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.

Learn more 
WHY

We treat 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 who 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.

Small groups

No more than 8 people per group. Each group is facilitated by an expert trainer.

Deliberate practice

Reps designed for real life situations, with incremental challenges and feedback as you go.

Evidence-based

Every exercise is drawn from behavioural science, and progress is measured throughout.

TRAINING CONTENT

Our relationship skills are like muscles.

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

Every relationship will draw on the same set of skills over the course of time. We’ve grouped them to show how they are integrated. Each Workout can target one muscle or a whole muscle group.

Core work

The foundations. Used in every interaction, every day.

Cardio

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

Strength work

The heavy-lifting that gives stability. Slow to build, impossible to fake.

Coordination

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

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. Because we don’t feel prepared, many of us attempt to avoid them - to our cost.

  • 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 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: 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 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: 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.