SIMpact Live™ Programs

8 simulations. The leadership conversations AI makes necessary, practised before you need them.

AI is arriving in teams faster than most leaders feel ready for it. The technical questions are getting easier. The human questions are not. How do you coach someone who feels their expertise is being displaced? How do you evaluate a vendor claim that sounds impressive but does not match your team's reality? How do you hold an ethical line when the pressure to proceed is real?

10 simulations. The conversations most managers avoid, practised until they become possible.

Most people know what they should say in a difficult conversation. The gap is the moment when it is actually happening: when the person pushes back, deflects, or goes quiet. Knowing what to say in principle is not the same as knowing what to say right now.

This program covers the full range of difficult conversations: performance, behaviour, role fit, upward pushback, negotiation, repair, and endings.

12 simulations. The first year of management, practised before the situations force it.

The first year of management is where habits form, patterns are set, and credibility is built or lost. Most new managers learn by trial and error. This program gives you the practice before the error.

Twelve simulations covering the full arc of the first year: leading through others, setting expectations, giving feedback, delegating, running one-to-ones, managing former peers, handling underperformance, and managing up.

9 simulations. The full coaching cycle, from contracting to follow through.

Coaching is the highest-leverage thing a manager can do. It is also the thing most managers feel least confident doing. The gap is not knowledge. Most managers know they should ask more questions and give fewer answers. The gap is practice.

Nine simulations covering the full coaching cycle: contracting, diagnosing, coaching the capable but stuck, coaching through confidence crises, group coaching, and following up on commitments.

10 simulations. The feedback conversations that build performance and trust, practised until they land.

Most leaders know they should give more feedback. The gap is the moment it is actually needed: when the person is defensive, when the relationship feels fragile, when the stakes are high enough that saying nothing feels safer than saying something.

This program covers the full range of feedback conversations: developmental, positive, upward, peer, cross-cultural, and the performance review that actually means something.

10 simulations. The conversations that determine whether change lands or stalls, practised before the resistance shows up.

Most change fails at the people layer, not the strategy layer. Leaders know what is changing. The gap is knowing what to say when the team pushes back, when the questions don't have answers yet, or when they personally disagree with the direction but have to lead it anyway.

This program covers the full range of change conversations: announcing the unwelcome, managing resistance, leading through restructure, and sustaining momentum when the energy fades.

20 simulations across two levels. Real workplace conversations. Real professional confidence.

Two levels for professionals working in English as a second language. Business English Essentials (10 simulations) develops the confidence and clarity needed for everyday workplace interactions. Business English Mastery (10 simulations) develops the sophisticated communication instincts that define executive presence.

Both levels go beyond grammar and vocabulary into the authentic, high-stakes conversations that define career success.

8 simulations. The moments that decide how senior people see you, practised before they arrive.

Executive presence is not something you have. It is something you do, in rooms where the clock is short and the stakes are visible.

The fifteen minutes that becomes four while you are walking down the hall. The question from the one person in the room you cannot afford to lose. The senior leader who is confidently wrong, with everyone waiting to see whether you will say so. The boss whose priorities changed on Friday and who did not think to tell you.

None of this is a communication problem. It is a judgment problem, made visible in the moment you open your mouth. And no one gives you a second attempt at it. This program puts you inside eight of those moments and asks you to choose, in real time.

10 simulations. Moving the people who do not report to you, and do not have to say yes.

In a matrix, almost everything that matters depends on somebody who does not work for you. Medical needs Commercial. Commercial needs Market Access. The program lead needs six functions and can compel none of them. And when it does not happen, nobody refused. It simply did not get done.

Persuasion tactics are built for getting a yes from a stranger you will never meet again. The person blocking you is not a stranger. They are somebody you will need for the next five years, and a technique that works once and gets noticed will cost you every request after it.

This program is built on the currencies of exchange, and on three questions that can be practised: what is this person under pressure to deliver, what do I have that they actually value, and what is the trade? Ten simulations put you inside the conversations where that gets decided: reading the real decision map, asking a peer to reprioritize, influencing someone who outranks you, building the coalition before the meeting, and the yes that never turns into anything.

