Coaching, meet neuroscience.

Our coaching programs are guided by the story of the human brain. The result is a methodology grounded in science that’s easy for everyone to understand.

Looking Backwards

During the last 10,000 years alone, the human brain has developed systems for complex thinking. Still, input to the brain is still processed from the bottom up. In other words, the primitive brain reacts to incoming information before the thinking brain can analyze it.

The channel to our best thinking is narrow when we are in states of frustration, anxiety, fear, and alarm. To gain access to our best thinking and our highest operating I.Q. requires managing stress and emotion effectively.

Innovation, reflection, analysis, and higher-level thinking are dependent on being able to achieve a calm, present state. The challenge is that the modern workplace is busy, noisy, urgent, reactive, and individuals hop from meeting to meeting without time to regulate and think.


A sequence for success.

Our performance coaching programs combine essential knowledge about the brain with the sequential structure of the Green Zone Sequence to create lasting change among leaders and their teams.


1. Regulate

Research in the field of neuroscience demonstrates a link between stress and performance. Not enough stress leads to boredom and distraction. Too much stress leads to reactive behavior and diminished critical thinking capability. The right amount of stress keeps us present and alert.


Our programs leverage three types of targeted regulation techniques:



Techniques that change physiology to signal safety to the brain.


Techniques that change the way we think about stress.



Techniques for engaging positively with others to reduce stress.


Regulation isn’t only about what we do as individuals.

Our stress magnifies stress in others; our calm makes others calm. We must learn to recognize when our emotions affect other people and coordinate with them to maintain a regulated work environment.



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2. Relate

Relating to others in an adaptive and human way is essential for wellbeing and productivity.

Building on a strong foundation of emotional regulation skills, our core coaching tools help clients increase connectedness with team members and customers. Here are just a few of them.


positive touchpoints

A system for visualizing our positive interactions with people on a daily basis to increase the range and strength of our connectedness with others.

3-Minute conversations

Guided conversations designed to create clarity, trust, and co-regulation between people through repetition.


An app-guided process designed to produce insights into our interactions with other people through targeted introspection and reflection.

High Impact R+

A platform for developing personal accountability through positive reinforcement and guided self-reflection.

These tools are never implemented individually. Rather, they work best in coordination with one another. The case study below provides a good example of the way the tools can be combined and tailored to address a particular situation and set of problems.


Case Study

“Accelerating Influence”

Steven directs a call center with 600 employees. When he arrived, the center had just participated in a culture survey that measured employee engagement.

The survey results were well below the company’s average.

Steven and his partner in HR developed a plan to enhance influencing skills to create positive change. They experienced incremental change over the course of the first few months. The improvements were slow and steady, and Steven believed they were a solid foundation for change that he and his team could maintain.

And then something happened. Steven and his team saw an acceleration. This acceleration led to improvement in culture indicators, productivity measures (4 months in a row), customer service (achieved a rank of number 2 in customer service across the entire company), and quality (achieved a rank of number 1 in their region).

How did they do it?

Steven and his team of leaders made commitments to use influence skills. Each leader (the director, the 6 managers, and the 30 supervisors) agreed to hold five 3-minute conversations each day. These conversations focused on what was working to provide positive reinforcement to the agents. The conversations were designed to be held on any level and across reporting relationships.

The managers and director agreed to be on the floor at least 30 minutes per day. They wanted the supervisors on the floor for longer periods of time coaching, developing, and influencing the agents in positive ways. They wanted supervisors to help. Real-time coaching was put in place as an all-hands-on-deck period of time when all leaders (director, managers, supervisors) were out on the floor for a 60- to 90-minute period one time each week. The goal was for coaches to demonstrate mostly positive coaching during this time period. This also provided time for managers and the director to see the coaching in action.

These leaders also agreed to share their best examples each week in a structured group reflection session. Each group of managers would meet with their team of supervisors, who shared what they were trying to accomplish, what happened during the conversation, and what they did to have a helpful interaction.