Extended Impact

Core Value Proposition

Extended Impact is a six-session team development journey designed to help teams strengthen communication, build trust, understand behavioural differences and create a shared direction for how they work together.

Even highly capable teams can experience misunderstandings, unspoken frustrations, unclear expectations, ineffective decision-making and differences in working styles. These challenges can affect collaboration, engagement, accountability and the team's ability to achieve shared goals.

Extended Impact addresses these challenges by combining structured frameworks, interactive exercises, behavioural awareness and team coaching. Rather than prescribing solutions, the programme gives the team the space and tools to understand its own dynamics, address what gets in the way and collaboratively define how it wants to work together.

The unique value proposition is that the team creates its own solutions. The frameworks provide structure, while team coaching helps participants translate insights into practical changes, a Team Charter, a shared Vision and a clear Mission. The focus is not simply on understanding teamwork, but on developing ways of working that the team can apply in its everyday environment.

Ideal Participants

Extended Impact is designed for established teams that want to improve how they communicate, collaborate and achieve shared objectives.

Ideal participants include:
*Management teams: Managers who need to strengthen alignment, trust, decision-making and accountability.
*Department teams: HR, Finance, Operations, Sales, Marketing, Customer Service and other functional teams that depend on effective collaboration.
*Cross-functional teams: People from different departments or professional backgrounds who need to improve coordination and develop a shared direction.
*Growing teams: Teams experiencing organisational growth, new responsibilities, changing structures or evolving working relationships.
*Teams experiencing friction: Groups facing recurring misunderstandings, communication challenges, unclear expectations or unspoken tensions.
*Established teams seeking development: Teams that function reasonably well but want to strengthen their relationships, engagement, effectiveness and shared purpose.

Seniority and experience: The programme can accommodate different levels of seniority and experience. It is suitable for teams with a mixture of backgrounds, personalities, professional expertise and working styles.

Industries: The programme is adaptable across industries and organisational settings, as the core focus is on human behaviour, communication, collaboration and shared objectives.

Ideal context: Participants should be willing to engage, reflect on their own contribution to team dynamics, listen to different perspectives and take an active role in shaping how the team works together. The programme is most useful when there is a genuine willingness to participate and explore areas for improvement.

Participant Outcomes

By the end of the programme, participants will have had the opportunity to develop the following capabilities and outcomes:

*Improved communication: Recognise how assumptions, interpretations and different communication styles influence interactions, and practise communicating more clearly and constructively.
*Greater self-awareness: Understand personal motivations, strengths, behavioural tendencies and potential blind spots, including how these influence responses under pressure.
*Better understanding of colleagues: Recognise and appreciate differences in personality, perspectives, needs and working styles, supporting more effective collaboration.
*Stronger trust and openness: Develop a greater ability to raise concerns, share perspectives, address disagreements and have conversations that might otherwise remain unspoken.
*Clearer expectations and accountability: Agree on how the team communicates, collaborates, makes decisions, handles disagreements and takes responsibility for shared commitments.
*Improved collaboration and decision-making: Explore practical ways to involve different perspectives, navigate differences and work towards decisions that support the team's collective objectives.
*Shared direction and purpose: Co-create a Vision and Mission that clarify what the team wants to achieve, why its work matters and how it contributes to the wider organisation.
*Practical commitments for continued development: Leave with a Team Charter, a shared Vision and Mission, and agreed actions that support the application of learning beyond the programme.

These are intended development outcomes rather than guaranteed results. The extent of change will depend on the team's context, participation and willingness to apply the learning between sessions.

Organizational / Employer Benefits

*Stronger communication and understanding
Develop a shared understanding of how team members communicate, interpret situations and respond to challenges, reducing misunderstandings and unnecessary friction.
*Greater self-awareness and mutual understanding
Recognise individual motivations, strengths, blind spots and behavioural patterns, helping team members understand themselves and each other more effectively.
*Increased trust and openness
Create space for honest conversations, constructive disagreement and different perspectives, allowing the team to address challenges rather than leave them unspoken.
*Clearer expectations and accountability
Establish shared agreements around communication, collaboration, decision-making, responsibilities and accountability, reducing uncertainty about how the team works together.
*A shared vision and sense of direction
Align the team around a common understanding of what it wants to achieve, why it matters and what success looks like.
*A clear mission connected to everyday work
Translate the team’s vision into a practical understanding of its purpose, contribution and priorities, connecting daily activities to the bigger picture.
*Improved collaboration and decision-making
Strengthen the team’s ability to navigate differences, contribute ideas, make decisions and work towards shared outcomes.
*Practical tools for sustainable change
Leave with a collaboratively developed Team Charter, shared Vision and Mission, and concrete commitments that help turn insights into everyday behaviours.
*Greater ownership of team culture
Enable team members to actively shape how they work together, creating shared responsibility for the team’s environment, relationships and results.
*A clearer picture of progress and development areas
Use the initial and final questionnaires, alongside team reflections, to explore perceived changes, recognise progress and identify areas that may need further attention.

