Two-day immersion
Two consecutive days, away from the daily noise. Managers practise each conversation more than once and leave ready to use it.
In-house leadership programme · At your office
People-Centric Leadership Skills for the AI Era
A practical programme for your managers, delivered at your office or online, on dates that suit you. They practise the conversations they actually face with their teams, built on real cases from your organisation, with live feedback until staying calm in them comes naturally.
- Where
- Your office or online
- When
- Dates you choose
- Group
- 6–12 managers
- Material
- Your real cases
Migena GjeraziICF PCC · Certified Professional Co-Active Coach (CPCC) · ORSC · CTI Leadership Graduate
Anna KorosadowiczICF ACC · Erickson Certified Professional Coach · APMG Change Management
Coaches who have led teams through real organisational change.
Why this matters in 2026
½–2×an employee's annual salary. What it can cost to replace one person who leaves, by Gallup's conservative estimate.
Source: Gallup, “This Fixable Problem Costs U.S. Businesses $1 Trillion”, 2019.
Much of it is avoidable. 52% of people who quit say their manager or organisation could have done something to keep them.
And 51% say that in the three months before they left, no manager or leader talked with them about how they were doing or their future. Those are exactly the conversations managers tend to put off.
AI already handles much of the routine work. It can't sit across from someone who's frustrated, uncertain or checked out and help them find their own way forward. That part is still your managers' job. Rolling out AI also brings new ways of working, reshaped roles and people worried about their place, and it's managers who have to have those conversations.
We used to call it a soft skill. Now it's the core of a manager's job.
Nobody is born good at this. Managers get good at it by practising with feedback, the way they'd learn any other hard skill.
What managers face right now
The part of leading nobody trained them for.
Your managers are in meetings all day. Then someone sits down for a one-on-one and brings their emotions into the conversation, and nothing in their training covers it. The team's effectiveness still depends on them being able to sit with it, listen, and help that person move forward.
The same gap shows up across the team. Conflicts sit unresolved and people wait for the manager to decide, so the small things fill the time meant for strategy.
Many managers are stuck in this gap, and their teams feel it.
What your managers will practise
Out of the small stuff, into leading the team.
Leading the team, resolving conflict within it, growing people, and building the ownership and mutual trust that free managers up for strategic work.
On the left, where many managers are now. On the right, what live practice builds.Where many managers are now, and what live practice builds.
Where many managers are now
Where they'll be practising moving to
They give advice because the team wants certainty, and it feels faster.
Questions that help someone think their way through the problem.
They keep checking work because they don't fully trust it will move without them.
Clear agreements, ownership and follow-through.
Resistance, frustration or silence makes difficult conversations easier to postpone.
Conversations that are direct, calm and respectful.
They carry the emotional weight of their team's worries.
Staying present without taking the problem away from the other person.
The team waits for the manager's answer when the way forward is unclear.
A team that can bring options, judgement and a next step.
Pressure makes them rush, shut down or react in ways they later regret.
More awareness of their own stress response, and a way to ground themselves before and during a hard conversation.
Formats
Built around your organisation, not the other way round.
You choose the format that fits your managers' calendars. The content, the group size and the price stay the same.
Two days, spaced
Two days, one to two weeks apart. Managers try things with their teams in between and bring back what happened.
Shorter sessions
The programme split into shorter sessions, tailored to what your managers need and how their weeks look.
In person or online
At your office, or online for distributed teams across locations.
6–12 managersper group, so everyone practises and gets feedback
One price per groupthe same whichever format you choose
Follow-up includeda virtual session six weeks later
How it works
Built on your real cases, with a clear before and after.
Light work for HR, practice that matches what your managers face, and a way to see what changed.
- Before
Discovery call with HR
We talk with you about your managers, what your organisation is going through and what you want to change.
- Before
Survey and self-reflection
Managers answer a short survey about the situations they find hardest, which we turn into anonymised practice cases. They also do a self-reflection and the PQ assessment, which takes a few minutes.
- During
The programme
Live teaching, demonstrations and practice on your cases, in the format you chose.
- After
Reflection and survey
Managers repeat the self-reflection and answer a post-programme survey, so you can compare before and after.
