A week that teaches your management layer to execute strategy.
Choose the topic that matches your problem. Each day teaches a skill and applies it to real work. By day five, every leader has made a decision.
Learn the skill. Use it the same day.
Each day teaches a skill or framework, then applies it to a decision, plan, or process each leader already owns. Each day runs four to six hours. The days build on each other, so day five is the decision the first four prepared.
The management layer of a company where the problem is wider than one department. A strategy handed down that has not moved. A reorganization that finished on paper. A company that grew faster than its managers were developed. An executive team that wants to see where the structure helps and where it is in the way. Every leader who runs a department, a branch, a practice, a shift, or a project.
What every leader leaves with
A finished decision
Made, documented, and measured, for a real problem in their own area.
A method
The frameworks learned in order, on their own work, so they can run them again.
The AI prompts
Prompts that run the frameworks in minutes, and the judgment to spot where the output is wrong.
What you receive
On day five
Every leader’s finished decision.
Within a week
A pattern report: what the leaders decided, where the decisions depend on each other, which the structure will support, which it will block, and what to change first.
Where and how
Place
Your building, or on a call.
Length
Five days of four to six hours each, back to back or one a week.
Group
The management layer. Executives join on day five.
What comes next
The report says what fits next. If you want the decisions to hold, an Accelerator carries the work forward.
Strategic Thinking
Who it is for: A company where the strategy was handed down and has not moved, and the leaders were not shown how to think about it.
Each leader leaves with
A full decision for a real problem: the problem, the value, the trade-off, the expected result, the measure, and the date to check.
Preparation
One real problem from the leader’s area, written in a sentence. We send the prompt a week ahead.
Value
What the customer pays for, which can differ from what the area is measured on. Effective or efficient, and which one each area is for. Each leader finds this out about their own area.
Waste
Work the customer would refuse to pay for, found in the leaders’ own processes with the frameworks and the AI prompts that do the drafting.
The real problem
Five Whys with two rules that stop blame. Stop when the answer is something the company controls. If a why lands on a person, go back up. Each leader runs it on the problem they brought.
The forces
Cost, quality, and time. Every decision moves at least one. Each leader names which one their fix moves and which one they will give up, and tests the fix small first.
The decision
Each leader presents a made, measured decision to the room. Executives are invited, and the room pushes back the way executives do.
AI: Value from What You Bought
Who it is for: A company that rolled out AI and can see the spend and not the result. Leaders who were handed the tools without being told what good output looks like for their function.
Each leader leaves with
A one-page decision about the AI they use in their area. The judgment to tell good output from bad for their function.
Preparation
A description of the AI the leader uses now and what they expected from it, in a few sentences. We send the prompt a week ahead.
What the AI was bought for
What executives expected, what leaders were handed, and what the customer has felt since. Each leader names what the AI was pointed at in their area and what the customer pays for.
Value and waste
Where the AI saves time and where it moves the work somewhere else: the rework, the checking, the output that looked finished. Each leader finds the step the AI should own and the step that stays with a person.
The real problem
Five Whys on why the tool is not producing in their area, with the two rules that stop blame.
The forces and the gates
Cost, quality, and time, and which one the AI moved. What has to be true before AI-assisted work reaches a customer: the checks, the owner, the measure.
The decision
Each leader presents what the AI will do, what it will not, who checks it, and how they will know. Executives are invited.
Priced per leader, scaled to your group
Pricing is per leader, scaled to the size of the group. A short conversation settles the figure.
The grant
Most Georgia companies with more than 50 employees may have up to half of the training portion reimbursed through the Incumbent Worker Training grant. We complete the application with you.
Concerns, answered
“We’ve done leadership training.”
That taught people to communicate and manage. This teaches how the business makes money and how to decide, on their own area.
“My leaders can’t be spared for a week.”
The days are set around your schedule, back to back or one a week, spent on their own work. Each day ends with something built.
“Should we start with one day?”
Many companies do. The report after it says what the week would add.
Who leads it
Searcie Cassidine, founder of Cassidine Consulting. Seventeen years inside operations as Chief of Staff, COO, and fractional COO, from small professional-services firms to a major sports league.
Can we do a one-day workshop first?
Yes, and many companies do. The report says what the week would add for your leaders.
Is there a version for AI?
Yes. Some companies run both, a quarter apart.
Should the executive team attend?
On day five, yes. The decisions are presented to them, and it changes how the leaders prepare.
What happens after day five?
The report. If you want the decisions to hold, an Accelerator carries the work forward.