10 simulations. The moments where you have to lead through somebody else's judgment instead of your own.

You were promoted because you were good at the work. Now the work belongs to somebody else, and everything you know about it reaches you second hand, through the very people you are supposed to be assessing.

Every problem in your organization is still solvable by you, and that is the trap. You can solve it faster and better than the manager who owns it. And every time you do, you teach their team where the real authority lives, and you take away the only thing that would have made that manager better.

Ten simulations put you inside the moments where that gets decided: the problem you could fix in ten minutes, the manager who escalates every decision back to you, the one everybody likes who does not deliver, the one who delivers and leaves damage behind, the skip level that informs you without undermining anybody, the promotion that was a mistake, and the leader who has to go.

10 simulations. The moments where a team you rarely see together either becomes a team or stays a group of people who share a manager.

In an office, most of what makes a team work happens without anyone designing it. People overhear each other, settle things in a corridor, notice when someone is struggling, and learn the unwritten rules by watching. On a screen, none of that happens by accident.

So the defaults take over. The people in the room get the decisions, the credit and the news first. Meetings become the room talking while the screen watches. Flexibility turns into private deals, trust turns into watching, and the manager ends up at the centre of every relationship on the team.

Ten simulations put you inside the moments where that gets decided: the status call that is the only thing the team shares, the change you almost missed on a screen, the decision made in the office kitchen, the hybrid meeting where only the room speaks, the flexible arrangement nobody else knew about, the director who wants monitoring software, the new hire nobody has met, the return to office mandate you did not choose, the team that never logs off, and the field team you see twice a year.

10 simulations. The moments that teach your team whether it is safe to tell you the truth.

Every team knows exactly how safe it is to speak up. Not from what the manager says about openness, but from what happened the last time someone brought bad news, admitted a mistake or disagreed in a meeting.

Most managers believe their team is safe, because nobody tells them otherwise. That is the problem. The silence that looks like agreement is often the warning sign, and by the time the bad news arrives it has become a quality failure, a lost client or a resignation.

Ten simulations put you inside the moments where that gets decided: the team that always agrees, the bad news nobody brought you, your first reaction to a mistake, the quality concern raised too late, inviting dissent without losing direction, the loud voice that silences everyone else, speaking up that led nowhere, the team that is comfortable but not stretched, rebuilding trust after someone was punished, and the team that speaks up without you in the room.

10 simulations. The moments where you have to lift your head from the work and decide what the work should be.

Most managers are promoted for solving problems quickly. The higher they go, the more that strength becomes a liability. The urgent always wins, every good idea gets a yes, and the calendar fills with work that is done well and does not matter much.

Strategic thinking is not a talent some people are born with. It is a set of habits: finding the real problem, questioning the assumption everyone shares, seeing how a local decision lands somewhere else, and saying no to good ideas so the important ones get done.

Ten simulations put you inside the moments where that gets decided: the week that is all firefighting, the problem behind the problem, the assumption nobody questions, the decision with half the data, the good idea you have to turn down, the local win that costs everyone else, the small experiment instead of the big bet, the project you championed and now have to stop, thinking two moves ahead, and translating strategy so your team can act on it.

10 simulations. The moments where the pressure is on you, and how you handle it becomes how your team handles it.

Most leadership development is about how you lead other people. This program is about what happens inside you while you do it: the reaction you did not plan, the story you tell yourself after a setback, the strength that turns into a problem under pressure.

Resilience is not about never struggling. Leaders who look unshakable are often the ones whose teams struggle quietly, because they learned to hide it too. What a team needs is a leader who notices their own reactions, recovers well, and is honest about what that takes.

Ten simulations put you inside the moments where that gets decided: the reaction you did not plan, the strength that became the problem, the story you tell yourself, the week when everything lands at once, the setback everyone saw, the boundary you would set for anyone else, your team watching how you cope, the role you do not feel ready for, the skill you have been avoiding, and noticing your energy before it runs out.

