Workshops
2.5 to 3 hours
10 to 20 participants
Dutch or English
Thirteen topics
At your location or off site
TRUSTED BY
Why knowing something doesn’t change behaviour
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Is this right for your team?
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Choose a topic
MOST BOOKED
Sleep & energy
Why seven hours of sleep doesn’t always mean rested. Including a personal sleep action plan.
MOST BOOKED
Stress & resilience
Sleep on 24-hour shifts
Sleeping ahead, short sleep during the shift and recovery afterwards: a workable shift protocol for people running long duties.
Sleep on standby and on-call duty
The phone doesn’t have to ring to disturb your sleep. Switching off while staying reachable.
Movement & recovery
Nutrition & energy
Decision-making under pressure
Mental resilience
PTSD & psychological load after incidents
Motivation & behaviour change
Productivity & focus
Neuroscience for leadership
The brain & AI
NO OBLIGATION
Not sure which topic fits?
What others say
“Thanks to your workshops and keynotes, I see people suddenly grasp how it works. They understand their own vitality and that of their colleagues better, and take responsibility themselves for improving it. A culture change has taken hold in which situations that affect vitality, such as nutrition and rotating shifts, have become open to discussion.”
How a workshop is tailored
A lot moves. The science underneath does not.
Why organisations work with Leo
/01
Science without the noise
/02
Insight that sticks
/03
Activation through rhythm
/04
Usable straight away
From insight to lasting change
How to book a workshop
/01
Get in touch
/02
The call
/03
Proposal
/04
Preparation
Ready to start?
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Practical: what you want to know before you book
Does a workshop stand on its own, or does there need to be a keynote first?
A workshop works on its own. If there has been a keynote earlier, the workshop picks up directly from it and the first part can be shorter, because the group already knows the basics. Both orders happen. Several workshops can be combined into a programme.
What does a session look like?
Three parts, with a break in between. First, understanding what happens in the brain under load. Then mapping your own pattern: your own week, your own shifts, your own nights. After that, practising and making agreements that fit the roster you actually have. Work happens in small groups and together, and nobody has to share anything personal if they don’t want to.
Our team is bigger than twenty. What then?
Then it is split into several sessions, usually on the same day or in the same week. That often works better than one large group, because the make-up can differ per session: one session for the crew, one for the managers. With larger numbers, a keynote as a shared opening followed by workshops per team is the usual set-up.
Our team works in shifts and can never be off at the same time. Is that a problem?
No, and in the sectors where this is asked for most it is the rule rather than the exception. Sessions are then scheduled per crew, often straight after a shift change or during a planned training day. It takes more coordination up front, and it makes for a better session, because people are in the room with their own crew.
Can managers take part?
They can, and it is a choice to make deliberately. With the manager in the room, the conversation shifts away from workload and towards sleep habits. Without them, they miss exactly the conversation they should hear. The most common solution is two sessions: one with the team, and one with the managers about what came up, without names.
Do participants have to prepare anything?
No. Anyone who wants to can track their sleep or energy for a week beforehand, which makes the session more concrete, but it is not a requirement. Nothing is asked of people at home.
What if someone in the group is struggling?
That happens, certainly with the topics around stress and serious incidents. The session is therefore set up so that nobody has to share anything personal with the group. If the facilitator notices someone is stuck, that conversation happens afterwards, and the person is pointed to the route open to them inside their own organisation, such as the occupational health doctor or the peer support team. Nothing is reported back about individual participants. Patterns that stand out across several sessions are. A workshop is not treatment and does not want to be.
What do we need to arrange ourselves?
A room where the group can move and talk, and a slot in the diary where people can actually be present. Nothing else is needed.
How do we make it stick after the workshop?
One workshop produces agreements a team can keep up on its own, and for many teams that is enough. If you want more, the next step is a programme with recurring sessions, and after that the vitality coach training, which certifies your own people. Veiligheidsregio Utrecht has walked that whole road.
What determines the price of a workshop?
There is no price list on the site, because requests differ too much. What weighs in: the number of sessions, travel time, how much preparation the topic takes, and whether a separate session with managers is attached. A team of fifty therefore costs more than a team of fifteen, simply because it is more sessions. You get a proposal with a clear figure before anything is agreed.