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This is how… In 1-day The Winningthinking® Bootcamp enables you get control and create a business that your people want to work for! This leaves your competition too busy, anxious, burning cash and blindsided to their threats.

If you think there’s no way your business will ever be a victim of circumstance…

YOU’D BE RIGHT… but only if there’s a comma after the word “think”

Consider this: “Your thinking drives all that you do?”

The Winningthinking® Bootcamp (WTB) is a short programme that removes your hidden roadblocks that prevent top and bottom-line growth.

Alongside your peers, you will identify the specific thinking blocking you from achieving your top 3-5 objectives and the actions to unlock results, create energy; innovate; implement; align teamwork and revive your 1-1 relationships.

WTB is a fun intense programme for high growth CEOs and founders of businesses from start-up to beyond $200m. WTB leverages the expertise taken from 200 ambitious organisations alongside investors.

The bootcamp provides you the grounding for your long term journey. So we provide your champions remote expert support, and run masterclasses for our alumni and you. This provides you the opportunity to share results, socialise, network and raise the bar.

These new paradigms create the skills to unleash your team, create high energy and prevent the self-imposed ceilings or intransigence that limit your top and bottom-line growth.

For the time you put into your business don’t you deserve more?

We are agile enough and love delivering results for SMEs as well

We are delighted to be an integral part of and sponsor the UK’s leading tech startup community theacceleratornetwork.com and their Accelerator academy

As well as being a member of the House of Lords APPG on artificial intelligence

Who we have worked with:

Whilst the winningthinking.uk process is based on the latest theory: we’re practitioners who have applied the method in over 200 of the world’s most demanding global business environments to support restructures and strategy changes. We are all about results and implementation.

Our Corporate Provenance:

Feel Free To Call Us

UK +44(0) 207 193 5518

What’s difficult to replicate? In 1 day we achieve breakthrough results and enduring shifts in thinking. Why do we encourage taking new action? What do you learn by repeating the same actions? 

Maybe you’re too busy? Our analysis shows this program can free up to  70% of your time. 

We guarantee these breakthrough results and enduring shifts in performance for YOU during the 1-day program.

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Learning from 200 Company Turnarounds over the last 14 years
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Years of core content development
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FTSE Execs coached
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Hours of refinement during implementation
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“The best of” 5 Tier 1 Exec coaching programs and an MSc
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Implemented across every sector except property
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Target profit improvement, realised typically 10% – 60%
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… condensed into 35 minutes of intense animated video content

Since 2006 over 200 companies have benefited from our award-winning approach and achieved what they previously considered “unthinkable” results…

“You reach the limits of your own or your organisations thinking, well before you reach the limit of your own talents”… so you rarely exceed more than 30% of your potential. One of the twelve three-minute chapters is “How to Create Time” This highlights how you waste time, and how to free up this time.

Pop us a quick message + we will get back super quickly!




Feel Free To Call Us   UK +44(0) 207 193 5518

Buy our Book:

“Thank you so much for the immense day and turning point yesterday. We all had an amazing breakthrough and cannot wait to change – from TODAY! Thank you for the facilitation & encouragement to be open.

CTO

“Thanks so much for the 1 day colloquium. We really got to the crux of some key issues and I remain very excited for what the future holds!”

Project Manager

“Thank you for running your 1 day colloquium with us yesterday & helping us face into some tough areas! ”Have already started seeing the change & look forward to continuing to drive that in all areas of the business. “

COO

“A brilliant 1 day colloquium facilitated by you, and as a result we were able to crack through the actions which will help us to drive immediate change. Thank you so much for driving this turning point..”

Senior Manager

“We don’t want to run the portfolio businesses for them, they know better.” “the winningthinking 1 day colloquium is a enlightening way to realign activity and leave the ownership with the team to meet their challenges.”

VC Partner

“A new day using all the winningthinking 1 day colloquium learning and really shifting gears… Day one :).” “The outcome was absolutely amazing”

CEO

“The winningthinking approach achieved buy-in and the benefits were there for all to see: we increased the divisional profit annually by 10%. Without this crucial input we may well have been without an answer today”

CEO

Thanks for the fantastic 1 day colloquium today, it was really good food for the soul. Refreshing to hear someone with such conviction discuss leadership from a philosophical perspective rather than a mechanical or transactional one.

