The four interventions
Each one fits a different situation. Find the question that sounds like yours, then see how that work runs.
CEiL
Communication Essentials in Leadership
- The situation
- Where does our leadership communication become least effective when the stakes rise?
- Kind of work
- Communication: getting good thinking across to each person in the room.
- Who takes part
- 4 or 6 team leaders
- Rhythm
- 2 days for 4 people, 3 days for 6
- Where
- In person
- How it starts
- A little theory, then practice. First you learn to control your own attention and to be interested in the audience.
- How the work runs
- Exercises that grow harder step by step: see what you say, build a one-minute message, widen its emotional range, and meet objections without flattening anyone. Every participant gets individual attention and also gives feedback as an observer.
- What changes
- Leaders who reach each person rather than the crowd, and who hold their position under pressure.
Thinkware Horizon
Choosing a New Direction
- The situation
- What signal made you look up and question where the company is heading?
- Kind of work
- Strategic: choosing where the company goes when what used to work has stopped working.
- Who takes part
- CEO and core management team
- Rhythm
- 4–6 weeks
- Where
- Hybrid: in-person sessions and remote work
- How it starts
- A conversation with the CEO about what has worked, what no longer does, and which signal made you look up.
- How the work runs
- Facilitated sessions where everyone hears how the others think. Thomas places the leading ideas into a thinking tool such as SWOT or Six Thinking Hats, or opens the field when nobody yet sees a direction.
- What changes
- A new direction your team designed itself, built with thinking tools it owns.
Thinkware Tuning
Continuous Organizational Adaptation
- The situation
- What keeps happening in your organization even though everyone agrees it shouldn’t?
- Kind of work
- Tactical: you know what has to happen, and it still does not happen.
- Who takes part
- The management team with the CEO (4–12)
- Rhythm
- Monthly, about 4 hours a week
- Where
- Your venue or off-site
- How it starts
- Individual and group conversations, which can run online, on how the team observes, shares what it sees and reads the problem.
- How the work runs
- Thomas brings a shared thinkware and takes the team to its weak points. About half of each session is planned; the other half responds to what happens in the room.
- What changes
- A team that pulls together like a motor instead of being dragged along like a bag of screws.
CEO Sparring
Confidential 1:1 Thinking Partner
- The situation
- What are you currently thinking about that you cannot really think through with anyone inside the company?
- Kind of work
- Personal: your own thinking, with someone outside the company.
- Who takes part
- 1:1, the CEO only
- Rhythm
- Monthly retainer, about 10 hours
- Where
- In person, phone or video
- How it starts
- A personality portrait and a one- to two-hour diagnostic interview built on OODA: how you observe, orient, decide and act.
- How the work runs
- About 30% plan and 70% response to how you are thinking that day. Thomas brings no favourite solution; he asks the questions that lead to your own answers.
- What changes
- You straighten out your thinking before you decide, at agreed times and at short notice.
Thinkware Kickoffs
Six four-hour workshops that each bring one thinking tool to the managers around and below the management team. They can come before an intervention as an introduction, support one while it runs, or follow it.
Explore the 6 KickoffsDescribe your situation
Start a confidential conversation with Thomas Bothe. Choose the intervention closest to your situation; if another fits better, he will tell you. Enquiries are confidential and carry no financial obligation.