Your transformation doesn't stall on capability. It stalls on what sits underneath.

Yes. Most conversations start with one person who sees the problem and is still working out how to take it upstairs. We look at what is going on with you first. If it fits, we work out together how to bring in the person who decides — and you leave with something you can pass on.

Because seven weeks lay the ground and habit takes longer — a median of 66 days, with a wide spread. On top of that comes the transfer: your own regulation first, then leading the team, then what reaches the people below. Each of those steps needs someone who asks about it four weeks later.

One shared 60-minute session at a fixed time. Plus a video module to work through yourself, around an hour, whenever suits. And around 15 minutes a day in the app, spread across the day, tucked into journeys, breaks and the gaps between things.

Two things. The video module for that week, which each leader works through on their own, and the daily practice in the app. The shared session then works with whatever came up — it isn't a lecture, it is where you apply what you've learned to your own team.

The app licence runs twelve months, so six months beyond the programme. The map, the ground rules and the shared language stay with you. If you want to keep working after that, we talk about it when the time comes.

You tell us what is going on with you: what is coming up, where it catches, what you have already tried. We ask questions, and at the end we tell you whether this is the right tool for it. If it is, we work out who else needs to be in on the next step. A proposal only comes when you ask for one.

After the discovery call we need around three weeks to the first session — for the assessments, the analysis and getting dates agreed.

That is the most common sentence, and we take it seriously. Two answers. First: it is 60 minutes across seven weeks, then 90 minutes every four weeks. Second: if a leader genuinely doesn't have that time, that is exactly the problem we are here for.

Yes. Whoever leads the unit belongs in the training — without them, the shared language we are talking about never builds. Part of a team on its own trains a skill; the whole team develops a norm.

Which unit that is, you decide. It can be a company, a division or a business area. What settles it is where priorities and the way people work together are actually decided — whoever leads that is who we mean.

None of that applies to the first conversation. One person is enough there.

Then talk to us about it before you start. Sometimes the reluctance is a signal that belongs in the programme. Sometimes it means the timing isn't right yet. We work both out beforehand.

Dates are fixed before the start, and every session has material to catch up with. If a date falls through on our side, we make it up.

There is an open cohort for that on Marco Pasini's personal site. This is deliberately about the leadership team, because the shared language is the point. It doesn't happen when one person trains alone.

Yes. We then run several cohorts with staggered starts. The shared language still builds, because the content is the same.

Six at most. That keeps the attention each cohort needs.

We give you the documents for it and will join the conversation if you want us there. The survey runs through us; no data is created in your HR systems. You get the analysis anonymised at team level. Individual results go to that person and nobody else. Participation is voluntary, and nothing is recorded.

Your team gets the analysis anonymised — the map shows which patterns are at work in the team and how they are likely to meet each other, without attaching them to individuals. Who a pattern belongs to is visible only to that person, and they decide whether to share it. In our experience most people do so quickly and of their own accord.

Rarely at first. That is why the work happens in rotating small groups, why there are no recordings, and why it starts with your own patterns. In our experience it turns in week three or four — at the point where the first person laughs at themselves.

No. It is not a certified prevention course and does not fall under § 3 no. 34 EStG. It is leadership development and therefore an ordinary business expense. We don't give tax advice — if you are unsure, a formal ruling request (Anrufungsauskunft) with your local tax office is the clean route.

From €3,000 net per participant for the six months, licence and app included. What it comes to for your team depends on group size and is in the proposal after the discovery call.

It was probably a day or two long. In our experience that isn't long enough for anything to stick. This is about a specific capability forming in the team and being anchored over six months.

Good, the two complement each other. An EAP is there when someone approaches it themselves. This programme works with the whole leadership team, before anyone has to ask for something individually. You can run both alongside each other.

The team layer of Positive Intelligence, built on the Fundamentals. Four modules: Triple Purpose, Earned Trust, Healthy Conflict and Mutual Accountability. We bring them in once everyone's own regulation is in place.

Briefly: two systems run at different speeds. The older one, which detects threat, is there within milliseconds and changes the body before anyone has thought anything. The younger one, which weighs things up and counts the consequences, takes longer and works worse once the body is on alert. So the exercises start with the body: they shift the state, and only then does the deliberating part become available again. With repetition the way there gets shorter. That is the mechanism, and it does not depend on what the disagreement happens to be about.