Jon Aerospace Exec

The 1 day colloquium gave us highly valuable insight on the essential human elements within successful transformation. The power of freedom of thought + attitude in the pursuit of improved metrics.

Phill Aerospace Exec

Many thanks I found the 1 day colloquium to be extremely informative

Julian Aerospace Executive

I want to thank you for sharing the winningthinking approach and discussion we had; 1 day colloquium was excellent. I found it both refreshing and inspiring.

Yahve Aerospace Executive

Your 1 day colloquium Masterclass to the Ashridge MBA Alumni was magnificent. Everyone lauded your approach it told it as it is rather than theorising,

Rob Peach MBA alumni

“Hugely motivated, intelligent, dynamic, honest, fearless and a clear leader in their field. Always looking for ways to help a business break the status quo and do what they need to do in order to develop. Hence ‘winning thinking’, 1 day colloquium is a hugely successful event with industry leaders.”

Laurence

You are a fantastically passionate person with a keen eye on the psyche of people and the impact wrong behaviour can have on business success

David Mclean MD, DMG Group

Winning thinking I am really intrigued by it: your organisation is encouraging a rethinking structure to enable a business profitable/successful or not to re-group ways of handling operations and thinking… its a fascinating way to overcome lapses in growth

Thomas Wynn

Outstanding Seamless Leadership

Through www.icebreakerexecutive.com we provide award-winning transitional leaders for hands-on support to accelerate people, financial, team & organisational transformation

Alongside a depth of Specialist Expertise

The icebreaker team provide you with this specialist expertise • investment • funding/restructuring • due diligence and operational • pricing strategy • defining core business • financial analysis • solvency balance sheet and P&L • marketing and sales strategy • operations and supply chain strategy • governance and reporting • measuring performance • process improvement • product development • technology • major change management • 1-1 coaching for senior executives

winningthinking® is a process of self-realisation that creates a platform for learning, which encompasses the critical perspectives the icebreaker team has learned whilst successfully turning around over 200 businesses in the last 15 years (and winning numerous awards whilst doing so).

We work with:

Apply for winningthinking® in your business

In 1 hour find out why some companies thrive… and others don’t

on i-tunes

How is your well-being?

This analysis has been completed by Henley Business School using over 1.5m data points collected over the last 16 years.

What drives well-being and high performance and how can you measure the lead indicators? Regardless of your challenge or circumstances…We do show you how to improve your organisational and individual well-being even when faced with the toughest challenges.

At a 1-day Winning Thinking® Bootcamp you take a fresh perspective and from these perspectives realise and take new actions.

This immediately breaks through strategic barriers, enhances cognitive processing, measures and transforms culture and realises unimaginable results. 

Winningthinking is built around 12 intense animated “chapters” that deliver results in these 2 areas:

1. Six three-minute chapters designed to transform your profit

2. Six three-minute chapters designed to engage your people

An introduction to the cultural model

During a 1-day bootcamp, you will experience how the simplicity and power of the winningthinking® cultural model unleash profit and creates an environment in which people perform at their absolute best.

An introduction to our cultural model

The fun of this is that winningthinking.uk leaves your competition standing: to faff about making statements like: “culture change is complex and takes years” etc… 🙂

2019 video log – sharing effective strategies

An introduction to the process⇒

The WinningThinking® colloquium process

Transform Thinking – Transform Strategies – Remove Barriers – Transform Results

 The 12 succinct animated videos delivered as a workshop or online kick-start transformation and employee well-being

<= This is an animated overview of the 12 outcomes of the winningthinking® solution…

Whilst we provide the catalysts, framework and boundaries to transform your capability you must realise the results for yourself! The team sharing is invariably extremely revealing, transforming relationships, creating empathy, getting straight to the nub of the issues all in a safe way. Devoid of any meaningless ‘management speak’, winningthinking.uk is a staggeringly effective process.

It’s actually enjoyable: how often can you say that about corporate development programs :)?

Hover here to PREVENT your business becoming a victim of circumstance...

If you think there’s no way your business will ever be a victim of circumstance… 

YOU’D BE RIGHT… but only if there’s a comma after the word “think”

Try these 2 test case studies – what is your single observation and what single action would you take?

