITH US / WORKOUTS

The skills of connection are learnable.

Workouts are structured group training sessions in the relationship skills none of us were taught - but all of us need.

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WHY

Society treats social skills as innate. They’re not.

Listening, repair, conflict, rapport - we assume people are either born with these abilities or they aren’t. That assumption is expensive, and wrong. These aren’t personality traits; they are skills that can be learned at any stage of our lives.

£28bn

Annual cost of workplace conflict to UK organisations. Acas, 2021

1 in 5

Gen Z workers did not have a single direct conversation with someone over the age of 50 in their workplace. LinkedIn, 2024

22%

Employees who reported feeling lonely for a lot of the previous day. Gallup, 2025

WHAT

What’s in a workout

Skills of relationship have to be learned in relationship.

They can’t be learned off the page, and they can’t be learned in isolation: the theory doesn’t stick.

Peer support

Well-structured group trainings offer multiple perspectives, accountability, camaraderie and energy that can’t be replicated alone.

Deliberate practice

We’ll give you reps designed for real life situations, with incremental challenges and feedback as you go.

Evidence-based

All our advice and practices are drawn from rigorous research. Progress is measured throughout.

TRAINING CONTENT

Our relationship skills are like muscles.

They need to be built incrementally with progressive challenge, and benefit from consistent practice. Use them or lose them.

Just like in the body, these relational muscles work in integrated groups, which is how we categorise them. Each Workout can target one muscle or a whole muscle group.

Core work

The foundations. Used in every interaction, every day.

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Cardio

High-stakes, high-intensity moments. Brief, hard, unavoidable.

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Strength work

The heavy-lifting that gives stability & resilience. Crucial for the long-term.

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Coordination

Skills that only exist in the complexity of group interactions. Vital in teams.

MORE

“10/10. I loved the provocative questions and the examples of practical things we could easily do with our teams.”

Director of Project Development, June 2026

THE DETAIL

Three ways to train

While every session will be bespoke and every structure can be customised, experience has taught us that these training formats are highly effective.

FOCUS

One social muscle per session.

GROUP SIZE

Up to 30 people.

LENGTH

90 minutes to half-day blocks.

ONE-TO-ONE COACHING

No.

LOCATION

In-person or online.

COST

From £100 per person.

MATERIALS

Slides & rep sheets provided.

Social HIIT

Short, sharp, high impact.

FOCUS

One muscle or an integrated muscle group.

GROUP SIZE

Up to 15 people.

LENGTH

30 minute sessions | 2 x weekly | 6 weeks.

ONE-TO-ONE COACHING

No.

LOCATION

Online or hybrid.

COST

From £300 per person.

MATERIALS

Slides & workout book provided, between session reminders.

Challenges

Progressive training with a set goal.

FOCUS

One integrated muscle group.

GROUP SIZE

Up to 8 people.

LENGTH

60 minute sessions | 1 x weekly | 6-12 weeks.

ONE-TO-ONE COACHING

Yes x 60 minutes

LOCATION

Online or hybrid.

COST

From £750 per person.

MATERIALS

Fitness test analysis, slides and workout book provided, between session reminders.

Group conditioning

Deep transformation of teams and skills

The 4 muscle groups

How we categorise all the key relational skills.

GROUP 01

Core work

Skills that are the basis for all connections - but far from easy. Mastering these sets you up for every encounter and transforms every relationship.

  • Being able to: initiate relationships, at the right time and in the right way. Includes handling rejection, getting past your own hang-ups and biases, and deliberately curating your circles of connection.

    For instance: Walk up to a speaker after their talk, introduce yourself, and leave with a real reason to follow up - instead of going home wishing you had.

  • Being able to: Fully attend to another person. Includes deep listening, reading how they feel (cognitive empathy), and asking the questions that draw them out.

    For instance: Catch that your new recruit who says they're 'fine' is close to resigning, and get them talking before they do.

  • Being able to: Build trust and confidence in relationships. Includes small talk and the conversational skills that pave the way to stronger connections.

