Group & team consultancy

Forms of support

Support can take many forms, including:

• Facilitated reflective practice sessions for teams or groups
• Team ‘away days’ designed to be experiential, grounding, and values-based
• Compassionate leadership coaching for management groups or leadership teams
• Staff wellbeing initiatives to help teams reconnect, resource, and reflect
• Consultation on policies, procedures, or service structures – including how meetings are run, how staff support is embedded, and how psychological safety is maintained
• Support in navigating change, conflict, or burnout
• Ongoing consultation spaces for supervision, case discussion, or team development

Formats of support

Formats can include:

• Half-day or full-day sessions (in-person or online)
• Experiential workshops or away days
• Ongoing 90-minute monthly consultation blocks (for teams or leadership groups)

I bring experience of working across NHS services, third-sector organisations, academic groups, and cross-disciplinary collaborations.

My approach is grounded in compassion-focused principles but responsive to the unique needs of each setting.

Compassion-focused away days

Sometimes what a team needs most is space – space to step outside of everyday pressures, to reflect together, and to re-engage with the values that brought them into the work.

My compassion-focused away days are designed to offer safe, creative, and embodied experiences that help teams reconnect with themselves, each other, and their purpose.

These sessions draw on CFT principles, but are adapted to be accessible to both clinical and non-clinical staff. They’re experiential by design – often incorporating team exercises, reflective practices, and group processes – with the aim of building trust, emotional insight, and shared language.

Compassionate team culture

I also work with organisations who want to make compassion a sustained and structural part of how their teams function. This kind of work often unfolds over months or years, and focuses on embedding compassion not just in interpersonal interactions, but in systems, structures, environments, and leadership.

One of the frameworks I often use is based on four core pillars of compassionate team culture:

1. Staff wellbeing and personal practice
2. Team meetings, policies, and procedures
3. The physical and social environment
4. Compassionate leadership training and coaching

Case example (away days)

I was invited to work with a multidisciplinary NHS team undergoing a difficult period of change, where morale was low and relationships were strained. We designed a programme of three 3-hour sessions over three months.

Each session was highly experiential and creative, with a mix of personal reflection, small group work, and whole-team dialogue. The goal wasn’t to “fix” the team, but to create space where they could feel safe, heard, and open to new ways of being together. The process helped re-establish a sense of cohesion and created a springboard for ongoing team development.

Case example (team culture)

Over a two-year period, I worked with the leadership and frontline staff of a Secure Welfare Children’s Home.

We applied the four-pillar framework to support cultural change across the whole service. We ran leadership coaching groups, developed team-based wellbeing initiatives, reviewed meeting structures and behavioural policies, and even considered the physical environment – from lighting and layout to sensory spaces. What made this work effective was the shared commitment across roles: from senior management to residential care staff. The process helped foster a more emotionally safe and connected culture, where compassion could be seen, felt, and practised – not just talked about.