Question 1. As a leader of an interim assignment with this client, what would you want to do next with the client?

As an executive interim manager, you are engaged by Bill the CEO, with an initial brief to help him fire his chairman..

The Interim is a mature senior executive with a powerful reputation as a former corporate £500m turnover CEO.

Ignoring whether you would have followed the Interim’s steps and thoughts, and merely observing that it happened this way, what would you do next if you were the Interim or they consulted you as their mentor or boss?

————————————————-

Bill.  Age 34. Group Managing Director (MD) leading 1600 employees of a £200m division of a £400m turnover PLC (Public limited Company. ie. a company whose shares are quoted on the stock market). The company was a stock market ‘darling’ which had achieved tremendous growth and profit improvement that had taken it from being a small ‘bit player’ to market leadership in a decade. On retirement of the PLC Chief Executive Officer six months ago, Bill was promoted to Group Managing Director of half the business with the 56-year-old executive chairman running the other half and supervising Bill for a 2 year ‘probationary’ period that if he was successful, would result in Bill being appointed Chief Executive Officer (CEO) of the whole group with a £500k pa. remuneration package.

In the first meeting with the Interim Bill said:-

‘I need advice on how to get rid of my chairman who is sending me crackers. We are hardly on speaking terms. He is a complete egomaniac. He virtually wants to run the company himself and get the credit for its fantastic results. Actually, they are due to the CEO who retired 6 months ago but the chairman wants the world to believe its all due to him.

I can never have a productive conversation with him. He always wants “written detail,” I tell him we should be talking at a strategic level, not petty detail but he just keeps going back to the same old conversations about “profit margins and numbers, and ‘wanting notice of meeting topics in advance so he can think about them before we meet! ”

‘I get really cross with him in the board meetings and the executive committee now. I get the executive team on one side before the meetings and tell them to back me up when I disagree with him. I argue and contradict him openly in the hope he will either shut up or resign’

‘Recently I have got so fed up with his negativity that I have stopped telling him what I want to do and have just been getting on with changes without him knowing’

Interim. ‘What type of things have you been doing without his knowledge? Are they matters that the plc board ought to approve?’

‘I suppose the board ought to approve them really but he blocks everything I suggest. Even if it goes to the board and they ask his opinion, he always takes the ‘its too risky’ line and they agree with him. I’ve taken on a new divisional Managing Director without going to the chairman and I’ve just told the executive team to set up a new manufacturing plant so we can launch a new product line’

Interim ‘ How much will that new plant cost?’

‘About £2 million but we’ll get that back from new sales within 2 years. It’s a new product line I have been pushing to do for two years, but the CEO wouldn’t do it either. I’ve been waiting for him to retire to get on with it’

Interim ‘Do you have actual authority from the plc board to spend that much on your own initiative?’

‘No. But it’s petty cash for us out of our normal expenditure of £300 million. It’s the only way to get anything done. By the time they hear about it, I will have the new sales coming in and that will prove the point’

Bill told me of other ambitious plans to change many of the main basic operations of the business, but that he was ‘having to fight very hard to move his Chairman into an agreement’. Under questioning, Bill admitted his plans would cost the company circa £20m capital and would radically shift the business focus. Reluctantly he also admitted that if he was wrong, he could undermine the whole success of the business. ‘But all life’s a gamble’ he said shrugging his shoulders, ‘If we don’t adapt we don’t survive. We need to replace our winning lines. We need to change the direction of the business to broaden our base. We can’t ignore threats on the horizon. We need to launch a lot of new products to keep ahead.

I asked him where he felt there were the threats on the horizon. His reply was vague and unspecific.

‘Well, you never know what your competitors are doing until its too late. We are the lead player and they have to try to outsmart us. Sitting on our hands is just asking for trouble’.

I asked him what the trading projections were like for the next three years ahead if he made no changes in the business.

‘We couldn’t fail to make record profits because we have big new long term contracts.’

‘So if you do nothing but run the business efficiently for the next three years, you are guaranteed record profits?’ I asked. ‘But if you make the changes you want, the capital cost of £20m will definitely reduce the profits in the next three years?’

Reluctantly Bill agreed. ‘But we can’t rest on our laurels ‘

‘The next two years are your trial period that will decide if you get the job of CEO. Which do you think is best for you? That profits are at record levels or reduce?’

