Our drive

Your team as the place of growth

We believe that an organisation can only thrive and develop where people feel inspired and safe to engage and develop. 'Your team as the place for growth'.

For this, we create inspiring outdoor programs. In the vastness of nature, people and their content and challenges meet differently.
First, connect in essence, experience each other, and build a basis for growth. Then the content.

Contribute to your Ambition

Our understanding

'One foot in business, the other in nature.'

With a background in organisational development and marketing/strategy, I'd like to be your partner when we can agree that nature is a tremendous asset for meeting each other on a deeper level.

But the first step is to focus on your situation and your ambition.

Based on that, we co-create an outdoor development program which entails:

• Connecting outdoor experience with your work ambition (i.e., building synergy, program implementation, a strategic re-orientation, project start-up, etc.) We land in concrete plans and commitments.

• No macho survival. On the contrary, every activity we include personal choice and responsibility for engagement and care for each other. Motto: 'Define your team goal, choose your personal stretch in it. Support and ask for support.'

• Enjoying the pearls of Swedish nature: forests, lakes. sea, fjäll, hiking, kayaking, navigating, rafting, climbing..

• A mix of action and dialogic reflection. Take time in the silence of the wild to connect new insights with your work context.

• Engagement. Invest in skills of openness and dialogue. Grow together and take steps together. As a team and as an organisation.

Our approach

First Who, Then What

First Who:
We take time to connect. Time to land and invest in trust and openness. In the natural down-to-earthness that nature brings. We have fun, we experience, and support each other in action. We reflect on it and take time to get to know each other on a deeper level.
We share insights about ourselves and about our interactions. Thus, we get acquainted withdialogue and with taking lessons together constructively.
Next to that, we give time to slow down and reflect alone.
In the team, trust grows. Life stories pop up around the campfire. We create a foundation and acquire a dialogic skillset to take on challenges together.

Then What:
After this, we bring in the challenges we face as an organisation or as a team. Alternated with energisers in nature. Dialogically
With inspiring workforms, we dive into the matter while applying the learned dialogic listening, idea formation and dialogic decision-making skills. Coming to concrete plans and personal engagement.

The overall results we go for: A team with trust, energy, and engagement on self-created plans.

Follow-up, Integration

How to bring this home?

How to proceed after such an 'all-time high'?
Integrating 'new behavior' requires repetition and support.

We can plan a follow-up process. Along the axis of the work.
Integrate inspiring meetings which help to embed the new insights, new communication skills, and the eventually redefined team/company values into the day-to-day work.
This can vary from continuing with the current team to an orchestrated, inspiring/experiential oil-stain engagement process with the rest of the organisation.

This embedment of new insights and 'new behavior' can include:
- (Team)coaching
- Training in dialogue facilitation, structure a train-the-trainer process
- Co-design culture/new behaviour-enforcing work processes.
- Embedding skillful conversations, dialogic decision-making.
- Follow-up sessions in nature.

1. Prepare for next phase

Developing driving principles & empowering upcoming generation

Bernhard led our organisation through a year-long organizational and cultural development process aimed at preparing the company for the shareholding directors' gradual withdrawal in the daily operations of the company. They sought to empower the next generation, address rising employee turnover, and align the organizational culture. The process started with an employee satisfaction survey, followed by team development sessions with the board and leadership workshops with the upcoming generation. Insights were shared during the annual three-day outdoor session.

Bernhard’s skills as a listener, his ability to ask critical questions, and his nature-centered approach created strong engagement for the changes. We redefined corporate principles, introduced peer mentoring, and adopted dialogue as the foundation of our decision-making, preparing us for the future.

Director of Operations
(name and organisation upon request)

References

The step from midsize to enterprise

Our company had grown significantly through acquisitions, making integrating the acquired companies a key focus for our management team (MT) and the managers of the purchased companies. We realized that transitioning 'from midsize to enterprise' demands more structured processes and a cultural review. A strong team builds a strong organization; thus, we decided to hold a three-day facilitated retreat for the MT and Extended MT in the Tuscan mountains to strengthen our team and align on future priorities. Bernhard was one of the facilitators.

Through a balanced mix of activities, including hikes, canyoning, sharing life stories, campfire dialogues, and individual reflection moments in nature, we grew closer as a group of 21. Trust and openness increased, allowing us, during a well-facilitated closing session, to address difficult topics constructively and conclude with a clear, engaged plan for future actions.

Bernhard played a crucial role during this sensitive process. His sincere, non-judgmental interest in people and their dynamics, combined with his understanding of our business, made him a trusted partner and enabled him to address sensitive issues with respect. He facilitated the dialogues in a way that created a safe, open environment, establishing a cultural foundation for the team to build upon.

CFO
(name and organisation upon request)

2. Make synergy work