Partner; Not facilitator

Position: Performance Partner (Not another facilitator role!)

You won't be delivering off-the-shelf training. You won't be running workshops that exist to "develop skills" or "build capability."

You're being embedded inside a client organisation to catalyse performance by solving the actual problems holding them back.

Your managers won't see you as a trainer. They'll see you as the person who helps them fix what's broken.

You're not there to teach. You're there to make action unavoidable.

This role is NOT for you if:

• If you think success looks like positive feedback scores
• If you measure your work in engagement levels or completion rates
• If you want to be the expert in the room
• If you want to deliver off-the-shelf training
• If you're looking for a 'deliver and disappear' role

We measure success in one thing: did the organisation's problems get solved? What This Role Actually Is

You don't just deliver workshops. You engineer the conditions where solving problems and changing behaviour becomes unavoidable.

You work with managers, not  unlock the expertise already inside the organisation. You make the community the engine that solves the problem.

What You'll Actually Do Shape the Programme Scope

Work alongside client stakeholders and our internal team to interpret Manager Strength Index (MSI) findings into actionable problem areas. Co‑design the Programme Scope that defines what problems need solving, how we’ll solve them, and how we’ll prove it worked. Translate organisational challenges into Prime and Elevate workshop structures.

You're not following a script. You're building the roadmap.

Design Workshop Content in the Client's Language

Build Prime workshops that force clarity on messy organisational problems. Create Elevate sessions that surface execution wins, troubleshoot blockers, and keep momentum alive. Translate 10X principles into client language, client context, client reality.

Your workshops must feel like they were built for them, not "leaders in general."

Deliver Workshops That Create Action, Not Insight

Run Prime and Elevate workshops (virtual or in‑person) that align managers around the problem to be solved. Surface the collective intelligence already in the room. Get managers to commit to action with clarity and ownership. Troubleshoot execution blockers and share wins.

Your job isn't to be the smartest person in the room. It's to unlock the smartest room.

Embed and Enforce Behaviour Change

Workshops are the beginning, not the end. Ensure Personal Execution Plans (PEPs) are completed and actioned via Leaders Lab. Make sure managers receive support at the point they need it during execution. Maintain accountability and cadence between workshops.

You engineer follow‑through. You design the system so action isn't optional.

Work With Stakeholders to Iterate and Improve

Gather and respond to client feedback after every touchpoint. Identify what's working and what's not, fast. Adjust workshop content, execution systems, and support mechanisms in real time. Build evidence of impact for board‑ready reporting.

You're building a high‑impact performance programme, not ticking off session deliveries.

Prove the ROI

10X Managers guarantees managers solve problems, or we keep supporting them until they do. You're accountable for measuring whether the problem moved, tracking behaviour change and execution success, and feeding data back into our impact reporting.

We don't measure learning. We measure movement.

What Makes You Effective Client‑Embedded, Not Client‑Facing

You don't parachute in and out. You become part of the client's performance engine. Managers know your name. Stakeholders trust you to deliver. You understand the organisation's context, language, and constraints deeply enough to design for it.

Engineer Execution, Not Just Engagement

Anyone can run a good workshop. You design the system around the workshop that makes action unavoidable: clear commitments with visible ownership, accountability cadence between touchpoints, execution support at the point of need, peer pressure and community momentum.

Obsessed With the Problem, Not the Process

You don't care if they "loved the session." You care if they solved the problem. If a workshop format isn't working, you change it. If…