‘Well record profits would be best for me of course, but that wouldn’t be in the company’s best interests – to ignore future threats and do nothing’

‘Do the board agree with your plans that sacrificing record profits would be in the company’s best interests?’

‘Well no but I never get a full hearing because it’s clear the chairman doesn’t support me’ 

‘Let’s have a look at this from your board’s viewpoint. They have appointed the Chairman as the most senior executive and must have confidence in him. Is that right?

‘Yes but they don’t know how his bloody detailed mind is stopping things getting to the board’

‘So the board have trust in the chairman’s judgement? How long has he been in charge?

’10 years’

‘Who is your boss? The board or the chairman?’

‘The Chairman’

‘If you and your boss disagree about policy and ask the board to decide, whose opinion do you expect the board to take, yours or the chairman’s?’

‘When I’ve tried that, they back him. He never supports me’

‘So, from your board’s viewpoint, they have to decide whether to back their chairman they have trusted for 10 years, or you who they have known for a few months?’

‘Well yes, but he doesn’t want to change anything! And I have a duty to do and say what I think is best for the company not just suck up to the chairman’

‘If you have told your chairman your views and he has rejected them, then you have done your duty to do and say what you think is best for the company haven’t you? And if he tells the board about your ideas and gives his opinion, he has done his duty, hasn’t he? And if the board reject them, the board have done their duty, haven’t they?  But you seem to be saying that if your proposals are still not accepted, you then have a higher duty which is to disobey the plc board or continue to argue to get your own way? To be blunt, isn’t this a bit like you saying to them ‘I don’t care what you think. I’m right and I want my own way?’

Bill smiled ruefully. ‘Some of that may be true but I still think they’re wrong’

‘You’ve fought that battle Bill. Time to accept that your plc board of ten very senior executives with combined 125 years plc experience have made the best decision they can after listening to you with 6 months plc experience. You have had your say and its time now to gracefully get on with delivering what they want not what you want.’

Bill. ‘I see what you say. But I’m not prepared to kowtow to the chairman when I think he is wrong. I’m still going to say and do what I think is right. That’s what I’m paid for’

I realised that at this point Bill was so entrenched in his views that he would not be prepared to accept any contrary ‘advice’.

‘OK. I said. ‘Let’s leave that for now and look at the other matters’

These were other topics we discussed. His previous job had been as Managing Director of a division within the group which he had grown from £25m turnover to £100m turnover, taking profits from £1m to £3m pa.  He disclosed that he had deliberately built an ‘intellectual; superiority ethos’ in his own division and that the other business divisions had disliked the superior image his team conveyed. His team had believed themselves to be the best in the organisation and considered the other divisions to be inferior – and showed it to them.  He believed that creating this type of corporate pride in his division was a healthy thing to do and had helped to contribute to the success they had generated.  He wanted to introduce that ethos into the whole plc now. That would mean former competitive divisional colleagues adopting the new ethos or ‘getting out’.

I questioned Bill further to check his logic and the depth of experience he had given to the topics. Was he sure he was right to want to radically change a winning strategy – and that the board was wrong?  Also was intellectual superiority really likely to ‘win friends, colleagues and customers’? Or could it be judged as naively arrogant, insensitive and fear based? Did a really secure executive need to risk offending anyone? If strong and assured, would not an executive want to encourage corporate equality and modesty?   How long had the Chairman been in the job and what had happened to the business in that period?  Had Bill proposed any of his changes to the CEO who had recently retired and if so what had he said?

Reluctantly, Bill agreed that the Chairman, who was age 56, had a superb track record, having previously been Chief Executive of a plc and several other businesses, all of which had been very successful.  Bill agreed the company had been incredibly successful with turnover going from £8m to £400m p.a. in ten years under the chairman’s authority. However, Bill claimed the success was more due to the recently retired CEO than to the Chairman. On challenge, Bill agreed, rather shamefacedly, that the CEO had only been in charge for the last 3 years and that the entire strategy for the business had been the Chairman’s brainchild 10 years ago. ‘But he‘s past his sell-by date now’ Bill hastened to add. ‘He’s not up to date with the new challenges the business is facing’. Bill eventually acknowledged that the CEO had also disagreed with Bill’s proposed changes. ‘He told me they were hair brained. But he was just holding his job down until he retired. He didn’t want anything reducing profits before he went’

In further discussion, Bill’s could not produce any convincing evidence (to me) that justified the extreme risk his strategy was proposing; viz, to spend £20m capital, reduce next year’s £20m annual profit to £14m, cut the shareholder’s dividend after 9 successive increases, and change the whole basis of operation and product range to meet an undetermined theoretical future threat.