8 simulations. The conversations managers dread most, practised before the announcement, not after it.

Layoffs test leaders like nothing else, and most of the work lands on managers after HR has gone home. The announcement is only the beginning. How do you tell your team the news honestly when you do not have all the answers? What do you say the morning after, when a silent room asks whether more cuts are coming? How do you keep leading well when your own role is under review too?

8 simulations. The performance conversations managers put off longest, practised before year end.

Most performance problems are not caused by a lack of process. They are caused by a conversation that did not happen soon enough. How do you tell someone who works harder than anyone that their results still fall short? How do you support a team member through a hard time in their life without abandoning the standard? How do you deliver a year end rating that someone is certain to challenge?

8 simulations. The conversations managers need when AI arrives in the team, practised before the resistance sets in.

Managers are being told to get their teams using AI, and almost nobody is preparing them for the human side of it. The tools are the easy part. How do you answer someone who is quietly afraid AI will replace them? What do you say to the expert who simply refuses to use the new tool? How do you keep people speaking up when the AI output is wrong and nobody wants to say so?

8 simulations. The conversations managers face when they have to carry a decision they did not choose.

Return to office mandates, new policies and unpopular changes all land on managers to deliver, whether they agree or not. Staying credible is the hard part. How do you enforce a rule you privately disagree with without losing your team's trust? What do you say to your best person when they tell you they will quit before they comply? How do you apply the rule fairly when someone you rely on breaks it?

8 simulations. The conversations stretched managers need to protect their people and still deliver.

Budgets are tighter, teams are smaller and the targets have not moved. Most managers respond by quietly absorbing the gap until someone burns out. How do you tell your boss what will not get done without sounding like you cannot cope? What do you say to the team member who is running on empty but will not admit it? How do you decide what stops when everything is labelled a priority?

8 simulations. The conversations that keep strong people, practised before the resignation letter.

Your best people are the ones with the most options, and most leave for reasons a manager could have fixed in time. How do you find out what would make someone leave before a recruiter does? What do you say when your strongest person tells you about an outside offer? How do you keep an ambitious person growing when there is no promotion to give?

8 simulations. The conversations pharmaceutical sales managers have in the field, practised before the next ride along.

Most field sales managers were promoted because they were great reps, then asked to coach, hold standards and lead through constant change. How do you turn a ride along into real coaching instead of an inspection? What do you say when your top rep is hitting target the wrong way? How do you lead reps through a realignment that takes away their best accounts?

8 simulations. The conversations that turn two teams into one, practised before the integration starts.

Mergers are decided in boardrooms, but they succeed or fail in teams. How do you bring together two groups who sit on opposite sides of the room? What do you say when two good people are competing for one role? How do you decide whose way of working to keep without leaving one side feeling it lost?

8 simulations. The conversations that stop team conflict from spreading, practised before you have to step in.

Conflict between team members slows work, spreads across the team and costs good people when nobody steps in. How do you handle two colleagues who have stopped speaking? How do you mediate without taking sides, and know when a dispute must go to HR instead? How do you open up a team where an inner circle makes the decisions?

8 simulations. The conversations that win back trust after it has been broken, by you or by those above you.

After a year of layoffs, mandates and reversals, many teams no longer believe what they are told. How do you win back trust after you reassured your team and were wrong? What do you say when a promise you made can no longer be kept? How do you help a cynical team believe leadership again, without defending the indefensible?

7 simulations. The year end conversations managers dread most, practised before reviews begin.

Year end reviews are where trust is built or broken each year, and most managers have at least one conversation they are dreading. How do you make the review mean something instead of filling in a form? How do you defend your ratings with evidence in a calibration meeting? What do you say when someone tells you their rating is unfair?

8 simulations. The conversations that turn year end reviews into a strong start, practised before the new year begins.

The review is over, but the year that follows is decided by the conversations after it. How do you set goals people actually own? How do you reset with someone who missed this year without lowering the bar? What do you say when someone tells you their target is unfair?