Self
How do you prefer to contribute?
Individual reflection on preparation, decisions and contribution.
Consulting with David Foggin
What helps people do their best work together?
You may be developing leaders, bringing a team together or changing how your organisation works. What do the people involved need, and how will you know what is helping?
Leadership · Teams · Hybrid working · Culture · Sales
We do our best work when we can
play to our preferences
The starting point
How people prefer to relate, think, decide and get things done can open useful conversations about the way work happens.
Four levels of working together
From yourself to
the organisation.
An engagement may focus on one relationship or span several levels. We start with the work you want to address.
Interpersonal
What happens between two people?
Explore how you listen, respond and make room for each other.
Team or group
How does the group work together?
Consider shared responsibilities, decisions and working agreements.
Organisation
How does work connect across the organisation?
Explore patterns across groups, everyday practices and the experience of clients and customers.
The people receiving the work matter at every level: clients, customers, colleagues and others who depend on what you do.
01 / The work
What are you
working towards?
Five areas of consulting, shaped around the people, circumstances and questions in your organisation.
Leadership development
How do your leaders support different people?
A new role, a growing team or a change in responsibility can bring different expectations of a leader. What do your leaders need to understand about themselves and the people they work with?
The work we could do
Explore individual work preferences, examine real leadership situations and practise conversations about feedback, delegation and support. Combine individual coaching with facilitated sessions where useful.
What you take forward
A personal development focus, approaches to try at work and a review of what people notice changing.
myMAP can support individual reflection on how you prefer to prepare, decide and contribute.
Discuss leadership development
Teamwork
What helps this team work well together?
People bring different ways of preparing, contributing and making decisions. Which differences help the work, and where would clearer expectations be useful?
The work we could do
Use individual and team preference maps to explore how people work together. Facilitate a conversation about the team's purpose, decisions, responsibilities and day-to-day working relationships.
What you take forward
Working agreements the team has discussed, practical experiments and a way to review them together.
teamMAP can support a conversation about the team’s approaches to communication and shared work. roleMAP can help clarify the work preferences relevant to a particular role, alongside its responsibilities and required skills.
Discuss teamwork
Hybrid working
How does your team stay connected across locations?
Time together, focused work and access to colleagues can mean different things to different people. What needs to happen in person, and what can work well elsewhere?
The work we could do
Explore preferences alongside roles, customer needs and the realities of the work. Facilitate decisions about meetings, communication, availability and how everyone has an opportunity to contribute.
What you take forward
A team working agreement, a trial period and a review of what works for the people and the organisation.
teamMAP can help people discuss how they prefer to prepare and contribute, alongside the practical needs of working across locations.
Discuss hybrid working
Culture change
What needs to change in how work gets done?
A new strategy, an integration or a different way of serving customers asks something of your culture. Which existing ways of working will support the change, and what else needs attention?
The work we could do
Map working preferences and explore how people experience the organisation today. Compare that with the demands of the change, making room for differences between teams and locations.
What you take forward
A shared account of what the change requires, priorities to address and actions with named owners and review points.
cultureMAP can help explore patterns in work preferences across participating groups, considered alongside everyday working practices and the culture you want to develop.
Discuss culture change
Sales enablement
What helps your salespeople turn learning into practice?
Training provides ideas and techniques. What helps each person use them in conversations with customers, and what support do their managers need to provide?
The work we could do
Explore preparation, listening, questioning and follow-through using work preferences, practice and manager observations. Work on the conversations and situations your salespeople actually encounter.
What you take forward
Individual practice priorities and a coaching approach managers can review alongside your existing sales measures.
roleMAP can support discussion about the preferences relevant to sales responsibilities. Skills, customer needs and evidence from the work also shape the engagement.
Discuss sales enablement02 / Client voices
The experience
behind the work.
Selected testimonials from David’s earlier consulting and Saviio work. Company names and roles are those published at the time.
It was the only company I felt really listened to our business needs, and worked with us to address these through a tailored management development programme.
“Unlike many consultancy firms, there's something very practical and relevant about what they do.”
“David was energised with enthusiasm, and listened to the operational requirements”
Disruption / TBWA
“David enhances our existing Disruption methodology through his insight and expertise by incorporating how company culture is the heart of any brand.”
03 / The approach
What does working
together involve?
We agree the question first. Then we decide what evidence, conversations and practical work will help you address it.
Explore the situation
What are you trying to achieve? Who is involved? We discuss what you already know, what remains uncertain and what would make the engagement useful.
Work with your people
I use Sariio work-preference maps, coaching and facilitated conversations as appropriate. People's experience and the evidence from their work stay part of the discussion.
Try, review and develop
We agree what to try, who will take it forward and when to review it. The aim is to connect the insight with everyday decisions and working practices.
You work directly with me. An engagement may involve individual coaching, a team workshop or a programme over time. I’ll propose the scope, fee and review points after we have discussed what you need.
04 / Your consultant
Hello,
I’m David.
I work with leaders and teams on how people work together and how organisations change.
I founded the culture and change consultancy Disruption in 1991. The business was subsequently acquired by TBWA/Omnicom.
My culture and integration work has included Nestlé UK, Mars Confectionery, the Deutsche Bank and Bankers Trust integration, and work with the executive team at LV=.
I studied organisational leadership at Harvard Business School, with John Kotter as tutor and mentor. I built the first version of the Saviio work-preference instrument in 2007.
Today, I bring that experience together with Sariio to help leaders and teams explore their working practices and decide what to do next.
Talk to me about your organisationWho I work with
Consulting
across sectors.
Most of my clients work in B2B or B2B2C markets.
The consulting is sector-agnostic. We start with the work you want to address, the people involved and what you would like to achieve. An exploratory conversation helps us establish where I can be useful.
Insights
Questions about
people and work.
Explore leadership, working relationships and culture through these articles.
Leadership development
What are work preferences?
How someone prefers to prepare, decide and contribute can open a useful conversation about their work.
Read the article ↗
Hybrid working
What culture are we creating through hybrid working?
Working arrangements need to serve the work, the people doing it and the customers who depend on it.
Read the article ↗
Culture change
How do you change company culture?
Connect the culture you want with the decisions and working practices people experience.
Read the article ↗05 / A conversation to begin
What would you
like to explore?
Tell me a little about your organisation, the people involved and what you would like to work on.
david@sariio.com