At this point as Interim what do you think about the situation and what would you do next?

Question: As the intended leader of an interim assignment with this client, what would you want to do next with the client?

Note. This is a true case history and the dialogue is close to actual.  

Loss-making MD

The client is 39 years of age and was appointed MD of a £10m turnover business 16 months ago.  When he joined it was losing £500k pa.  He was previously Sales and Marketing Director in a competitor and had 10 years in the sector.  The sector was in decline because of new alternative products produced completely differently so they cannot compete with them.  (For confidentiality reasons the products cannot be mentioned.  Here is a parallel.  Their product has simply gone out of fashion compared with new alternative options.  So whilst many people still use their products, the market will progressively decline.  The gulf between their product and manufacturing and competitors is the equivalent of a manufacturer of audio tapes finding sales are dropping because people are getting records via the internet.  It is impossible for them to adapt that completely.

Since the MD has joined the business, he has fought valiantly and stabilised sales at the same level.  However, they have had to discount prices dramatically because of competitors doing the same.  The result is that a loss has grown from £500k to £1m in the year.

There was an alarming drop in business in October with sales continuing to fall every month to now £8m pa.  They have been waiting ever since for it to come back, but it continues to decline.  All their competitors were in the same situation as far as he could ascertain (reliable sources).  He has spoken to his Australian parent company, who says that he need not worry because they are playing the long game and the market will recover.

He had asked the high level, Interim Manager, to help assess the options and then to lead any changes that they agreed. Interim rate of £1200 per day. He concluded his initial briefing with the words ‘But I’m inclined not to make any changes right now because HQ will be OK if I play the long game, sit out the present crisis situation  and don’t rock the boat with the staff.’

The Interim’s views at the time were that he was likeable and very customer orientated MD.  He was well-liked by his team, was intelligent and personable but showed a lot of unease and insecurity.  Many of his comments were tentative and unsure.

Here are extracts of an all-day conversation that exclude much detail but briefly indicate key areas discussed.

INTERIM “I think you are very tactically aware of what is happening in your marketplace and you have taken a lot of time to analyse areas where you could take action.  In your own best interests, I sense you know yourself you must take those steps very rapidly to turn your business into profit”.

You probably know you need to manage a declining business, not a growing one.  If annual sales went down to £6m from £10m within six months, what would your overheads have to be to make a profit of say £600k?  If you were to set up to achieve that level of overhead now and the decline went to that level, you would be glad you had done so, wouldn’t you?  And if on the other hand turnover only went down to £7m, then you would have made a bigger profit, wouldn’t you?

I think that if you went on the job market at the moment, the fact that your sector was in decline would not be taken as an excuse by companies when you had to disclose the loss had doubled in a year.  In your own interests, you must stop that immediately and you do not have much time left.

How could you operate the company at a profit of £600k if it was turning over £6m this time next year? “

  1. I think that’s rather too bold for me considering I don’t really have to be too radical and I would be scared to announce to everyone that I was planning to accept a permanent fall in sales to £6m from £10m 18 months ago. I had thought I could maybe look at some of the other areas to make smaller incremental changes if essential’

INTERIM. What are the other alternatives?

MD “I had thought of cutting the sales force or closing the Spanish sales office and sell from the UK.  However, the Spanish will not buy unless it is from a Spanish office, so I can’t do that.”

Interim. ‘What are the sales figures there and what are the costs?

MD;.  “Spanish Sales are around £750k pa  with £500k pa costs.”

INTERIM:  “Is that direct costs or does it include all other charges.”

MD   “It does not include HQ costs and cost of materials.”

INTERIM  “So overall what has £750k sales cost you?”

MD:  “£850k actually I suppose”

INTERIM:  “If you were to close down your Spanish sales office, how much would that cut overheads?