Session Frequency Explanation

It is good to have time between each session, therefore it is suggested that each session can be held with 2 weeks to a month apart. It is still possible with less and more.

Typical Session Structure & Flow

The six sessions follow a deliberate progression, with each building on the learning and reflections from the previous one.

Session 1: The Four Agreements — Communication and personal responsibility
The team explores assumptions, communication, responsibility and how individual behaviour affects relationships. Participants work in smaller groups, discuss one of the Four Agreements and take part in role-play exercises based on realistic workplace challenges. The initial questionnaire establishes the team's starting point.

Session 2: The Enneagram — Self-awareness and understanding differences
Participants explore the motivations, strengths, blind spots and behavioural tendencies associated with the Enneagram types they relate to. An online assessment is completed before the session, supported by a short in-session test. The team connects individual differences to communication, collaboration and responses under pressure.

Session 3: The Five Dysfunctions of a Team — Team dynamics and collective effectiveness
The team explores trust, constructive conflict, commitment, accountability and collective results. Participants reflect on which dynamics may help or hinder their effectiveness and identify practical areas for development.

Session 4: Team Charter — Defining how the team works together
Building on the earlier sessions, participants collaboratively develop a Team Charter. This defines agreed expectations for communication, collaboration, decision-making, disagreement, accountability and shared responsibilities.

Session 5: Vision — Creating a shared direction
The team explores what it wants to achieve, what success looks like and the contribution it wants to make. Participants work together to develop a shared Vision that reflects the team's aspirations and priorities.

Session 6: Mission — Connecting purpose to everyday action
The team translates its Vision into a practical Mission, clarifying its purpose, contribution and how it intends to work towards its objectives. The team agrees on concrete commitments and completes the final questionnaire to reflect on perceived development throughout the programme.

Delivery Format Explanation

In-Person at a location of the clients choosing.
Online, each participant on each personal screen, in a place they can sit quietly and undisturbed.

What’s Included

The programme price includes the facilitation, preparation, tools and development activities required to deliver the six-session journey.

Programme delivery
*Six facilitated team development sessions, each lasting up to four hours, including a break.
*An active, engaged coach who facilitates discussions, challenges assumptions, encourages participation and supports the team in developing its own solutions.
*Tailored preparation and session planning based on the team's context and development needs.
*Team coaching integrated throughout all six sessions.
*Interactive exercises, small-group discussions, role-play activities and individual reflection.
*Energy-setting activities, short movement breaks or stretching where appropriate to help participants reset their attention and maintain engagement.

Assessments and frameworks
*Initial team questionnaire to explore the starting point.
*Final team questionnaire to compare participants' perceptions at the end of the programme.
*Online Enneagram assessment for participants before Session 2.
*Short in-session Enneagram test or exercise.
*Guided introduction and application of The Four Agreements.
*Guided exploration of The Five Dysfunctions of a Team.
*Facilitated development of the team's own Team Charter, Vision and Mission.

Programme materials and deliverables
*Session exercises, prompts and reflection activities.
*Facilitated team discussions and structured feedback opportunities.
*Team-created Team Charter documenting agreed ways of working.
*Shared Vision capturing the team's desired direction.
*Shared Mission connecting the team's purpose to its contribution and everyday work.
*Practical commitments and actions identified by the team.
*Final reflection on learning, perceived progress and areas for continued development.

Ongoing learning and continuity
*A review of the previous session at the beginning of Sessions 2–6.
*Opportunities to discuss what participants have applied, noticed or found challenging between sessions.
*Adjustments to session facilitation based on emerging needs and group dynamics.
*A closing reflection and agreed next steps to support continued development beyond the final session.
* A booklet of the frameworks.

The programme price covers the six-session journey and the items explicitly agreed in the proposal. Venue hire, travel, catering, additional assessments, supplementary sessions or follow-up support outside the agreed programme will be specified separately if applicable.

Required from Client

To create a productive environment for the programme, the client is asked to provide the following:

Suitable meeting space: A room large enough for the full team to work comfortably, move around and divide into smaller groups.
Whiteboard or flipchart: For capturing ideas, reflections, team agreements and key discussion points.
Projector or screen: To present frameworks, exercises, instructions and relevant materials.
Flexible seating arrangement: Chairs and tables that can be rearranged for group discussions, individual reflection and interactive activities.
Suitable lighting and ventilation: Preferably a comfortable room with natural light where available.
Break arrangements: Access to drinking water and suitable facilities for breaks during the session.
Participant preparation: Completion of any requested pre-session assessment, including the online Enneagram assessment before Session 2.
Active participation: Participants should be willing to engage in discussions, exercises, reflection and constructive conversations.
Time and commitment: Participants should be available for the full session and encouraged to protect the time from unnecessary interruptions.
Organisational support: Where possible, the sponsoring manager or relevant stakeholder should support the team's participation and encourage application of the learning between sessions.

