Argyll culture & strategy leadership off-site faciliation
What they needed: A pivotal reset for the senior leadership team: to define the culture Argyll needs for the future and to translate ambitious strategy into clear, actionable plans.
What we delivered: A two-day offsite to redefine culture: purpose, values, behaviours, and leadership role-modelling; and strategy - translating priorities into OKRs using an outside-in and future-back perspective.
Result: Leadership alignment on culture and strategy with OKRs clear action plan to implement and a narrative to communicate to employees, investors and other stakeholders.
Client: Argyll
Project: Culture & Strategy Leadership Off-site | September 2025
What they needed: A reset for the senior leadership team following re-investment: to define the culture Argyll needs for the future and to translate ambitious strategy into clear, actionable plans.
What we delivered: A two-day offsite to redefine culture: purpose, values, behaviours, and leadership role-modelling; and strategy - translating priorities into OKRs using an outside-in and future-back perspective.
Result: Leadership alignment on culture and strategy with OKRs clear action plan to implement and a narrative to communicate to employees, investors and other stakeholders.
Argyll - Leadership Off-site, City of London
The Context
Argyll provides some of London’s most prestigious office spaces, curating premium work environments for small, high-powered teams. Following re-investment, changes to the leadership team and with ambitious growth plans, the business reached a pivotal moment.
Purpose and values had recently been refreshed but weren’t well understood or embedded. Leaders need to intentionally design the culture and how to communicate that shift. Strategic Priorities had been set, but leaders needed to align behind the 5-year ambition and develop Objectives and Key Results (OKRs) alongside and an action plan.
Objectives
Reconnect as a senior team and strengthen trust, collaboration, and accountability.
Align on Argyll’s purpose, vision, and values and create a behavioural framework to lift values off the page and into everyday actions.
Explore and agree how leaders role-model the values and behaviours, including communications, decision-making, feedback and psychological safety.
Translate the Five-Year Plan into clear priorities, actions, and measures of success.
Plan how to communicate and embed both across the business.
Discovery & Design:
We began by gaining a deep understanding of the business, where it is now, its ambitions and challenges. We conducted one-to-one interviews with leaders, analysis of employee engagement feedback, and alignment meetings with the COO and People Director.
Key design principles:
Systemic Team Coaching: using outside-in, future-back perspectives to frame strategy.
Action-focused: every discussion needed to result in tangible outputs, not just talk.
Interactive and engaging: a blend of reflection, discussion, and group exercises to keep energy high.
Slides and facilitation tools were designed to provide variety and focus
Argyll - Leadership Team Away Day
Delivery:
10 leaders gathered in the City of London for 2 days.
Day 1 focused on creating the culture Argyll needs for the future.
Purpose & Values: Leaders reconnected to Argyll’s purpose and revisited its four core values. They affirmed the values were right but needed to be lived more consistently.
Behaviours: Through group exercises, the team defined observable behaviours - the actions that bring values to life. This became the foundation of a behavioural framework to embed in recruitment, performance management, and recognition.
Rituals & routines: The group co-designed cultural rituals, routines and ceremonies, the small, consistent ways they work together, communicate, and celebrate.
Leadership role-modelling - reflecting and defining how they show up as leaders to create the culture they want to see.
Cultural narrative: The day closed with the team drafting a unifying story to communicate the cultural shift across the organisation.
Day 2 shifted to strategy, applying systemic team coaching techniques.
Stakeholders & horizon scan: Using outside-in and future-back perspectives, the team mapped stakeholder needs (clients, investors, employees, communities) and horizon risks (AI, ESG, working patterns, economic change).
Strategic pillars: They identified four pillars that would guide decisions and actions for the next five years.
OKRs: For each pillar, the team created Objectives and Key Results, with clear accountability and milestones.
Roadmap: Actions were staged into a plan, ensuring both short-term wins and long-term transformation.
Strategic narrative: Crafting a compelling story to translate the strategy from bullet points to something that would connect with the hearts and minds of employees, investors and other stakeholders.
Outcomes & Achievements
A shared strategic narrative — a story of cultural and strategic ambition.
A behavioural framework linking values to specific, observable actions.
Cultural rituals and routines for meetings, recognition, and communication.
A set of OKRs across four pillars (People, Place, Processes, Product), with leads, collaborators, milestones, and timeframes.
A staged roadmap and action plan
Renewed alignment and engagement across the leadership team.
Planning a leadership event or off-site
If you’d like to hold a leadership event that doesn’t just spark ideas but turns them into actions, commitments, and results, get in touch >
Ehlers-Danlos Society culture, values & behaviours workshop
What they needed: To align the leadership team from across UK and USA around organisational values and translate them into clear, consistent behaviours.
What we delivered: A half-day, in-person workshop combining reflection, discussion, and behaviour-mapping.
