Being good at the work and being good at leading the work are two different jobs. Most companies only ever hire for the first one.
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Your best engineer became a manager because she was your best engineer. Your top seller runs the sales team because he closed the most. It made sense at the time.
Now she avoids the performance conversation. He escalates every decision to you. And the team you spent eighteen months hiring is starting to look elsewhere.
Your engagement survey says the problem is managers. You already knew that. You just don't have a system to fix it.
You've bought training before. People watched the videos. Nothing changed on Monday.
Your best people are leaving, and every exit interview points to the same handful of managers.
You can't hire your way to a high-performing team. You have to build it. Your managers are the only leverage point you've got.
Most leadership training is content delivery. Watch the module, take the quiz, get the certificate, forget it by Thursday. The completion rate looks great in the report. The behaviour doesn't move.
We do the opposite. Your managers sit in a room together, seven times, and practice the things they've been avoiding. Giving the feedback. Naming the conflict. Making the call without asking permission.
We don't hand you a curriculum. We run a diagnostic first, then build the seven sessions around what your team actually broke.
We don't train managers in isolation. We train your leadership team together, so they leave with shared language instead of seven private interpretations.
We don't disappear after the workshop. Every session has post-work in the platform, and we retest the assessments so you can prove what moved.
This is a team development program that works on the managers. Managers account for roughly 70% of the variance in team engagement. Fix the manager and you've fixed the team.
The performance conversation your manager has been putting off for four months happens this week. Not perfectly. But it happens.
Clear decision rights mean managers make the call in your absence, and make a good one, not just a safe one.
Teams stop optimizing for harmony and start optimizing for truth. The disagreement happens in the meeting, not the parking lot after.
“We've got a Level 2 gap” means the same thing to everyone. Problems become diagnosable instead of personal, and the fix is a session, not a reorg.
People don't leave companies. They leave managers. Fix the managers and the number moves, and you'll have the assessment data to prove it did.
Averaged across management teams that completed the program, from the first assessment to the retest at wrap-up.
Fahd Alhattab founded Unicorn Labs to fix the thing he kept seeing: brilliant people promoted into management with no idea how to lead. Ten years and a hundred-plus companies later, the method hasn't changed much, because it works.
He'll be the one in the room, running the role-plays and refusing to let your managers off the hook politely.
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Each level builds on the one below it. Skip psychological safety and empowerment collapses. Skip communication and your culture of leadership is just a poster. The order isn't a preference. It's the whole methodology.
Foundation at the base. Each session maps to a level.
Why some teams hit 1+1=3 and others slide to 1+1=0. Leaders map their own team's cracks onto the framework, so the next six sessions are about their problems, not a curriculum.
If your team won't speak up, nothing else works. Managers learn how safety actually gets built or broken in small interactions, and confront how their own default behaviour under stress shapes the room. DISC results land here.
The bottleneck is almost always at the top. Clear decision rights, delegation that builds capability instead of chaos, and an end to “just checking in” escalations.
Great teams don't avoid conflict. They use it. Managers practice the difficult conversation live, in the room, and learn why their DISC style makes them avoid it in a specific way.
The shift from task manager to talent developer. Asking better questions instead of giving quick answers. Building a team that can lead itself.
Beyond hitting the number. Connecting daily work to something worth getting out of bed for, and communicating it every week, not just at the all-hands.
High-performing teams are engineered, not lucky. Designing the team across the full lifecycle: hiring, onboarding, developing, transitioning. Closes with each leader's growth plan and the post-program assessment retest.
Four phases, roughly nine months end to end. Nothing starts until the diagnostic tells us what's actually broken.
Before we design a single session, we run the DISC and Team Dynamics assessments and talk to your stakeholders. We look for what's actually broken, usually not what the exec team says is broken.
We tailor the seven sessions to your values, your strategy, and the frameworks you already use. If your team runs OKRs, we teach into OKRs. We don't ask you to abandon what's working.
Monthly, in person, with your managers together. Flip charts, role-plays, real scenarios. Between sessions, structured post-work in the platform: two modules per level.
We retest the assessments mid-program and at wrap-up, and hand you a written report showing what moved and what didn't. You'll have the data before your next budget conversation.
It sits in the same tier as bringing on a senior hire, and unlike the hire, it upgrades every manager at once. We'll give you the exact number on the fit call once we know your cohort size.
The Canada-Ontario Job Grant can cover up to two-thirds of eligible training costs for Ontario employers. We've done the paperwork before, and we'll help you with it.
Ask about grant eligibilityIf you or your team aren't satisfied with the leadership transformation, you get a full refund. No fine print. We'll bet on our own results.
The ones people actually ask on the call, answered the way we'd answer them there.
Ask us on a 30-minute fit call. We'll tell you honestly if you're better off elsewhere.
Book a fit callSame framework, different mechanism. The online program is a 12-week virtual cohort, great when your managers are distributed or you need to move fast. This is the in-person version: seven sessions in a room, with a facilitator, where people practice the conversations they've been avoiding. If your problem is knowledge, take the online program. If your problem is behaviour, come sit in the room.
Both, and that's the point. We work on the managers because managers account for roughly 70% of the variance in team engagement. You don't build a high-performing team by running an offsite. You build it by building the people who run it every day.
Seven sessions, typically monthly. Between sessions, each manager spends about ninety minutes on the platform post-work. It's designed to fit around a job, not replace one.
Honestly? Good. So are we. The skeptics are usually the most useful people in the room, and we design for them: real scenarios from your business, no trust falls, no theory that doesn't survive contact with Monday. We've converted enough of them that we now consider it part of the job.
Assessments before, mid-program, and after. DISC and Team Dynamics as standard, with EI and 360 tools available depending on scope. You get a written report at the midpoint and at the end showing what shifted and where the gaps still are. If nothing moved, we'd rather you knew.
It works best when you're growing fast enough that the way you used to work is starting to break, usually somewhere between ten and thirty managers. If you're smaller than that, the online program is probably the better call and we'll tell you so on the call.
Pricing is per leader, with a minimum cohort, and includes the sessions, the platform, the assessments, and the custom design work. It sits in the same tier as bringing on a senior hire, and unlike the hire, it upgrades every manager at once. We'll give you the exact number on the fit call once we know your cohort size.
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