Our 1-2-1, Group and Board Coaching Programmes offer a provocative and reflective space for CEOs and Senior Executives to untangle and articulate strategic questions, work out how to inspire those around them and re-define what kind of leader they need to be for the business to succeed in the 21st Century.
How we work
Inspire
Blaire’s keynotes open the door to change. They challenge leaders to rethink their role—especially in times of uncertainty and transformation—and to act differently straight away. Practical and thought-provoking, they help leaders see the part they play in driving change and how to bring people with them. Add a workshop session, and the message moves from idea to action, giving leaders something tangible to take into the very next day.
Diagnose
Our Transformational Friction Audit pinpoints the 5–7 barriers slowing you down. What shows up as multiple issues is usually driven by a handful of root causes. Through a combination of survey insight and observation of key meetings, we uncover what’s really getting in the way. The goal is simple: focus on what’s creating the friction, not just dealing with its effects.
Design
We share our findings with your senior team and shape a targeted response. This isn’t about big launches or heavy programmes. Think of it as keyhole surgery—precise, focused interventions that get to the behaviours, habits and beliefs holding transformation back. The result is a series of workshops and in-the-moment coaching designed to shift what matters most.
Deliver
We start with the Board or Senior Leadership Team, then work through cohorts of your most influential leaders in groups of 10–15 over 6–8 months. Each session is grounded in your reality, building the skills leaders need at that point in your transformation—whether that’s communication, trust, empowerment, prioritisation, collaboration or another of the key themes that emerged from the audit.
Alongside this, we work closely with 2–4 critical teams identified during the diagnostic—those at the heart of decision-making and delivery. Through real-time feedback, we help them operate more effectively together, strengthening alignment and building confidence across the organisation at a time when it matters most.
Embed
As each group completes the programme, the focus shifts to making change stick. Your leaders take ownership of embedding new ways of working—through the initiatives, processes and interventions that will sustain progress. We don’t drive your change, and you don’t need us to maintain it. Our role is to equip your leaders to build a culture that can adapt, evolve and handle whatever comes next.
Case Study: Bringing three cultures together into one aligned, high-performing organisation
The challenge
AXA Personal Lines was created through the merger of three very different businesses: AXA (a traditional insurer), Swiftcover.com (a digital-first disruptor), and SIMS (an owner-managed claims company).
Each brought a strong, distinct culture. Left unaddressed, this risked fragmentation—slowing decision-making, weakening collaboration and making it harder to operate as a single, effective business.
The task was to build a new, unified culture—drawing on the strengths of each organisation—while continuing to deliver day-to-day performance.
Our approach
We worked closely with the leadership team to shape and embed a shared way of working across the organisation.
Align the top team
We began with the senior leadership team—defining a clear vision for the culture they wanted to create and agreeing how they would work together to lead it. This was supported by a series of workshops and 1:1 executive coaching, ensuring alignment wasn’t just agreed, but actively lived.
Cascade ownership across the business
From there, each senior leader led the rollout within their own area. Workshops were delivered by a combination of our team and internally trained change agents, supported by online tools. This approach ensured the change was owned and driven from within, rather than relying on external facilitation.
The impact
Engaged over 2,000 employees in a 12-month period
Successfully integrated three distinct cultures into one aligned organisation
Established a more empowered, collaborative way of working across the business
Client reflection
“It wasn't an easy journey. I don't think any change programme ever is. I don't think we would have achieved the success we did without the determined, consistent, honest and challenging support, and the professional approach and framework, that Blaire and her team brought to the project. I would also add that the personal level of energy, challenge and encouragement that Blaire provided to the leadership team was crucial in ensuring that the programme was driven through to a successful conclusion”. – Steve Hardy, former CEO, AXA personal lines
The challenge
Senior finance leaders across the Welsh public sector were operating in an increasingly complex environment—balancing financial constraint, organisational change and political scrutiny.
Success required more than technical expertise. Leaders needed to step up—leading strategically, influencing across systems and engaging people through uncertainty.
Our approach
We designed and delivered the Finance Leadership Programme (FLP), bringing together 98 senior leaders in a cohort-based experience focused on practical application, not theory.
The programme
We designed and delivered a highly experiential leadership programme combining:
Build leadership capability through experience
Participants worked on real challenges from their day jobs, supported by workshops, group coaching and peer challenge. The programme created space to step back, reflect and rethink how they lead.
Embed learning through peer support
Leaders built strong “critical friend” relationships—challenging each other, sharing insight and holding each other to account as they applied new approaches back in the workplace.
The impact
Independently validated results - An external evaluation by Old Bell 3 found consistently high levels of impact:
More confident, proactive leaders
Participants stepped forward with greater confidence, ownership and a stronger voice—more willing to challenge, influence and lead change.
Stronger leadership behaviours in practice
Leaders improved how they communicate, delegate and engage—becoming more reflective, deliberate and effective in how they lead.
A shift from operational to strategic
Participants moved out of the detail and into a more strategic role—focusing on the bigger picture and leading across organisational boundaries.
Greater influence in complex environments
Leaders strengthened their ability to influence upwards and across stakeholders, including in politically sensitive contexts.
Lasting networks and collaboration
The programme built a trusted peer network across over 150 organisations—creating ongoing collaboration, support and shared problem-solving.
Client reflection
“The most successful development programme I have attended… I have seen real results back in the workplace.”
“Undertaking the FLP has greatly improved my performance as a manager. It has made me stronger and more reflective… I only wish I had done it twenty years earlier.”
That People Thing.
74 Harts Hill Road
Thatcham
Berkshire
RG18 4NU
Telephone: +44 (0)1225 690066
Mobile: +44 7808 581 242
Email: blaire@thatpeoplething.com
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That People Thing
74 Harts Hill Road
Thatcham
Berkshire
RG18 4NU
T. +44 (0)1249 454 117
M. +44 (0)7808 581 242
E. blaire@thatpeoplething.com
Office hours:
Mon - Fri: 9am to 5.30pm