Result: Leaders reviewed and updated value statements and co-created a practical framework of behaviours, and a plan for embedding and communicating. In addition, they strengthened trust and made commitments to lead the culture from the top.
Client: The Ehlers-Danlos Society
Project: Senior Leadership Culture Workshop | August 2025
What they needed: Align senior leaders around organisational values, strengthen trust, and deepen understanding of culture as a leadership responsibility.
What we delivered: A half-day, in-person workshop combining practical insight, models, and interactive reflection on culture, trust, and collaboration.
Result: Leaders clarified values and aligned behind their meaning, co-created a practical framework of behaviours, built a plan to embed and communicate them, and committed to lead culture from the top.
“It was a great culture workshop and it’s given us a strong place to start and some meaningful actions to put in place. We really enjoyed the interactive elements, and it was valuable to hear such diverse perspectives around the room. ”
The Context
The Ehlers-Danlos Society (EDS) is a global charity dedicated to advancing research, care, and education for those living with Ehlers-Danlos syndromes and hypermobility spectrum disorders. The leadership team is dispersed across the UK and the US, all working remotely, including long-serving executives and newly appointed directors.
As the organisation grows, there is a clear need to ensure its values aren’t just words, but how values are brought to life, so the organisation could work more cohesively across regions. Leaders needed to understand their role in shaping culture and building trust.
Employee survey data and feedback highlighted gaps in alignment, differences in how leadership was experienced across levels, and a need for greater psychological safety. The timing was right for a reset: to move from principles to behaviours, and from intention to consistency.
Discovery & Design:
We began with scoping conversations with the COO and People Operations Manager to clarify objectives, review internal values, and reflect on insights from staff surveys and culture analysis. We agreed on three objectives:
To improve leaders’ understanding of workplace culture and their role in shaping it.
To strengthen psychological safety and trust within the senior team.
To enhance alignment with values and cross-functional collaboration
The design focused on creating a psychologically safe, practical, and thought-provoking space. Activities were chosen to balance reflection and co-creation: values-to-behaviours mapping, group dialogue, and designing cultural rituals.
Delivery:
12 leaders from the US and the UK had gathered for a 3-day offsite
The workshop blended short bursts of theory with individual reflection, small group discussion and whole rooom sharing. Leaders explored how culture is shaped by daily behaviours, what builds or breaks trust, and how values show up in practice. They shared examples from their own leadership, mapped where collaboration was working, and where silos held them back, and co-created habits and commitments to strengthen alignment.
We used the Say, Do, Don’t Do Ladder framework and the Stop, Start, Improve model to identify specific changes and improvements. The session was highly interactive, encouraging honest reflection alongside structured learning. Leaders shared diverse perspectives, debated challenges, and left with visible commitments.
The atmosphere was candid and constructive, with space for diverse perspectives.
What They Achieved:
The workshop delivered both individual and team-level outcomes.
Shared understanding of culture as a leadership responsibility.
Stronger trust and openness within the senior team.
Clear, values-aligned expectations for working across functions.
Greater confidence in leadership roles.
Alignment and connection as a collective team.
Heightened awareness of what builds or breaks trust in their context.
Visible personal and team commitments to values-based leadership.
Practical habits identified to improve collaboration across functions.
Key insights:
Culture lives in our daily behaviours.
Trust is the foundation of effective collaboration.
Leaders set the tone, especially under pressure.
The Impact
A co-created framework of leadership behaviours and commitments, now serving as a foundation for accountability and alignment across the senior team.
The leadership team is revisiting the commitments in regular meetings and beginning to embed behaviours into decision-making, meetings, and feedback practices. The Society plans to extend the work to middle managers, ensuring values and behaviours are cascaded consistently across functions and locations.
Would your leadership team like to transform your culture with powerful values and behaviours?
Get in touch about our Leadership Off-sites and Culture Transformation programmes >
British Motor Heritage - Strategy & Culture Transformation
What they needed: Clarity of purpose, aligned strategic priorities, improved culture, and a joined-up approach to brand and marketing communications.
What we delivered: Workshops for the Board and wider team, combining strategy development, brand positioning, and culture.
Result: A co-created Purpose, Mission, Vision, and Values. Refreshed strategic priorities, identified customer segments, a marketing strategy & plan and improved workplace culture.
Client: British Motor Heritage
Client: British Motor Heritage
Project: Leadership Strategy Workshop & Culture Transformation | Spring 2025
What they needed: Clarity of purpose, aligned strategic priorities, improved culture, and a joined-up approach to brand and marketing communications.
What we delivered: A two-part workshop programme for the Board and wider team, combining strategy development, brand positioning, and culture definition.
