A six-week practice for the change you keep almost making.

For teams and leaders who know exactly what they should be doing differently — and find themselves doing the old thing anyway. We help your people surface what is actually in the way, and design the experiment that moves it.

The pattern we hear

“Our leadership programme is fine on paper but nothing changes in behaviour.”

“I know what I should be doing. I keep not doing it.”

“We have been talking about [the same thing] for two years and we are still not doing it.”

“Every off-site we agree on the change. Three weeks later we are back to the old pattern.”

“I do not need another leadership theory. I need to actually move.”

If you have run leadership development before and watched it slide, this is probably the right page.

What this is

A six-week, cohort-based practice for individuals or leadership teams who have a specific change they want to make and have not been able to.

Six to fifteen participants per cohort — smaller than our other Labs because the work is more personal. One live workshop each week, structured in-channel work between workshops, and one-on-one coach access for each participant. Karen and Maischa run the workshops between them.

Not a leadership-development programme in the conventional sense. We will not give your people a framework to memorise. We help them surface and dismantle the specific thing — usually a hidden one — that is keeping them stuck.

What happens — the six weeks

The arc is the same for everyone in the cohort, but the content is each participant's own. By the end of the six weeks, each person has run a real experiment in their own work and seen what actually shifts.

Week 1 — The change you want to make.

Most people's first answer is too big. Week one is the work of making it small enough to be testable and concrete enough to be honest.

Week 2 — What you are also doing.

The counter-pattern. Almost everyone who wants to change something is also doing something — often without realising it — that prevents the change. Week two is the work of finding it.

Week 3 — What makes the counter-pattern feel necessary.

Underneath the counter-pattern is usually a belief that makes it feel like the only safe option. Week three is the careful work of getting it into the open.

Week 4 — Designing the experiment.

Once the belief is visible, you can test it. Week four is the work of designing a small, observable experiment that puts the belief under pressure without putting the work or the relationships at risk.

Week 5 — Running the experiment.

Real life. We are in the channel; the coach is on call.

Week 6 — What you learned, what you change.

Some experiments confirm the old belief; most do not. Week six is the work of integrating the result into how you actually run.

The arc is six weeks because the experiment in week five needs at least seven days of real work to produce a real read. We have tried shorter; it does not produce the same shift.

Who chooses this

• Heads of People running a leadership-development line and tired of programmes that produce slide decks but not behaviour change.
• CHROs at 500–2,000 operators who want their leadership team to genuinely move on something — post-merger, post-AI-rollout, post-restructure — and have seen the usual approaches fail.
• Founders investing in their own leadership team because the founder can see they are not changing fast enough with the company.
• Senior individual contributors and managers going through their own leadership transition who want to do it deliberately, not by accident.

This works when the participant arrives with a genuine “I want to change X and I haven't been able to.” It does not work when participation has been mandated and the participant is not sure why they are there.

Who this is not for

• Teams that need motivation, not surfacing. If your people already know what they want to change and just need encouragement to go do it, you do not need this Lab.
• Teams in acute organisational stress. The work is deliberate and inward-facing; an immediate operational fire is the wrong context.
• People who want a credential or a certificate. We do not award those. The product is the change, not the document.
• Buyers who want the workshops without the in-channel work. We will not split it. The change happens between the workshops, not in them.

What it costs

€18k for a 12-person leadership-team cohort. Includes the six weeks, the workshops, the one-on-one coach access for each participant, and a private debrief with the executive sponsor.

Smaller cohorts (6–10 people): from €12k. Larger cohorts or programmes that combine the Intentional Change Lab with one of the other Labs (Flow Lab or HI for AI Lab) into a 3–5 month leadership programme: from €40k.

What's included: everything above plus a written read-out per participant at the end of week six. What's not: travel for in-person workshops (most cohorts run fully in-channel). The optional Companion subscription is priced separately.

This Lab is more expensive per seat than Flow Lab because the coach time per participant is higher. We staff it from the senior end of our practice.

Where it goes next

Most cohorts that complete the Intentional Change Lab carry one of two things forward — either a Companion subscription (the lightweight in-channel layer that holds the new practice in place), or a follow-on cohort for the next layer of leadership. Both are conversations for after the Lab, not before.

Tell us what your team is wrestling with.

A 30-minute call with Philipp or Kirill. We bring two questions and one observation. No deck.