- Six weeks later
Virtual follow-up
The group meets again online to share what they've tried, what worked and where they got stuck, so the new habits stick.
Building the case internally?
Compare the cost of one group with the cost of losing one person: by Gallup's conservative estimate, replacing an employee costs half to twice their annual salary.
What makes this programme different
What helps when a manager freezes is having practised the conversation before.
Nobody learns to land a plane from a manual; pilots train in a simulator. Hard conversations work the same way. Most management training gives managers frameworks and stops there. Here they practise the actual conversations they have with their teams, in real time, with feedback, until those conversations come naturally.
- Live teaching, demonstration and small-group practice
In person. Managers learn it and practise it in the room, so they're ready to take it straight into their next real conversation.
- Feedback on real situations
From your organisation and their own teams, not generic role-plays.
- Two coaches who have led teams themselves
Trained through ICF, Erickson, CTI, ORSC, APMG Change Management and Positive Intelligence.
- Live demonstrations
Managers see how conversations, meetings and feedback can be held effectively.
- Work with their own patterns under pressure
Including the PQ assessment and elements of Positive Intelligence.
Conversations your managers will practise
“Everyone says their project is urgent, and I'm disappointing people no matter what I do.”
The temptationHand them a priority list.
“Every meeting with him turns into the same thing. I'm tired of even trying.”
The temptationTake sides, or tell them how to handle it.
A talented person hesitates to go for a bigger role.
The temptationReassure them quickly and give a pep talk.
A normally engaged person has gone flat.
The temptationJump to productivity tips, or try to cheer them up.
Or we build the scenarios from your own cases.
Leading through change
Steady managers when everything around them is moving.
Reorganisations, AI rollouts, transitions and a pace that doesn't let up. Teams take their cue from how their manager shows up. When managers are grounded, with a calm body, full attention and no hidden agenda, people can think clearly and speak honestly with them. When managers rush, their teams feel it too.
Grounding under pressure
Each session starts with a grounding practice.
- Short grounding practices managers can use before a hard conversation, like naming five things they see and four they hear, to pull attention from chaos back to the present.
- Knowing their Saboteurs. Participants take the PQ assessment before the programme, so they arrive knowing which habits take over when they're under pressure.
- Holding space. Staying with someone's frustration without rushing to fix, reassure or change the subject. Holding space is an active form of grounded attention, not a passive one.
- Looking after themselves in the process. Every commitment ends with one more question: “How will you take care of yourself in the process?”
Leading people through change
Meet each person where they are when things shift.
- How people move through change, from shock and resistance towards acceptance.
- What the brain reads as a threat when things change: status, certainty, autonomy, relatedness and fairness.
- What motivates people beyond pay: autonomy, mastery and purpose.
- Leading change from what already works in a team, instead of starting from what's broken.
The programme
Connection.Clarity.Strategy.Commitment.
One method in four parts, delivered in two halves that build on each other: the first works on presence and trust, the second on turning insight into action. Every format follows the same order.
Part one
Connection & Clarity
ConnectionClarity
Master the foundations of presence and trust. Learn how to listen in ways that make people feel genuinely seen. Build your capacity to sit with discomfort, confusion, and emotion without either fixing it or getting consumed by it. Develop the conversational moves that turn tension into clarity.
Key question
Can you be fully present with someone without being responsible for fixing them?
TopicsListening that changes people, asking questions that matter, navigating emotion in real time, and turning conflict into connection.
Part two
Strategy & Commitment
StrategyCommitment
Move from insight to action. Learn how to recognize what's actually holding people back and address it with emotional intelligence. Help your team commit to change that sticks. Embed this approach into how you actually lead, so it becomes natural and sustainable.
Key question
What commitment would actually move them forward, not what would make me feel better?
TopicsConcrete strategies to keep using these skills after the programme ends and how to build a culture where people-centric leadership becomes the norm.
What your managers will leave with
More room in the conversation, and less pressure to have every answer.
By the end of the programme, your managers will have practised how to:
Tell the difference between coaching, mentoring and giving advice.
Listen beyond the words, staying curious even in difficult conversations.
Work with emotions without avoiding them or taking them over.