MD About £250k- £300k pa. but the Spanish are very nationalistic and will only deal with Spaniards, so, its all or nothing. If I close it down I will lose £750k pa. sales which would be dreadful on top of all the other UK losses in sales’

INTERIM  “How many UK salesmen have you got and how much do they cost each?”

MD  I don’t know precisely. Their basic is £50k pa. and we have 35.“

INTERIM  “Who are the best UK salesmen and how do they compare with the worst?”

MD  “I don’t have that information.  We are getting systems but we don’t have it at the moment.”

INTERIM  “What do you sense is the position then?  How do they compare with the Spanish team for example?”

MD  “Many of them are probably about the same as the Spanish team and perhaps four or five are doing really well.”

INTERIM  “How many calls do they make a week”.

MD “I don’t know that because of our system’s weakness.” “They could do more calls if we took them off some of the warehousing jobs they do but they have always done that so they keep in touch with their own orders and service their customers.”

INTERIM. So you say you could lay off some of the sales staff?  How many do you need right now?

  1. Well, I probably need about 10 but it would destroy the company if I were to lay off 25 sale staff most of whom have been with the company for over a decade. It’s a really happy place with everyone so friendly that it would be impossible for me to fire them. I think I’d lose all credibility in their eyes if I did that. ‘

INTERIM “At the moment you seem to be saying that you are selling products at a straight loss.  They actually cost in manufacturing and delivery more than you are selling them for?”

MD “Yes, I guess that is correct.”

INTERIM “Apart from cutting your costs, what else can you do to stop that situation?”

MD “I could put prices up – but” (hurriedly) “sales would just dive because the competitors would just undercut us, so my hands are tied”

MD We pay £150k p.a. rent on our UK HQ. I can get better premises for £52k pa. and can get out of the lease. But the Group CEO negotiated the lease on the UK premises and it would make him look a fool if I told the board we are overpaying so much’ So I don’t think I can do anything there.

MD. The Production Director refuses to cut production even though sales are 40% down. So we’ve got a massive inventory which I can’t get him to accept needs to be cut. I could move production to the HQ in Europe actually which would save about £350k pa but he won’t hear of it and says it would destroy staff morale. Even so, he’s very aggressive with the staff and has told them that the product lines are rubbish. He has been with the company for 7 years and earns £75k pa.  I could replace him with another director at £50k but I don’t want to appear to be a hirer/firer so soon after I was appointed as MD some months ago and with staff morale so low.’

Question: As the intended leader of an interim assignment with this client, what thoughts are in your head at this point and what would you want to do next with the client?

Because most leaders are unconscious of the benefits of the program, until you experience the Winning Thinking colloquium in action, it’s unlikely that you’ll realise just how valuable it can be. 

That’s why we would like to share with you these unique individual perspectives, outcomes and experiences:

Some of our provenance =>

Carrie CEO and Owner

Hazel CEO

Alistair Banking

John Msc Level Coach Trainer

Denise Owner

Dan Solicitor

“Thank you so much for the immense day and turning point yesterday. We all had an amazing breakthrough and cannot wait to change – from TODAY! Thank you for the facilitation & encouragement to be open.

CTO

“Thanks so much for the session. We really got to the crux of some key issues and I remain very excited for what the future holds!”

Project Manager

“Thank you for running your session with us yesterday & helping us face into some tough areas! ”Have already started seeing the change & look forward to continuing to drive that in all areas of the business. “

COO

“A brilliant day facilitated by you, and as a result we were able to crack through the actions which will help us to drive immediate change. Thank you so much for driving this turning point..”

Senior Manager

“We don’t want to run the portfolio businesses for them, they know better.” “the winningthinking toolkit is a enlightening way to realign activity and leave the ownership with the team to meet their challenges.”

VC Partner

A new day using all the winninthinking learnings and really shifting gears.                                                                                                                     Day one 🙂

CEO

“The icebreaker approach achieved buy-in and the benefits were there for all to see: we increased the divisional profit annually by 10%. Without this crucial input we may well have been without an answer today”

CEO

Thanks for the fantastic session today, it was really good food for the soul. Refreshing to hear someone with such conviction discuss leadership from a philosophical perspective rather than a mechanical or transactional one.

