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?
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SCP Leadership off-site and team building
What they needed: SCP’s leadership wanted to: clarify future roles so the organisation is future fit; improve quality, performance, and efficiency; and reconnect and strengthen collaboration across different locations and functions.
What we delivered: A two-day off-site that blended strategy and planning workshops, with a creative and memorable team-building activity.
Result: Clarity and alignment around new roles, an action plan to implement the changes, plus a renewed sense of pride in SCP. Participants left energised, connected, and with great memories.
Client: SCP Infrastructure
Project: Leadership Off-site and Team Building | September 2025
What they needed: SCP has transitioned from a small independent consultancy into part of the RSK Group. While this has brought new opportunities, it’s also created cultural and structural complexity. The leadership team wanted to:
Clarify roles and expectations as part of integration.
Improve quality, performance, and efficiency for the future.
Strengthen collaboration and consistency across regional offices.
Reconnect the team and strengthen relationships.
What we delivered: Growth Space designed a two-day off-site, including two strategy and planning workshops to create clarity around future strategy and build a practical shared implementation plan. We also made time for a fun creative team chak an Apprentice-style video challenge, with cross-functional teams managing a fictional budget, creating short films on themes such as Who are SCP? or Why Work With Us?.
Result: The offsite produced clearer understanding of how roles would change, stronger cross-regional connections, and a renewed sense of pride in SCP. Participants left energised, connected, and with practical commitments to take back to their teams.
“We’ve been talking about restructuring for months without implementing anything, Now we are aligned, have clarity on what the changes mean and a practical action plan to make it happen.”
SCP Infrastructure - Leadership Off-site
The Context
SCP is a transport planning and infrastructure consultancy, acquired by RSK in 2022. The shift to a large international group brought access to new markets and growth potential, but also raised challenges, including internal alignment and the transition from small projects to large, multidisciplinary work. The business was looking at clearer definition between project managers and technical lead roles, but decisions needed to be made to align on this and plan how to implement.
The offsite was designed to address these realities: helping people connect across regions, explore evolving roles, and collaborate creatively on a shared output, reinforcing both team spirit and confidence in SCP’s future.
SCP Infrastructure - Team Building
Discovery & Design:
Ahead of the event, Growth Space conducted stakeholder interviews, an employee survey, and planning sessions to identify needs. Themes included:
A need for clarity between the project manager and technical lead roles.
Questions about SCP’s integration with RSK.
Concerns around communication, workload, and collaboration across regions.
A strong desire for an energising, inclusive event, not a “dry” away day.
The design centred on three core elements:
Clarity & Connection: A strategic workshop to explore expectations and team needs.
Collaboration & Communication: An Apprentice-style video challenge where mixed teams produced creative outputs under time pressure.
Learning & Forward Action: A wrap-up session to reflect, capture insights, and agree on commitments.
This blend ensured serious business issues were addressed while also giving space for creativity, humour, and team bonding.
Video Challenge - Team Building Activity
Delivery:
Held at Argrennan House in Scotland, RSK’s country house, the offsite brought together 25 leaders, project managers, specialists and leaders from the 5 regional offices across the UK.
Day 1: Arrivals, an outdoor activity, dinner and a pub quiz to ease people into the experience.
Day 2: A strategy workshop where participants mapped what was changing in SCP, discussed what “quality, performance, and efficiency” look like, and shared commitments to support the transition.
Day 2: The SCP Video Challenge: teams planned, scripted, and filmed short videos on themes such as “Who are SCP?” and “Why Work With Us?”. Each had a fictional £500 budget to manage, deciding whether to allocate it to props, expert coaching, or additional resources. The challenge ended with a high-energy showcase and awards ceremony.
Day 3: Reflections and action planning, to ensure that leaders had a clear map for how to implement the changes and how to communicate them to the wider business.
The insights, actions, and commitments captured during the offsite were captured and turned into a Change Management Plan with KPIs, timeframes and clear accountability. SCP leadership has committed to embedding role expectations, improving cross-office collaboration, and following through on agreed priorities
What They Learned
The offsite built both practical skills and mindset shifts. Real skills developed:
Project planning and time management.
Budgeting and resource allocation.
Presenting and storytelling.
Cross-functional collaboration.
Decision-making under pressure.
SCP - Leadership Off-site
The Impact
A plan to implement and communicate significant organisational changes that would lay the foundations for the future.
Connected to colleagues across functions, regions, and teams.
Valued, heard, and included, regardless of personality or role.
Energised, optimistic, and proud of what we do together.
Inspired by the creativity, humour, and talent in the room.
Feedback
Feedback showed a strong impact: participants described the event as fun, memorable, energising, and purposeful.
“The design was clever, creative and completely relevant to our work.”
“I now have a really clear idea of the changes to our roles and plans to improve processes and most importantly a plan and timeframe to implement it.”
“I rarely see colleagues from the other regional offices, and this was a chance to work with them and build connections that will last.”
Would you like to hold a leadership offsite that builds connection, creates memories and results in strategy and action?
Get in touch about our Leadership Off-sites >
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?
P-Three - Executive Coaching and Strategy Off-site
What they needed: Clarity on strategic direction, culture and brand. A stronger understanding of each other as a leadership team, and shared goals, and clarity of roles.
What we delivered: A programme combining executive coaching for directors, team coaching to agree shared ways of working and priorities, and facilitated workshops to shape business strategy, culture, and brand.
Result: A more aligned leadership team with a clear strategy, a strong sense of shared purpose, and a plan for how to deliver it.
Client: P-Three
Project: Executive & Leadership Team Coaching, Strategy & Culture Workshops
What they needed: Clarity on strategic direction, culture and brand, and greater awareness of preferred leadership styles.
What we delivered: A structured programme combining executive coaching for directors, team coaching to agree shared ways of working and priorities, and facilitated workshops to shape business strategy, culture, and brand direction.
Key result: A more connected, aligned leadership team with a clear strategy, a strong sense of shared purpose, and practical ways of working together to deliver it.
“Thank you so much for your time, thoughtfulness and energy. We feel that we are on the verge of something great and you will help us to make sure it becomes a reality.
”
The Context
P‑Three is a London-based advisory and leasing consultancy specialising in creating vibrant, experience‑led destinations for developers, landlords, and brands. Their work blends commercial strategy, placemaking expertise, and knowledge of retail, leisure, and mixed‑use destinations.
As their client portfolio expanded and projects grew in complexity, the leadership team recognised they needed:
Greater strategic clarity for the next phase of growth.
Stronger alignment in how the leadership team worked together.
A clear cultural and brand foundation to guide decisions and maintain their unique positioning in a competitive market.
What we delivered:
We began with an Executive Coaching programme for each director, giving them space to reflect on their personal leadership style, pressure points, and aspirations for the business. T
Leadership Team Coaching created an open and honest space to explore their personal aspirations and working styles, air tensions and agree how to work together better.
A Culture & Brand Workshop explored and refined P‑Three’s purpose, values, and brand story and connect it with their customers and stakeholders.
A Strategy Workshop mapped market opportunities and organisational strengths. We used tools like SWOT analysis and Business Model Canvas to prioritise business goals and define next‑step actions.
The Results
Directors felt they had improved self-awareness, confidence and strategic focus.
A leadership team aligned on priorities, definition of their roles and committed to shared ways of working
A clear articulation of P‑Three’s purpose, values, and brand positioning.
A strategic roadmap for growth grounded in market insight and organisational strengths.
Stronger collaboration and a reinforced culture to support scaling.
Would Coaching or Facilitation help your Leadership Team?
Get in touch to find out how Growth Space can help.
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.