The client is not expected to have the solutions in advance. The programme is designed to help the team explore challenges and develop its own agreements and direction.

Measurable Outcomes

The programme combines participant feedback, team reflection and observable behaviours to explore development over time. The aim is to understand what has changed, what participants have learned and where further development may be useful.

A. Pre- and post-programme questionnaire
A team questionnaire is completed at the beginning and end of the programme. The same core questions can be used at both points to explore perceived changes in areas such as:

*Communication clarity and openness.
*Trust and willingness to speak up.
*Understanding of colleagues and different working styles.
*Clarity around roles, expectations and responsibilities.
*Collaboration and decision-making.
*Shared purpose and direction.
*Confidence in addressing disagreements and difficult conversations.
*Perceived effectiveness of the team as a whole.

The results can be compared to identify changes in participants' perceptions across the programme. Results should be interpreted as indicators of perceived development, rather than proof that the programme alone caused the change.

B. Session-by-session qualitative feedback
Short reflections at the end of each session can explore:
*What participants have learned about themselves or the team.
*What surprised or challenged them.
*What they intend to do differently.
*What they would like the team to explore further.
*What they have noticed changing since the previous session.

This feedback helps adapt subsequent sessions to the team's needs and maintain continuity throughout the journey.

C. Behavioural observations

During exercises, discussions and team coaching, the coach can observe and reflect on patterns such as:
*How actively participants contribute.
*Whether different viewpoints are heard and explored.
*How the team responds to disagreement.
*Whether assumptions are questioned or accepted without discussion.
*How decisions are reached.
*Whether responsibility is shared or concentrated among a few individuals.
*How participants respond to feedback and challenging conversations.

These observations provide qualitative insight into team dynamics. They should be treated as contextual observations, not as a formal performance assessment of individuals.

D. Application between sessions

At the beginning of Sessions 2–6, the team reflects on the period since the previous session. This creates opportunities to explore:
*Which insights participants have applied.
*What worked well and what proved difficult.
*Whether communication or collaboration has changed in specific situations.
*Which commitments have been followed through.
*What barriers remain and what adjustments may be helpful.

E. Organisational indicators, where available

If the client already collects relevant data, existing indicators may provide additional context, for example:
*Employee engagement or team pulse survey results.
*Absenteeism trends.
*Employee retention or turnover intention.
*Internal feedback on collaboration between teams.
*Meeting effectiveness and decision-making.
*Participation in team discussions and improvement initiatives.

These indicators are influenced by many factors and should not automatically be attributed to the programme.

Case Studies / Testimonials

5 parts of the programme:
"The team has come out the other side as better individuals, a stronger community and a more well-functioning team" Rikke Borgmann - Founder - mea Beauty Lounge
I can warmly recommend Mads and the coaching programme we completed as a team.
We worked with the EXTENDED IMPACT programme, and it has been extremely valuable - especially as our team consists of many different nationalities. In a daily work environment where collaboration, communication and cultural differences play a significant role, the programme has given us a shared understanding and a stronger foundation to work from.
The process was educational, practical and engaging. The team gained several highly useful tools that we actively apply in our daily work - particularly within collaboration, responsibility, alignment of expectations and shared direction. At the same time, there was room for humour and reflection, which made the journey both safe and motivating.
The results are clear:
The team has come out the other side as better individuals, a stronger community and a more well-functioning team - making a meaningful difference to job satisfaction, performance and workplace culture.
I can therefore give Mads my very best recommendations, both professionally and personally.
_____
2 parts of the programme:
"Now there are more openness, understanding, and ownership within the team." Lucian Jon - Operations Director, Denmark
We had Mads coaching my team using the Enneagram and the 4 Agreements, and it has been a truly valuable experience.
Before the process, we were functioning well professionally, but there was untapped potential in how we communicated and understood each other. During the sessions, Mads created a high level of trust and engagement. He combines insight with a very practical, down-to-earth approach, making the sessions both energizing and highly relevant to our everyday work.
The Enneagram gave us a shared language, while the 4 Agreements helped create clarity, responsibility, and more honest dialogue.
Mads challenged us in a supportive way and held a strong focus throughout the process.
After the coaching, there is more openness, understanding, and ownership within the team.
I can highly recommend Mads to leaders and teams who want real development and lasting impact.