Masterclasses to help leaders build relationships and develop their skills.

  • Find out more about how ‘changing’ affects you
  • Use your stories, insights, techniques to lead your team
  • Reconcile the strategic context with the need to manage people at distance and at five meters


“A top-notch masterclass in change management”Asia Pacific Director, Global Brands

“5 year following his class, I find myself referring to his teachings in my professional career post-MBA” (Cassandra Chan)

“Greg Challenged us to think about how we would feel and how others would feel during change. Greg made us think broadly about what will  happen and brought the theory to life.”


Successful businesses and leaders demonstrate amazing consistency between their claims about their culture and their perceived behaviour. When that goes wrong it can compromise reputation and even result in terminal damage. Disruptive technology and changing business models can outdate cultures overnight so adapting to new contexts is a vital leadership skill.

  • Develop a finessed understanding of corporate culture and character and how they evolve
  • Review the claims made about your organisation through its artefacts and the behaviour of its people
  • The interplay of contrasting assumptions about management between strategic partners
  • The implications of sub-cultures and silos
  • Developing conscious and deeply embedded leaderly behaviour


Negotiation takes place whenever people try to make agreements. The outcome can be a commercial contract or better internal collaboration in a matrix or network.

  • Develop your ability to balance key relationships with the substance of the deal
  • Learn how to manage relationships over time for longer term negotiating outcomes
  • Learn more about harnessing emotion and dealing with others
  • Learn to gain value by evolving from static positions to dynamic interests
  • Develop your planning and ‘away from the table’ skills
  • Build a wider portfolio of tactics
  • Negotiating as a team and growing capability for the business
  • Negotiating across cultures and regions
  • Become a great internal negotiator

“Greg’s programme not only provided insight into the academic theory of interest-led negotiation, but also helped through role-play and support in the Asia timezone for real issues. I found Greg’s experience of large multi national corporations to be invaluable, especially his understanding of matrix organisations, politics and cultural differences.” Senior Investment Banking executive

“In one way or another, I use Greg’s techniques nearly every week, and they have literally saved me tens of thousands of dollars.” Cory Kieselwicz, Direct Marketing Strategist, Agora Publishing


Power relations have been evolving rapidly with the rise of digital marketing and social networking. Yet many people still operate in hierarchies while reaching out across the ambiguity of multiple stakeholders and people they can’t tell what to do but want or need to work with.

  • Develop recognition of conventional power bases and emerging forms of social power
  • Develop a wider portfolio of influencing styles
  • Learn how to monitor response
  • Learn to apply conscious analysis of power and influence tactically in context



If allowed to fester conflict can be very costly to businesses so there is a case for conflict management to be a core competence for managers. But what do they need to learn to be their own mediator and to recognise when and how to introduce an external mediator

  • Learn more about recognising conflict in its different contexts and guises
  • Distinguish ‘good’ and ‘bad’ conflict
  • Develop mediation skills customised for managers to deal with conflict in their teams
  • Passive aggression, bullying and other difficult behaviours
  • Evolve criteria for consulting with and working with an independent mediator
  • Develop a framework to manage the systemic risk of conflict

“As leader of a specialist technical team, I’d struggled for some time to find a way to build a more effective team and to resolve the friction between some of its members. Greg’s collaborative and supportive approach to mediation and interpersonal skills training helped me to get over those stumbling blocks and the team and its members made tangible progress as a result of their engagement.” (Senior technology executive, broadcasting)


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So you’re about to join an international team or as an advisor or independent professional you will be continuously evaluating with people from a range of cultures. Never truer than in Asia Pacific both within the region and in global relations. The sheer volume of research and advice can be bewildering. How then to operationalise it so that it helps towards intercultural fluency?

  • Recognising the fundamental contrasts between so-called low and high context societies and how that impacts attitude and behaviour
  • Dealing with cultural bias – yours and others
  • Assumptions about power, formality, time, groups, individuals, relationships, decision-making, feedback and ….
  • The crucial nature of High and low context societies – understanding this gets you a long way
  • Hofstede, Trompenaars and others – what research is useful and how to apply it
  • The cross-cultural dynamics of Asia Pacific and with the rest of the world


Some executives and professionals discover even at a senior level that their interpersonal skills could be more effective. In fact the more senior the more necessary are sound if not excellent interpersonal skills to managing key strategic relationships and drive the operation. What to do if the skill set has fallen off the wagon and they are feeling reluctant or embarrassed to address the need.

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We offer senior executives and professionals the opportunity to develop their skills needs in a one to one confidential forum.

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