Jon Aerospace Exec

Highly valuable insight on the essential human elements within successful transformation. The power of freedom of thought + attitude in the pursuit of improved metrics.

Phill Aerospace Exec

Many thanks I found the session to be extremely informative

Julian Aerospace Executive

I want to thank you for sharing the winningthinking approach and discussion we had; it was excellent. I found it both refreshing and inspiring.

Yahve Aerospace Executive, Your Content Goes Here

Your Masterclass to the Ashridge MBA Alumni was magnificent. Everyone lauded your approach it told it as it is rather than theorising,

Rob Peach MBA alumni

So what does an MBA cost, and do they make a difference?

Tom Pickering is an MBA masterclass Leader and session speaker as well as a CEO with decades of business experience. Tom illuminates what can be achieved even under the most extreme, challenging and competitive circumstances. He highlights the sharp contrast between outdated organisation methods with contemporary ones that are constantly rebooting, driving change, disrupting and achieving self-starting results. He shares with you his experiences of dealing with and immediately reversing difficult situations to create teams capable of achieving award-winning results.

winningthinking® is far more succinct than an MBA: in just one-day winningthinking® does  

Transform Thinking -> Transform Strategy -> Remove Barriers -> Transform Results

Whilst these programs are bespoke here are some of the options.

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These are the two of the most popular ways to realise results:

A bespoke WinningThinking® Team Accelerator

A WinningThinking® Team Accelerator is a bespoke 1-day colloquium for your key leadership team. During this day you will identify the roadblocks holding your team back and take NEW action to resolve your top 5 objectives…

You will consider 70 challenging winning paradigms contained within the 12 chapters below. From these paradigms, each of you will identify and immediately implement 12 new actions. These new actions create the breakthrough required to unravel these conundrums:

These actions will be unique to you and aligned with your team and business objectives. The day’s sharing and unique dialogue will transform relationships too, realise immediate results and remove barriers to realising future results. You will learn a new set of tools to: innovate faster; remain on track and realise how liberating it is to take new action, reopen the options and stay that way.

Designed to tackle the specific top 5 challenges and opportunities that your business is facing, these sessions will be facilitated by one of the Icebreaker alumni who will lead up to 10 members of your team through the winningthinking.uk process.  The issues are addressed immediately in the context of your team and selected business challenges.

We run a WinningThinking® Colloquium in a day (for a minimum of 3 people and typically up to 8 people). At these sessions, we will train your team and create X-functional champions. It is beneficial to nominate champions and encourage participation from cross-functional teams.

Prior to this we will confirm the 3-5 objectives for the WinningThinking® 1-day colloquium with you and run a simple, confidential email survey to establish your cultural baseline. Following the session, we will debrief leadership; on capability; implementation and strategic risks, and provide the support remotely to certify your champions over 12 weeks.

Each discussion will be unique and the sharing will transform your team’s empathy, interaction and relationships.

You will achieve real breakthroughs and identify specific profit and people actions to derive tangible benefits using the powerful winningthinking.uk approach.

The sessions include a review of 2 case studies before and after the session, preparation for the session and debrief with the WinningThinking team gurus.

Pricing is available for ambitious teams who face financial challenges.

We are passionate about your team immediately achieving breakthrough results, so let’s talk…

The Winningthinking.uk® Leadership Accelerator

We train and accredit winningthinking.uk® individual leaders, accredited trainers, master trainers and prestigious alumni members – to create extraordinary people capable of driving transformation from within your business.

These sessions are led by one of the www.Icebreakerexective.com alumni who will train and coach individual leaders 1-1 and or up to 10 members of your team. 

Issues will be addressed immediately in the context of your top 5 specific business challenges and your champions will get the opportunity to practice leading some of the sessions. You will consider 70 challenging winning paradigms contained within the 12 chapters below. From these paradigms, each of you will identify and immediately implement 12 new actions. These new actions create the breakthrough required to unravel these conundrums:

 

These actions will be unique to you and aligned with your team and business objectives. The day’s sharing and unique dialogue will transform relationships too, realise immediate results and remove barriers to realising future results. You will learn a new set of tools to: innovate faster; remain on track and realise how liberating it is to take new action, reopen the options and stay that way.

Each discussion will be unique and the sharing will transform your team’s empathy, interaction and relationships.

