See Yourself as Your Team Already Sees You
Most people know their own intent. Fewer know how they land on a Monday when the line is down. This session works the gap: what sets you off, what your reports have quietly stopped telling you, and what you do about it once you can see it.
The gap nobody tells you about
Ask a supervisor how he comes across and he will describe his intent. Ask his team and you get something else: he is fine most days, and on the days a dispatch is stuck nobody goes near him. Nobody has told him, because the one time somebody did it went badly. Self-awareness work closes that gap on purpose — what your own state is doing to your judgement, and what the people around you have stopped saying out loud.
What the sessions cover
Naming the State You Are In
Most reactions get explained afterwards as a decision. Participants practise catching the state first — irritated, rushed, embarrassed, defensive — because you cannot hold something you have not named.
Mapping What Sets You Off
Everyone has a short list: being corrected in front of the team, a customer going over your head, the same question asked for the third time. Participants build their own list from real weeks, with the situations that produced it.
The Reputation You Have Not Heard
Structured input from peers, reports and managers, gathered in a way that makes people willing to say it. Participants compare what they intended with what the other person actually took away.
Your Own Early Signals
The clipped reply, the mail reread twice, the tightness before a review. Physical and verbal tells arrive before the reasoning does, and they are the earliest thing a person can act on.
The Strength That Overshoots
Decisiveness that stops leaving room for anyone else. Loyalty that becomes cover for a non-performer. Participants look at where their best quality goes past useful under pressure.
What You Actually Reward
The values on the wall against the behaviour that gets praised, promoted and forgiven on a busy day. Participants check what their own team has concluded from watching them.
Reflection That Survives a Bad Week
A short, repeatable review tied to something already in the day — the drive home, the Friday close — rather than a journal that is abandoned by Wednesday.
What participants leave with
A Written Trigger List
Each participant leaves with their own list of the situations that reliably knock them off balance, and what they intend to do at the moment one of them arrives.
One Thing They Were Not Being Told
The session surfaces at least one piece of feedback a participant's team had stopped offering, in a form they can work with rather than argue against.
A Check They Can Run Mid-Meeting
A short internal check that fits inside a live conversation, so the correction happens in the room instead of in the retelling afterwards.
A Plan Their Manager Can Follow Up
A written action plan naming what they will do differently and where. Their manager receives a copy wherever you want the follow-through visible.
How GullyHR runs it
Your Situations, Not a Courseware Pack
We collect real situations at the needs discussion — the review that went badly, the escalation that turned personal — de-identify them with your confirmation, and build the practice on those.
Feedback Gathered So People Will Give It
Peer and manager input is collected and handled so that a junior can say something honest about a senior without it finding its way back to them.
Facilitated, Not Lectured
Short input, then work. Participants spend most of the session on their own material, with a facilitator who has run these rooms in plants, branches and offices.
Scoped Before It Is Scheduled
Cohort size, format, language and length come out of the needs discussion. Nothing is fixed before we know who is in the room and what is going wrong.
Start with the gap, not the theory
Tell us which conversations keep going wrong and who is sitting in them. We will come back with a design, the situations we would use, and what it takes to run it.
Frequently Asked Questions
No. An assessment may be used as a starting point, but the session is about behaviour the people around you can observe — how you sound when you are pressed, what you do with bad news — not about a personality label to carry around.
It is scoped at the needs discussion. Length depends on cohort size, how much feedback gathering you want beforehand, and whether it runs standalone or inside a wider emotional intelligence programme.
Yes. The material is written from the situations that cohort actually has — a shift handover, a rework call, a contractor who missed a commitment — and the delivery language is agreed when we scope it.
It cannot promise that. Training changes what a person is equipped to notice and do; whether they use it depends on them and on what their own manager reinforces afterwards. Where the real issue is conduct rather than a skill gap, that is a performance or disciplinary matter and needs handling as one.