After the workshops, our lead instructor, James Curtis, hosted hour-long “virtual cafés” to allow participants to ask questions, receive personalized coaching, and get follow-up support. He was delighted by the degree of participation and risk-taking across the sessions. “There was a great level of engagement,” he says, “with participants asking questions and sharing comments or personal experiences, especially in the small-group work. The feedback and ideas shared in the breakout rooms were thoughtful, helpful, and constructive.”

It wasn’t all smooth sailing, though. “Leaders at GHD are not shy about sharing contrary views or asking pointed questions. I always encourage frank and open discussion, which can make a session more real and potentially impactful — especially if I can respond supportively with perhaps a new idea or a suggestion that ties in to the learning objectives,” he notes. Happily, those notes landed well. “The participants were engaged and frankly pretty jazzed about the possibilities of adding short stories to various scenarios in their daily work at GHD. It was rewarding to see the evolution of their thinking, even in a four-hour workshop, and I’m confident that they will both work on their own stories and promote the idea of a more authentic, human approach within their teams.