    For example: Win a new client as much with your humanity as with your pitch - they pick you because sharing and debating ideas with you felt easy.

  • Being able to: Recognise yourself in relation to others, read a room and intuit what to say and what to leave unsaid. Includes assessing the power in a room.

    For instance: Recognise who really makes the decisions in a meeting (not just who has the highest rank) and make your case to them. 

GROUP 02

Cardio

Skills for those heart-pumping moments that test us all, and which arise in any significant relationship. Most of us attempt to avoid them because we don’t feel properly equipped - which stalls the relationship, and often undermines it.

  • Being able to: Argue well, and receive criticism healthily. Includes navigating conflict and rupture, and knowing how to be angry.

    For example: Take blunt feedback in a performance review without getting defensive, and learn from it.

  • Being able to: Persuade others, and let yourself be persuaded when the case is good. Includes challenging others skilfully.

    For instance: When a junior colleague makes a better case than yours, change your mind in front of everyone.

  • Being able to: Find common ground across differences (in demographics or background, worldview and values). Includes intellectual humility and taking other people's perspective.

    For instance: Build real trust and mutual respect with an overseas counterpart whose norms around hierarchy, time management and directness are nothing like yours.

  • Being able to: Acknowledge when you've done wrong and seek to put it right. Includes forgiving others when it's warranted.

    For instance: Publicly own a mistake that cost your team in some way, and leave everyone feeling confident in you.

GROUP 03

Strength work

These are the skills that hold relationships together for the long-term and through the rougher patches. They are built slowly, with patience and consistency.

  • Being able to: Judge when to open up, when to hold back, and when to walk away. Includes being vulnerable wisely, drawing boundaries, and ending relationships well.

    For instance: Reveal enough of your home troubles with your manager to be real, but not so much that you regret it on Monday.

  • Being able to: Increase the depth or significance of a relationship. Includes appreciating, celebrating and committing.

    For instance: Get to the point where your junior colleague brings you bad news immediately because they trust you with it, rather than concealing it or managing you.

  • Being able to: Keep a relationship in tact through friction or distance. Includes holding people to account and accepting help when you need it.

    For example: Maintain relations with a former colleague, so that years down the line they become the first champion of your new business.

  • Being able to: Say what you think and need, in a way people can hear. Includes voicing needs early, saying the hard thing, and storytelling.

    For instance: Inspire a room full of strangers with an idea by sharing the story of why it matters to you.

GROUP 04

Coordination

There’s a specialist suite of skills that only arise in group situations - when you are faced with the complex dynamics of multiple personalities and differing interests interacting. Without these skills, teams fall far short of their potential.

  • Being able to: Host gatherings that achieve what you want them to achieve. Includes shaping the atmosphere and managing the power in the room.

    For instance: Run a meeting with people of different levels of seniority, where everyone feels like they’ve contributed and learned something.

  • Being able to: Hold your own position within a group. Includes resisting conformity and staying true to your values.

    For instance: Challenge a consensus decision that you don't feel is aligned with the company's values, without burning bridges.

  • Being able to: Establish your place in someone else's space and balance their needs with your own, taking responsibility for your role in the outcome. Includes reading the host's expectations and contributing without taking over.

    For instance: Enter an established team as a newcomer, and earn your place by learning how they work before trying to improve how they work.

  • Being able to: Work well as part of a team or unit. Includes finding your role, building on others' ideas, and recognising when (and how) to follow as well as to lead.

    For instance: Be the colleague who makes the whole team better - leading the bits you're best at, following on the rest, and helping to bring out the best in your colleagues.

Start where you are.

Perhaps you know exactly what your team needs and want to dive in straightaway with a Social HIIT session. Perhaps you’d like to discuss whether a cluster of behaviours all speak to similar issues - and which muscle group would most help. Or maybe you’d like to see how these workouts could complement other initiatives already taken. Either way, we’d love to talk.

Book an exploratory call

Fitness Test —>

Find out how relationally fit your organisation actually is.r

Personal Training —>

Settings matter just as much as skills in shaping relationships.