Catalystic Team Development
Move from competing expertise to collective action.
Leadership teams bring together capable people with deep expertise, strong opinions, and responsibility for different parts of the organization.
That expertise matters. But the most important work of a leadership team often crosses functional boundaries, involves competing priorities, and cannot be solved by any one person alone.
Catalystic Team Development helps teams build the trust, perspective, and working habits needed to explore together, exercise judgment, make commitments, and act.
The goal is not simply to have a better meeting. It is to become a team that can do difficult work better together.
Make the invisible discussable.
Teams get better when they can see and talk about patterns that are usually hard to name.
We use assessments, facilitated conversation, and real team challenges to help make those patterns visible.
Working Genius
Helps the team understand where people naturally contribute energy, where frustration shows up, and how work moves—or stalls—across the team.
Five Behaviors
Creates a shared language for trust, productive conflict, commitment, accountability, and results—and helps the team talk more directly about where it is strong and where it gets stuck.
Facilitated Wonder
Helps the team put the challenge in front of them, move beyond competing answers, and explore together before deciding what to do.
The assessments and frameworks are not the product. They give the team useful language and perspective so it can work more effectively on the things that actually matter.
What patterns are shaping how we work? | What are we not saying? | What can we see together that none of us can see alone?
Decide how the team needs to work differently.
Seeing the pattern is useful. Deciding what to do differently is the work.
The team looks across what it has learned and considers where a change in how it works together could make the biggest difference.
Where are we getting stuck?
The useful questions are often practical:
Are we avoiding a disagreement that needs to happen?
Are functional priorities getting in the way of enterprise results?
Are we acting before we have explored enough?
Are we continuing to explore after it is time to decide?
Are we treating a recurring tension as a problem that should have one right answer?
Are expectations and commitments clear enough that we can hold one another accountable?
What matters most now?
Not every issue deserves equal attention. The team considers:
What is getting in the way of the work that matters most?
Which pattern, if changed, would make other things easier?
What does this team need more of? Less of?
What are we willing to do differently together?
Choose a small number of commitments.
The goal is not a long list of team improvements. It is to identify a few changes that are important enough to matter and specific enough to practice.
What matters most? | What needs to change in how we work? | What are we willing to commit to together?
Practice being the team you want to become.
Team development happens in the work after the workshop.
The team takes the few commitments it has chosen and begins practicing them in the meetings, decisions, conflicts, and cross-functional work that make up everyday leadership.
Put the commitments into the real work
That might mean:
Surface disagreement before a decision is made
Ask more questions before advocating a position
Bring enterprise priorities into functional decisions
Clarify who is deciding and how
Use Working Genius intentionally when assigning work
Name a recurring tension when it appears
Hold one another accountable when commitments are missed
Notice what happens
The team pays attention to whether the new behavior actually helps.
What did we try?
What happened?
What felt different?
What did we learn?
What should we keep, change, or try next?
Use follow-up coaching to keep learning
Follow-up team coaching gives the group a chance to step out of the work, look at what is actually happening, and adjust before old habits quietly take over again.
Try something different. | Notice what happens. | Learn and adjust together.
Start with the team and the challenge.
The first step is an introductory conversation—not a commitment to a workshop.
We’ll talk about the team, the work it is responsible for, where it is getting stuck, and what you hope will be different. Together, we can decide what kind of Catalystic Team Development engagement would be useful.
Catalystic Team Development Workshops
Half-Day — $4,750
A focused four-hour engagement built around a specific team need, assessment, or challenge.
Full-Day — $6,750
More time to explore team patterns, work with assessment results, apply insights to real challenges, and make commitments together.
Two-Day — $10,750
A deeper engagement with room for assessment, facilitated exploration, real business work, practice, and commitments across multiple team issues.
Each engagement includes:
Workshop design and preparation
In-person facilitation
One follow-up team coaching session
Materials and customized exercises
Assessment costs and travel expenses are additional.
Working Genius, Five Behaviors, Facilitated Wonder, and other frameworks are selected to fit the team and its needs. We do not begin by assuming which tool you need.