Help people turn reflection into a next step they own, while noticing their own patterns under pressure.
What a programme can include
Practice in the room, and tools that stay with your managers.
- Groups of 6–12 managers, so everyone practises and gets real feedback, not a lecture hall.
- Teaching, live demonstrations, pair or small-group practice, reflection and feedback in every session.
- Cases from your organisation, agreed with you before the programme starts.
- The PQ assessment, taken beforehand so each manager arrives knowing their own patterns under pressure.
- Surveys and self-reflections before and after, so you can see what changed.
- A virtual follow-up session six weeks after the programme.
- Coaching Cards for Managers, a deck of questions managers can use in their own conversations afterwards.
What this supports at work
Change asks a lot of managers. Give them a place to practise.
Managers are expected to explain what is happening, listen to concerns, make decisions and keep the work moving, often while dealing with the same uncertainty themselves. In this programme they bring real challenges from work and receive coaching and feedback on how they handle them.
- Build trust when a team feels unsettled or resistant.
- Hold clearer conversations about change, expectations and feedback.
- Create more ownership and follow-through, instead of taking every decision back onto the manager's desk.
- Notice the habits that take over under pressure, using the PQ assessment and elements of Positive Intelligence.
- Ground themselves before and during difficult conversations, so they can respond with more choice.
When accountability becomes pressure, people comply. When it becomes ownership, people commit.
“Anna has a unique talent for picking up on subtle cues and asking thoughtful, targeted questions that helped me uncover patterns I wasn't aware of. Companies and managers could benefit a lot from working with her, she creates a space where employees feel empowered, more resilient, and motivated to grow.”
Monika Fábryová, Paid Digital Marketing Lead
“The best money invested!”
I have been privileged to experience Migena's magic in diverse settings: individual coaching, workshops and consulting. During individual coaching her radiating warmth, empathy and curiosity made me feel relaxed and open in a very short time. She found ways to guide me to a couple of 'a-ha' moments for which I'm genuinely grateful. Migena is an experienced facilitator whether it is face-to-face or online workshops. She has a gift to design interactive sessions with short and sweet theory and plenty of group work, which allows everyone to move from abstract concepts to very personal experiences. She has consulted me on how to prepare powerful workshops and impactful conversations with my teams, which helped me to be focused and well-prepared under time pressure. The best money invested!
Monika Gailiute Sørensen, Agile Coach at Danske Bank
The people in the room
Two coaches who know management from both sides of the table.
They have led teams themselves and supported leaders through hard conversations.
Migena Gjerazi
LinkedInICF PCCCertified Professional Co-Active Coach (CPCC)Organization and Relationship Systems Coaching (ORSC)MBACTI Leadership Program GraduateLCP Certified
Leadership coach and trainer. For 10 years she has coached managers and leaders through hard conversations: performance issues, team conflict, leaders who'd hit a wall with their own team. Her focus is self-leadership, leading from the inside out: knowing your own patterns, connecting with others, and making decisions that fit your values.
Before coaching, she spent more than 15 years in Finance, HR and Administration, including leadership roles, so she has been in the room when the difficult call about a person had to be made. She brings that practical view of how organisations work to every programme.
She knows change from the inside. She grew up in Albania as the country moved out of communism, built a new life in Denmark, and after 15 years in business retrained as a coach. In her sessions people slow down and reflect, and she pays attention to how emotions show up in the body as well as in words.
“I participated in a leadership programme led by Migena and I found it fresh, relevant and contemporary, with good use of visualisation, tools and ‘take-home’ lessons that could be put into practise immediately. […] I have commissioned a great many programmes in this area and heartily recommend Migena, a real breath of fresh air.”
Amanda Cockroft, Programme Manager
Has trained and coached people atMars · Lufthansa Industry Solutions · Mærsk · Amazon · IDA · IPKO · UN agencies
Anna Korosadowicz
LinkedInICF ACCErickson Certified Professional CoachScrum Master CertifiedCertified Scrum Product OwnerAPMG Change ManagementMA Cultural Studies
Executive coach, change manager and founder of wabi-lab. She coaches senior leaders across the US, Europe and Asia. Her focus is how leaders manage themselves under pressure, drawing on Positive Intelligence. She also co-runs a community for international coaches at ICF Denmark.
