Our Programme

Our unique and holistic programme for teams and leaders is built around five core themes:


How nutrition, movement and sleep affect our daily rhythm and performance.


The importance of social connection, gratitude and making work fun.


Responding well to difficult news, managing stress and team emotions.


Increasing self-awareness and our capacity to adapt to and create change.


Developing behaviours to support psychological safety, promote healthy conflict and embrace difference in teams and wider organisational culture.

Delivered online through our innovative proprietary online learning platform and a series of virtual facilitated workshops, the programme provides a medium-term intervention over six months that allows individuals and teams to grow and develop in stages while recognising and building the habits and social support and behaviours that have been proven to deliver healthy high performance.

Benefits for individuals, teams and businesses include:
Team culture shifts towards greater health.
Increased engagement, innovation, and productivity.
Increased engagement, innovation, and productivity.
Reduced staff turnover, absenteeism, and grievances.
Sustainable high performance and psychological safety at work.
More dialogue and open conversations, learning how to turn this into success

Following an initial assessment, introductory kick-off calls and feedback sessions, teams are taken through a six-stage series of facilitated workshops via the Pukka People learning platform. Workshops last 2-3 hours (via Teams or Zoom) and each participant is given access to self-paced learning modules and resources. Participants can chat with each other via the platform and confidentially direct message course facilitators – creating trust and open dialogue.

The programme’s success is measured and evaluated from start to finish via a combination of self-reported surveys, questionnaires, and a real focus on the performance metrics that matter to you such as levels of staff absenteeism and turnover; the number of serious incidents, complaints or grievances; team productivity and business profitability.

Every client has the option to tailor aspects of the programme to their specific organisational requirements and business ‘hot spots’. 

Development Content

All materials are hosted online and vary in format – videos, articles, book chapters, exercises, etc – in a dedicated, secure, GDPR-compliant portal that populates over time to give a rich resource for each member of the team in line with the modules they have completed. Each module is comprised of four elements:

  1. Required content for review
  2. Facilitated group discussion to embed the content and build shared understanding
  3. Individual reflective exercises and feedback
  4. Post-module assessment

The first part of this will be delivered online, through the portal. The second is via a facilitated session of 2-3 hours in length including a break. The fourth will be sent to everyone after the completion of each module via an online survey. With content released to the whole team a week to ten days in advance of their facilitated session, individuals can self-pace their learning and only come together for periods where group interaction is required.

This approach gives a regular monthly cycle that participants will move through, with six development sessions followed by a follow-up session with the Team Lead to help sustain the work past the end of the programme.

Content in every part of the programme is in a mix of formats – video, text, exercise-based – and takes a practical rather than theoretical approach that aims to give individuals development they can immediately apply. This aids uptake, increases relevance, and ensures a more positive experience than the simple delivery of a classroom-style approach.

Content is provided to stimulate thought and provide new ways of looking at what it means to maintain individual and team-level wellbeing and performance. The facilitated sessions then support teams in building individual commitments to change – growing as they go.

To help with this, many of the exercises completed during the programme are designed to provide a mechanism for the learning cohort to hold each other accountable for maintaining the changes they agree upon during the learning. This sustains the development past the end of the programme, whilst also increasing levels of shared accountability, psychological safety and social support.

Here we look in detail and how each of us can increase our ability to maintain a healthy quality of life that allows us to get the most out of our daily activities without undue fatigue or physical stress.
Core to our approach here is the importance of nutrition, movement, and sleep – combined with reflection across the whole team on circadian rhythms and what that means for times of day when each member is best able to contribute to different types of work.
The content here is practical and applicable to a wide range of individual circumstances. The encouragement here is for each member of the team to commit to a small shift and to then be held accountable for maintaining that.
For us, spiritual health and wellbeing refer not to any spiritual practice or ideology but to our shared need for meaning, purpose and connection to something greater than ourselves.
In practical terms, we look at the importance of social connection, gratitude and making work fun through focusing on social connection and friendship, giving, and receiving gratitude and learning what gives each member joy – and how the team could collectively allow that to happen more often.
Through support teams to discover this about one another, we increase empathy, and the availability of social support and lay the groundwork for a stronger feeling of belonging to the team (and through that to their wider organisational system).
Here we shift focus to look at how well participants can accept and manage their emotions and cope with challenges throughout life. We look at various aspects of this covering responding well to difficult news, managing stress and team emotions.
Content in this section is linked to emotional intelligence and emotional expression within the team. We reflect on how this may work day-to-day and how that changes when stress or threat reactions kick in. we also pay particular attention to how team members can support one another in having more productive responses to difficult news.
While all elements of this programme collectively add to team-level resilience – this part, in particular, plays a key role. Here we slow down and encourage deeper sharing between team members and discuss and reflect on how best to work with and support one another at times when that is needed most.
Sometimes the story we tell ourselves about what is happening is more real to us as individuals and as teams than the reality of our situation. Reflecting on this and what drives it can help to increase self-awareness and our capacity to adapt to and create change.
In this section of the programme, we focus on the importance of self-talk and team-talk – exploring the habitual narratives the team hold about one another and the team. We examine what happens when our narratives or thinking become distorted and explore options for reframing should that be of use.
Content here is factual and non-judgemental, allowing for a research-based view of the dynamics that can underpin the cultural flow of self-regard within teams.
Here, we focus on developing behaviours to support psychological safety, promote healthy conflict and embrace difference in teams and wider organisational culture.
We do this by exploring the concept and application of psychological safety within the team, then moving on to look at how the team interact with its wider system through the lens of purpose and belonging.
We look at individual acceptance, communication and understanding and identify how the work of everyone supports the purpose of the team and that of their wider organisational setting.