+44 (0)208 987 6060

“Threshold have worked with us to bring about a new leadership culture and have literally changed the lives of countless individuals across Aviva."


Group Organizational Development Director, Aviva Plc


What We Do

Development conversations

Honest Development Conversations focuses on the way we, as leaders, coach our people to fulfil their potential.

Our research with YouGov shows that the majority of employees do not feel confident that their line-manager will work with them to remove obstacles to performance or remove blockers to performance. Similarly, most do not feel that their line-manager discusses objectives with them or the support that they will need to achieve those objectives.

Honest Development Conversations enables your line-managers to have conversations that overcome obstacles and blockages to performance, while boosting confidence and self-belief. These are conversations in which both parties feel listened to, understood and genuinely personally committed to agreed goals and actions.

Our work is based on the techniques of Motivational Interviewing – a methodology derived from clinical psychology that has been shown to be remarkably effective in helping people to bring about personal change.

The workshop covers a range of techniques including:

  • Simulations that allow participants to explore the impact of different styles
  • Understanding the pitfalls that most people fall into and how to avoid them
  • How to achieve absolute clarity and get your message across
  • How to deal with confirmation bias and other distortion mechanisms
  • How to tackle things that need to change but still sustain the relationship
  • How to talk so others will listen
  • How to listen so that others will talks
  • Techniques to appeal to people’s inner motivations


Centrica: Honest Development Conversations

Centrica Case StudyFor Centrica, Honest Development Conversations, has been rolled out across British Gas and Direct Energy in the US. Centrica’s internal evaluation found that prior to the course, on average, managers rated themselves 5.5 out of 10, for their ability to have Honest Development Conversations. This leaped to an average of 7.5 when measured following attendance on the course. Having built the capability of line managers to give feedback the organization sought to take this further by building the ability of line managers to develop their people. Centrica again turned to Threshold.