The knowledge companion and the fillable PDF. Included with every matching course. Sold separately if you want the files on their own.
The booklet is the knowledge companion: frameworks, tables, the quick reference you keep after the course. The workbook is the fillable PDF. You put one real situation of your own through the steps. Buy either one, or both together at the pair price.
Behavior at work is not a personality verdict. The HBWE equation, the order you read it in, the ENRICH foundation, seven scenarios and a worksheet you can copy.
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Most managers label someone difficult and then coach the label. This participant booklet walks the diagnosis the other way: what the relationship already decided, where counterproductive behavior actually comes from, and which of the 3 C's (coaching, counseling, corrective action) fits the facts in front of you....
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Who is ready for which work, how to teach the rest, and what every shortcut costs you. Six sections (plus an optional ENRICH module) built to sit on your desk after the course ends.
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The participant booklet for the course taught from How Do I Get My Boss To...? Seventeen Keys on leading up: how a boss reads you, what you keep in the dated record, and the words that make each Key work on a Tuesday.
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What you say, what you hold back, and what others see that you do not. The knowledge companion to the course: the Johari Window, the faux feeling decoder, feedback and disclosure, explained in full.
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Become a response-able team member. This booklet covers Transactional Analysis at work: the three ego states, how transactions and triggers escalate, assertive communication, and seven practices for effective confrontation.
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A book of corrections, not confessions. It starts where watching yourself runs out: the hire, rating or raise that leaned while nothing in you objected. Seven sections, each ending on a change you can build into work you already do.
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A standalone reference for the DKA course on workplace microaggression. Written for participants, and useful if you never took the class: for the person who caused harm, the person who absorbed it, the witness, and the manager who wants to do better.
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For managers of every background who lead people unlike them somewhere. Seven sections on reading a person accurately, growing them without asking them to become somebody else, and learning what would take them while there is still time to act.
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The knowledge companion to Part One of the emotional intelligence course: every framework, case and tool explained in full, so it still works a year from now.
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A standalone reference on the hardest thirty minutes of the week. It replaces folklore (the sandwich, soft opens, praise ratios applied at the wrong moment) with a small set of principles, two delivery models, and a vocabulary for the conversation.
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Seven sections, plus an optional ENRICH module. What changes the day you take the chair: from doing the work to leading it, what you stand on, setting direction from the middle, leading across, the team you inherit, and handing work off on paper.
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For the manager between a decision made upstairs and a team that has to live it. Six sections on the date and the distance, what a change takes, how you tell it, the first ten minutes, when the change is AI, and the ones who stay.
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The ENRICH Outsider's career manual, Part One. Nine Keys on leading up while standing out, every framework drawn, with the scripts and the receipts practice read across all six dimensions of ENRICH.
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Part Two of Leading Up While Standing Out: the record, the voice and the access, Key by Key, with every framework drawn and every dimension of ENRICH in play.
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Where a change shows before the memo, which part of your job it reaches first, and who hears it before you do. Four sections, plus an optional ENRICH module on why the corner is not the same height for everyone.
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The knowledge companion to the course: the ten practices, the three stages, the listening deposit and the latent channel, explained in full.
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For anyone with a word in their file that no longer describes them, or never did. First you find the word. Then you get it out: what to say when it is read to you, what to write afterward, and the dated record that answers it.
How to get a yes that does not cost you later: the fake yes, whose concession is expected, interests vs positions, and what to do when the number is locked or two of yours cannot work together.
First, how the decision is made: who gets the role, who gets the favor, the audition nobody announces, and the person who carries your name. Then what you do around it: too valuable to move, promoted into trouble, and after the no.
Eight sections on leading people who do not report to you: peers, other departments, project teams, a second boss, the people above you both, and the departments that wait on your work. Each part names the line it works across so you can go straight to the pages you need that week.
For people who are good at the work and keep being surprised by what happens around it. Eight readings across two sittings: who decides, who gets heard, how a complaint travels, who moves together, which doors other people hold, and how you are read before you say a word.
For anyone who reports to someone. Eight verbs: read the request, catch the yes, route the no, narrow it, carry it up in order, sort the work, say the unsaid yes, and decide when a no is no longer the answer.
For anyone who has asked "should I leave?" for longer than they meant to. First, the decision: deciding vs drifting, who else is in it, terms for staying, and growing without leaving. Then the next seat: who sat there before, what happened to people like you, and the calls the interview cannot make.
The programs were diversity. The practice was always inclusion. After the word got banned, the work did not: who gets heard, who gets credited, and what you do in the room when the policy language is gone.
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Presence is a read. Work what you choose: how you enter, how you hold the room, and what the room decides about you before the first sentence lands.
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Work both sides of every break: why your message lands wrong, why theirs does, and how to repair a sound break without rewriting the whole sentence.
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