Five leaders, a week-long senior leadership offsite, tasked with setting people-and-culture objectives. After more than an hour, they were deadlocked. The tension was visible. Harry could see the problem but not the cause.
He described the situation to Clara mid-session, drawing on the team’s thinking profiles already loaded in the platform. Clara suggested the group was seeing the situation from very different perspectives. Three of the five leaned strongly toward the possible future, energizing each other with vision. One leaned strongly toward the proven past and needed evidence before moving. The fifth, weighing the present, was caught between them with nowhere to land.
“You have three strong Future thinkers trying to fly the plane to 2028. And you have one strong Past thinker who is checking if we have enough fuel and if the runway is paved. You aren't disagreeing on the goal. You are disagreeing on the starting point.”Clara, in the room
Harry shared Clara's framing openly. Naming the collision broke the deadlock immediately — and the quietest person in the room, handed a role that fit how they think, moved from the periphery to the centre.
“Honestly, it was probably one of the most beautiful moments of insight and energy shift I have observed in a workshop/offsite setting like this.”Harry Marshall, Dramatic Difference, Singapore