We know you will achieve real breakthroughs, and derive specific and tangible benefits by experiencing the power of the winningthinking.uk approach.

The accredited trainer program includes the preparation and debriefs with the WinningThinking team leader, a review of the actions, data collection, implementation support, and the before and after review of 2 of our real CEO EQ test case studies.

To cascade the process, we can run a  follow up 1-day WinningThinking® Colloquium (for a minimum of 3 people and typically up to 8 people). At these sessions, we will train your team and create X-functional champions. It is beneficial to nominate champions and encourage participation from cross-functional teams.

Prior to this we will confirm the 3-5 objectives for the WinningThinking® 1-day colloquium with you and run a simple, confidential email survey to establish your cultural baseline. Following the session, we will debrief leadership; on capability; implementation and strategic risks, and provide the support remotely to certify your champions over 12 weeks.

We are passionate about enabling you to immediately achieve breakthrough results, so let’s talk…

Meet our chairman John Webster who is regarded to be one of the best executive coaches in the world and experienced CEO and chairman. By listening to the winningthinking technology, you will experience the techniques John has developed to transform his capability and train over 200 CEOs and C level executives. John had the pleasure of training the icebreakerexecutive.com team, he is a keen para-glider and lives in South Africa.

Tom Pickering is an internationally renowned business turnaround practitioner, portfolio chair, former Tech Silicon Valley Exec, CEO of the Year 2018, MBA Masterclass Leader. An award winner from 2002-2019. As a pioneer, he has developed a breakthrough capability winningthinking.uk. As CEO of icebreakerexecutive.com this has been the underlying capability has enabled his highly skilled team to turn around over 200 companies x-sector over the last 15 years.

The winningthinking® method is robust…

winningthinking®: … is the maximum return on your money… the 35 minutes of intense online video content allow you to experience and put into practice fresh perspectives. The learnings are taken from our companies experience 1-1 coaching FTSE CEOs; learning and 2 years consolidation of an MSc in Psychology; & 130 man-years or 25,000 hours of implementation on the job.

All pressure tested and proven during 200 company turnarounds the 35 minutes of intense animated experiential learning content create a permanent shift in behaviour. Applied with 100% respect for your humanity, to get the best out of you.

And because winningthinking content is online, you can access it on your mobile device, meaning you can study independently wherever you are.

“The icebreaker approach achieved buy-in and the benefits were there for all to see: we increased the divisional profit annually by 10%. I honestly believe that without this input at a crucial stage in the project we may well still be thinking and planning today”

Ian Jones, Arjo Huntleigh

“In an incredibly short period the icebreaker program imparted, not just mechanistic knowledge, but deep understanding these tools will make me a significantly more effective leader who is extracting the highest possible performances from my team.”

Alistair Greenfield, Arm Holdings

“after 10 years and having spent £9.5m we were unable to get the aerospace certified device, organisation or operation right to get the product to market. The icebreaker approach enabled us to get the product to market on sale within 3 months. Over the next 6 months, we launched the next certified aerospace device in 6 months for £500k”

Operations Director

“The icebreaker approach meticulously guided the team, working within the icebreaker revised management structure  started to quickly deliver results, which took the whole team by surprise. We achieved a more capable, competent and confident team.”

“In 4 days of due diligence at Birkbys Plastics we gained credibility with the vehicle manufacturers armed with the root cause, sound analysis and a recovery plan ”

Stephen Keating, Privet Capital

“I would recommend the icebreaker program to any business needing a rapid and intelligent diagnosis of its strategic position and clarity. It brought clarity and focus and they encourage direct and concise communication within the management team and provides vital pressure for progress along with quality input and the valuable opportunity to sound ideas out. It was instrumental in the introduction of clear and relevant KPIs together with a crisp weekly format for reviewing which means that the function of our Senior Management Team has improved substantially”.

Paul Cunningham, Aspace

“Having experienced the icebreaker program, I can see exactly the application of this material to Turnaround or Business Critical scenario’s.”

Tyrone Courtman, TMA President

“I want to do something I rarely do – introduce someone into my valued network. The reason for doing this is simple – this guy I want you to meet (Tom Pickering) is in a league of his own. He’s an engineer by profession, and we share many of the same thinking on business improvement. He produces amazing results.”

Chris Whyatt, Get To Great