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 >
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 >
Royal College of Podiatry - Team Coaching
What they needed: To rebuild trust, improve collaboration, and align a dispersed team around shared goals and values following previous conflict and organisational change.
What we delivered: A tailored, Systemic Team Coaching programme blending in-person and virtual workshops.
Result: Stronger connection, increased psychological safety, clearer shared goals, and improved accountability.
Client: Royal College of Podiatry
Project: Team Coaching Programme | Spring 2025
What they needed: To rebuild trust, improve collaboration in a fully remote team. To align behind shared goals and values following some tensions and organisational transformation.
What we delivered: A systemic team coaching programme blending in-person and virtual workshops with practical tools for embedding change.
Result: Stronger connection, increased psychological safety, shared purpose and goals, and greater collective accountability.
“Team Coaching helped us understand each other better, reset how we work together, and start building a stronger team culture.”
Royal College of Podiatry - Team Coaching
The Context
The Royal College of Podiatry is the UK’s professional body for podiatrists, representing members and advancing the profession. The organisation was going through transformation and launching a new five-year strategy under a new Chief Executive.
Growth Space was invited to work with a remote team which had experienced a breakdown in trust, motivation, communication and collaboration. With team members spread across the UK and a mix of long-standing staff and new joiners.
The leadership recognised the need for structured support to reconnect the team, rebuild trust, and create a shared way forward.
Discovery & Design:
We began with a discovery phase to understand the team’s reality. This included:
A confidential team survey measuring trust, psychological safety, conflict, accountability, and results-focused.
Personality profiling to surface communication styles, strengths, and preferences.
Review of organisational strategy, values, and current team priorities.
The findings confirmed the need to rebuild trust, improve constructive challenge, and align the team’s purpose and goals with the wider organisation.
Drawing on Peter Hawkins’ Five Disciplines of Systemic Team Coaching and Patrick Lencioni’s Five Dysfunctions of a Team, we designed a tailored five-part programme over three months, combining one full-day in-person workshop and shorter online sessions. We also introduced practical tools: Personal User Manuals and a Team Charter to make agreements visible and actionable.
Delivery:
The programme followed the Systemic Team Coaching journey:
Connecting to Purpose and Stakeholders. We explored why this team exists, who it serves, and the expectations of its stakeholders, linking team purpose to the organisation’s strategic goals.
Agreeing on Goals, Roles and Focus . Through facilitated discussion, we identified shared goals and clarified roles to reduce duplication, ambiguity, and silos.
Strengthening Trust, Behaviours and Team Habits . The heart of the work: building psychological safety, surfacing tensions, and agreeing on new norms through the Team Charter covering behaviours, communication, meetings, decision-making, and accountability.
Improving System-Wide Relationships We explored how the team collaborates with the wider organisation, and identified barriers to influence and connection.
Embedding Reflection and Growth We closed with a focus on sustaining progress, creating habits for regular reflection, celebrating wins, and keeping the Team Charter alive.
Alongside Hawkins’ 5 Disciplines of Team Model, Patrick Lencioni’s framework helped us explore positive behaviours and what happens when they’re missing:
Trust and psychological safety
Healthy conflict
Commitment
Accountability
Focus on collective results
The Impact
The team reported a stronger connection, better understanding of each other’s working styles, and greater willingness to give and receive constructive challenge.
100% felt more connected to their colleagues than they felt before the programme.
100% felt more positive about being part of the team than at the start.
70% said they know and understand teammates better, including how they like to work, communicate, and think.
100% reported that personal user manuals and personality profiling helped them understand others’ communication and working styles.
Feedback
People enjoyed the mix of activities, including reflection, discussion, and group work.
80% rated the facilitation as highly effective in helping the team reflect and make progress.
Testimonials
“Getting to know the team better has made such a difference to how we work together. ”
“The personality profiles and user manuals helped me understand how each team member likes to work — it’s already making collaboration easier.”
“I now feel more positive about being part of this team than I did before.”
“We’re now having more open conversations and understand each other’s perspectives.”
Would you like to help your team work better together?
Get in touch about our Team Coaching Programmes.
Vitis Regulatory Team Away Day
What they needed: An away day to connect with colleagues on a creative activity that felt memorable, fun and different.
What we delivered: A creative challenge where teams competed to produce a short, fun video about their business.
Result: 100% of participants said it helped build cross-team relationships.
Client: Vitis Regulatory
Project: Summer Team Away Day 2025
What they needed: A high-energy, high-impact team day to connect colleagues across departments, bring values to life, and spark creative collaboration.
What we delivered: A unique Team Away Day that was bold, fun, creative and meaningful
Key result: 100% of participants said it helped build cross-team relationships and would recommend it to another team
“The best team away day I’ve ever done.”
Vitis Regulatory Team Away Day
The Context
Vitis Regulatory is a consultancy with a distributed team spanning multiple departments and regions. They wanted their 2025 team day to feel anything but corporate. The goal? Connection, creativity, and celebration, not awkward games or forced fun.
The brief: make it bold, make it meaningful, and above all, make it memorable.
What we delivered:
We designed a full-day creative experience: The V Factor, a fast-paced challenge blending storytelling, collaboration, communication and a healthy dose of fun.
How it worked:
We began by really getting to know the client, their culture and their people. We learned about previous team away days, what was popular and what wasn’t.
Six teams across roles and departments were challenged to create a 3-5 minute video and choose from one of five themes that explained their work to the outside world. They had to assign roles, plan their project, manage a fictional budget, and bring their idea to life.
They had access to a “shop” where they could buy fun props (wigs, hats and fancy dress) and technical kit, expert input, sound effects and visuals, and editing help. Each project was presented in a live X-Factor-style showcase, with a judging panel scoring creativity, collaboration, values, technical execution and budget strategy. Prizes were awarded to the winning team, as well as for best performance, funniest moment and creativity.
At the end of the day, there was a great sense of achievement, a lot of laughter, new connections and memories made.
Team Away Day in Bristol
What They Learned (Without Realising It)
Project Planning - turning loose ideas into a structured, deliverable piece
Budgeting - making decisions under constraints and trade-offs
Communication - communicating ideas, listening to each other, presenting
Team Dynamics - collaborating quickly across functions and styles
Adaptability – working through tech hiccups and tight deadlines
Trust & Connection – getting to know colleagues as people, not just job titles
The Impact
100% said it helped build relationships across teams.
100% would recommend the activity to another team.
100% rated the day 4 or 5 out of 5.
93% felt more connected to Vitis’ culture and purpose.
87% left with ideas to apply in their day-to-day work.
85% said “Yes, absolutely” it was time well spent, with the remaining 15% saying “Mostly”.
85% rated the facilitation 4 or 5 out of 5.
Testimonials
“The challenge was genuinely brilliant – clever, creative and totally relevant to our work.”
“I learned more about my colleagues in one afternoon than I had in months. There was a real sense of joy from being together.”
“It encouraged us to think outside the box and find creative solutions together.”
Would you like to create a Team Away Day or Off-site?
We love to design and create meaningful team events that are tailored to your business, culture and people.