Result: A co-created Purpose, Mission, Vision, and Values, refreshed strategic priorities, identified customer segments, and a practical roadmap to drive marketing, leadership and workplace culture forward.
British Motor Heritage
The Context
British Motor Heritage, a business steeped in the craftsmanship and manufacture of parts for classic British cars.
The business needed to review and articulate what it stood for, who its customers were, and how its internal culture supported the brand experience. There was a sense of fragmentation across departments and a desire to clarify direction, modernise communications, and engage employees in shaping the future of the company.
What we delivered:
We began by getting to know the business inside and out before designing and facilitating a Leadership Team Strategy Workshop and a day to involve the wider staff in shaping its culture.
We created an employee engagement pulse survey to gauge the current mood, culture and engagement.
We interviewed managers in different departments to understand how people across the business were feeling. Insights revealed pride in the product, but mixed experiences around trust, communication, and visibility of leadership.
Workshop 1: The Board and Senior Leaders focused on strategic direction — refining Purpose, Mission, and Vision; completing a full SWOT; mapping customer segments and value propositions using the Business Model Canvas; and setting clear strategic priorities.
Workshop 2: involved about 15 managers and staff in shaping the company’s culture and values, exploring workplace behaviours, and translating strategy into meaningful, team-led action. Brand and culture were woven through every conversation, not treated as bolt-ons, but core business assets.
The Output and Results:
A co-created Purpose, Mission, and Vision
A defined set of core values and supporting behaviours
Clear strategic priorities and a sequenced roadmap for the next 12–24 months
Customer segments and personas mapped using the Business Model Canvas
Draft marketing strategy, communications plan, and brand messaging themes
A team-defined Culture Canvas with agreed actions on meetings, feedback, rituals, and leadership visibility
Department-level SMART goals aligned to the wider business strategy
Outputs are now being used to guide strategic decisions, leadership communication, and the next phase of brand development.
Do you need space to refresh your strategy or culture?
We can help you to align your strategy with your customers and stakeholders and create a culture that supports your brand?
Grace & Green - Strategy Off-Site
What they needed: To bring bold new strategic priorities to life for the whole team and translate them into actionable KPIs.
What we delivered: Two workshops to explore strategy and connecting the team to the vision, action-planing and accountability.
Result: Clear ownership for every KPI, defined SMART goals, and a stronger sense of collaboration and accountability.
Client: Grace & Green
Project type: Strategy and Action Planning workshops | Autumn 2024
What they needed: As part of an investment round and an ambitious next phase of growth, Grace & Green had set bold new strategic priorities. They needed to bring these to life for the whole team - building understanding, ownership, and accountability.
What we delivered: A two-part workshop series blending strategic clarity, creative problem-solving, and practical action planning to connect the team with the vision and translate KPIs into concrete team goals.
Key result: Clear ownership for every KPI, defined SMART goals, and a stronger sense of collaboration and accountability across the organisation.
“As part of our investment round and the next phase of our growth, we had set bold new strategic priorities. Growth Space designed a workshop that brought those priorities to life for the whole team, sparking creative and innovative thinking, improving collaboration and accountability. The session left us inspired, motivated, and committed to moving forward together.”
The Context
Grace & Green is a purpose-led, Bristol-based business producing exceptional, sustainable period and hygiene products. Ranked among the highest-scoring B Corps globally, they are driven by a mission to make safe, sustainable products a basic right.
The leadership team had mapped out bold strategic priorities as part of their current fundraising round which included expanding their Period Dignity scheme, innovating in product development, protecting and commercialising IP, scaling internationally, and enhancing sustainability. The challenge was to ensure the whole team understood, believed in, and took ownership of these goals so that ambition translated into action.
Grace & Green Strategy Off-site
What we delivered:
Two full-day workshops for the whole team, which included:
Aligning personal and team commitments with Grace & Green’s values.
Revisiting purpose, mission, vision, and values to create a shared sense of purpose.
Exploring how values show up in daily work and identifying behaviours critical for success.
Unpacking strategic priorities for 2025.
Creating KPIs into SMART goals in cross-functional teams.
Using process mapping to identify bottlenecks, inefficiencies, and improvement opportunities.
Defining clear ownership for each KPI, ensuring every team knew its role.
Checking progress, shared early wins and challenges.
Refining goals and reinforcing accountability.
The Output and Results:
Clear ownership of each KPI, with team leads and contributors identified.
SMART goals and action plans for every KPI.
Practical process improvements identified to remove inefficiencies.
Increased collaboration between departments.
Stronger accountability culture through regular progress reviews and shared commitments.
A more motivated, inspired team aligned on delivering Grace & Green’s 2025 priorities.
Do you need support to refine and embed strategy & culture?
