Practice

These case studies are interactive examples of using prompts, with data, to solve business related challenges.

These are provided for you to build your skills and confidence in building prompts and specifying outputs.

*** All data provided has been constructed, or cleaned for the purpose of the case study.

Practice, Exercise, Persuasion, Experienced Ed Pike Practice, Exercise, Persuasion, Experienced Ed Pike

Dissent without Danger

How to say No, without saying No.

One of the hardest skills to learn. Disagreeing, or declining often leaves you with a damaged relationship which can be hard to rebuild, especially in environments where emotions or politics are in play.

This helps you build the skill and confidence in disagreeing, redirecting, or declining without damaging relationships, status, or psychological safety and without triggering a threat responses in others.

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Practice, Exercise, Developing, Persuasion Ed Pike Practice, Exercise, Developing, Persuasion Ed Pike

Tough Conversations

We naturally avoid tough conversations.  The delay has a direct impact on our value realisation and the quality of the relationship we have.

Navigating tough conversations is a skill that we can all learn.  From reading the signs to setting the scene and achieving your outcome, without damaging your relationship.

Practice your skill in preparing for and practicing the tough conversation that you want or need to have.

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Capability Assessment

Want to become an even better leader or change maker?

Our capability assessment helps you see your strengths and how you are using them. It is a check-up for your superpowers. It will help you identify gaps, or opportunities for growth.

It will help you build a training plan, tailored to your needs, to becoming a better leader or change agent.

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Ask Questions

Asking questions is a superpower for any change agent or leader.

By understanding the perceptions and beliefs of others we can effectively create change and shift their perspectives or our strategy where needed.

Asking questions creates self discovery and ownership in those answering them. They are a powerful way to help rebuild the mental model in our heads or challenge assumptions.

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Sentiment Assessment

Your organisation is in a period of turmoil, with many different initaitives happening at once.

Your Chief People Officer is worried that performance is suffering because of the overload and wants to understand which levers to pull. She has asked you to assess the sentiment in the organisation.

With an organisation that is ‘surveyed’ out, you suggest using existing data to get a ‘quick read’ and a sense of where to focus your efforts.

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