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Logos is a rich, experiential programme designed to help people communicate more powerfully as leaders. Delegates learn how to engage effectively with their organisations, understand themselves at a deeper level, grow in confidence at conducting high-impact conversations and create performance improvements back at work.

Day 1: Organisational Leadership

Organisations do not behave predictably or efficiently like machines. They behave like chaotic living systems. Understanding how mechanistic processes fit in organic systems and dealing with the resultant paradoxes, helps a leader engage with the reality of organisational life.

Putting boundedness around projects so that they do not become anarchic and lighting “bushfire” experiments can create quantum shifts in culture and performance.

Day 2: Self Leadership

Sometimes leaders become embroiled in politics and behave destructively to avoid unpalatable emotional experiences. This is called ‘running a racket’. Taking responsibility by having real conversations results in sustainable collaborative relationships and a healthier organisational culture.

By learning how to present a more authentic version of themselves and building more open platforms for agreements, leaders can relax into a more potent style of engagement.

Day 3: Relational Leadership

On day 3, we help delegates practice the conversations designed to build and support productive relationships at work. There are four essential conversations that a leader needs to be able to have: conversations about Relationship, Possibility, Action and Closure.

Learning how to frame these accurately and execute them powerfully has a huge impact on those people influenced by the leader. The avoidance of any of these conversations generally leads to derailment and organisational dysfunction.

Delegates will learn how to:

  • Engage with the chaos of their organisations, positively.
  • Create security and direction for their teams during turmoil.
  • Generate actions amidst uncertainty.
  • Distinguish between illusory and actual reality and create change in the real world.
  • Close of the past and invent a new future.
  • Build trust with difficult individuals and remove rackets from their relationships.
  • Access their passion and create more resonant purpose for their leadership.
  • Generate a compelling vision for their organisations.
  • Develop a network of key archetypes to support their leadership.

A wonderful and challenging three days that enable some deep reflection on my leadership contribution. Not for the feint hearted!

James Millington, Head of Special Nuclear Materials