Before coaching, she spent 17 years inside global tech, at Apple, KAYAK/momondo, SYBO Games and Labster, moving from QA into product and program management, localization and org transformation. At momondo she built a team of 10 analysts from scratch, then aligned data tooling, processes and teams across three offices on two continents through the merger with KAYAK. At Labster she directed 45 people across five domains and nine countries through a merger, a platform migration and bringing AI into production, with zero attrition and 16 people upskilled into new roles. She brings that experience of leading real change to every programme.
She knows pressure from the inside. She was the person who always delivered, until her own burnout stopped her, and that experience is why wabi-lab exists. Originally from Poland, she has spent two decades living in Finland, Ireland and Denmark. That, together with a Cultural Studies degree, helps her read a room, whether its norms are direct or indirect, hierarchical or flat.
“Anna has been an integral part of our team at Labster for 3.5 years. Her genuine passion for people and their development, coaching skills, emotional intelligence, and ability to navigate diverse cultural backgrounds have made her a respected leader and trusted mentor.”
Shawn Boom, CEO, Labster
Has trained and coached people atLabster · KAYAK · momondo · Apple · Bevar UkraineIndividual clients fromUniCredit · ECCO · InPost · Bang & Olufsen · Mærsk
What clients say
“Every employee deserves a leader who has had this kind of support.”
What really amazed me was the gentle, insightful way she guided me. The situations that used to make me stressed or anxious no longer had the same effect on me. Every employee deserves a leader who has had this kind of support.
“After a session with Migena, you know exactly what you want and what needs to be done to get there.”
Migena is an excellent coach. She has a unique combination of calmness, warmth and being grounded. She gives her full attention and keeps the focus on where it should be, on the client. You will feel seen and heard.
Frequently asked questions
Before you plan
Not sure which format fits your organisation? Tell us about your managers and what you're going through at hello@migenagjerazi.com. We'll tell you honestly what we think would work.
Where do you run the programme?
At your office, or online if your managers are spread across locations. If you'd rather take them off-site, we can run it at another venue instead.
Can we choose the dates?
Yes. You suggest the dates that work for your managers, and we plan around them.
Does it have to be two full days?
No. You can choose two consecutive days, two days one to two weeks apart, or shorter sessions tailored to your managers. The content follows the same order either way: Connection and Clarity first, then Strategy and Commitment.
How many managers per group?
6 to 12. That's small enough for everyone to practise and get feedback. If you have more managers, we run several groups.
How much time does it take from HR?
A discovery call with us, and sending a short survey to the managers taking part. We turn their answers into the practice cases and handle the rest.
What happens after the programme?
Managers repeat the self-reflection and answer a post-programme survey, so you can compare before and after. Six weeks later, the group meets again online to share what they've tried and keep the new habits going.
Do you adapt to Nordic workplace culture?
Yes. We both built our careers in Denmark as internationals, so we know how flat hierarchies, consensus and indirect feedback play out in practice. And because we work with your own cases, the practice reflects how your teams actually work.
Can you use our own cases?
Yes, and we recommend it. Before the programme we talk with you about the situations your managers are dealing with, and build the practice around them.
What do participants share, and what stays private?
Managers choose what they bring. What is shared in the room stays in the room. We agree with you before the programme what, if anything, we report back to the organisation.
Is this only for managers?
The practice is built around management situations, but it also works for team leads, project leads and anyone who leads people without the manager title.
Will managers have to talk about feelings?
We're not asking anyone to perform their emotions or have a therapy session. Managers learn to acknowledge what's there and move with it, which helps the other person think clearly again.
How is it priced?
Per group, with one price whichever format you choose. Tell us what you have in mind and we'll send you a proposal.
What language is the programme taught in?
English.
Ready to bring this to your managers?
Let's plan it together.
Tell us about your managers and what your organisation is going through. We'll suggest a format, dates and the cases to work with, and send you a proposal.
1Discovery call with HR
2Survey and self-reflection for managers
3The programme, in the format you choose
4Virtual follow-up six weeks later
Email us
hello@migenagjerazi.com