If your business is entering a new phase of growth and needs your team to think bigger, act with more ownership, and work together towards ambitious goals, we can help. Get in touch to talk about designing a workshop or programme that turns your strategic priorities into real, measurable action.
Two Tribes - Culture Transformation
What they needed: A Culture Review and Refresh.
What we delivered: A workshop for leaders to co-create their culture, define values, behaviours and leaders role in bringing it all to life.
Key result: A clearly articulated purpose, refreshed values, and a behavioural framework to guide leadership and the wider team.
Client: Two Tribes Brewery
Project: Culture Transformation | March 2025
What they needed: A review and reset of their Culture, Values and behaviours fit for a new phase of business growth and to feed into a rebrand.
What we delivered: What we delivered: A structured facilitated 1-day workshop for leaders to co-create their cultural foundations.
Key result: A clearly articulated purpose, refreshed values, and a behavioural framework to guide leadership, collaboration, and communication in the next growth phase of the business.
“Polly is a superb facilitator - warm and approachable but with enough firmness to keep a very dynamic session on track... She is brilliant.
”
Two Tribes Culture Workshop
The Context
Two Tribes is a creative, collaborative brewery based in London, known for blending craft beer with music, food, and cultural partnerships. By early 2025, the business was evolving, a new senior leadership team was in place, a rebrand was in motion with a creative agency, and the company was shifting from startup to something more strategic and sustainable.
With big ambitions ahead, the senior team recognised that brand alone wouldn’t get them there, they needed the culture to match.
They wanted to define their culture, identify the values that would support future decisions, and articulate the behaviours that would make those values visible and real — while ensuring they didn’t lose the soul and spontaneity that had made Two Tribes what it was.
What we delivered:
We designed a full-day Culture Workshop for the leadership team to review and co-create their Culture, Values and Behaviours.
Design & Discovery:
We began by getting to know Two Tribes: the brand, the culture and the people. A company-wide survey revealed how people experienced the culture today - what was working, where the gaps were, and what mattered most. The insights helped shape the workshop agenda and were shared at the start of the session to set the context and invite honest conversation.
We designed a high-energy, 1-day workshop for the leadership team, combining:
Create space to step out of day-to-day dynamics, speak more openly, and engage in deeper reflection.
Provide structure and provide a neutral voice to guide the conversation and keep momentum going.
A blend of individual reflection, small group discussion, and whole-room alignment to ensure everyone had a voice and ownership in the process.
Dot voting to identify priority values and behaviours with collective agreement.
Time to explore how leaders can role-model the culture they want to see, including hiring, feedback, communication, and decision-making.
The Workshop Experience:
The workshop centred on co-creation. The team worked through:
Purpose – identifying the core reason Two Tribes exists beyond beer. Through storytelling and facilitated dialogue, they landed on a clear and inspiring purpose statement to underpin both internal culture and external brand strategy.
Values – exploring how they want to work together, collaborate with partners, and show up in the world. Using the “culture inflators and deflators” activity, the team generated, discussed, and prioritised shared values that felt genuinely resonant.
Behaviours – translating values into action. Small groups defined specific examples of what each value looks like in day-to-day work, including what happens when it’s missing. This helped the team move from abstract ideas to tangible behavioural expectations.
Leadership – reflecting on their role in setting the tone. Leaders shared examples of how they could personally model the culture and influence others, across systems like hiring, onboarding, recognition, communication and decision making.
Rituals & Ceremonies – identifying ways to reinforce culture through shared habits, rhythms, and moments of connection such as team meetings, team fun, marking work anniversaries and birthdays.
The Outputs
The team left with a practical culture framework to guide the next phase of their growth, including:
A clearly articulated purpose statement to anchor brand and culture
A set of refreshed, agreed-upon values that feel authentic, ownable, and relevant
A behavioural framework that bring those values to life (and what to watch for when they’re missing)
Ideas for routines, rituals and ceremonies to reinforce team culture
Leadership reflections and commitments to role-model and embed the culture in everyday actions
A completed Culture Canvas linking all elements into one cohesive picture and to act as a living guide.
These outputs are now being used to inform internal communication, employee experience, onboarding, performance, and brand copy — ensuring culture and brand move forward in tandem
Testimonials
“We all felt that there was real value in the discussion and discoveries, and like it was the beginning of something really great. You are an excellent facilitator and did a wonderful job of eking out meaning and keeping us on track when we strayed.”
“Polly is a superb facilitator - warm and approachable but with enough firmness to keep a very dynamic session on track. She clearly has deep listening skills and can help uncover meaning and trends where they may otherwise go unnoticed. I highly recommend Polly for any facilitation needs, specifically in the workplace values space - she is brilliant.”
Would you like to transform your Culture?
If you want to create a culture framework that brings your brand to life from the inside out?
Let’s talk about how facilitation, structure, and space can make it happen.