Three days on the one constraint nobody schedules around.
Your people can hold about four things in mind at once, and fewer while anything else is happening. Every meeting, every board pack and every plan they make is built on a guess about that number, and the guess is always too high. The self-paced course is free and always will be. What this page sells is the room: three days where the whole team measures itself, rebuilds how it hands work over, and commits in front of each other.
Why the room is worth paying for
Everything taught here is on the free course. What three days buy is the two things a web page cannot: other people's numbers next to yours, and someone in the room when you say what you are going to do.
Everyone measures themselves, together
Day one opens with the whole room running the same memory task, undisturbed and then interrupted. The spread across the table does the teaching — including for the person who was certain they were the exception.
Real documents, real calendars
Nothing is simulated. Participants bring a report they actually send and a week they actually had, and cut both down in the room. The artifacts go back to work on Monday, because they were never exercises.
The claims arrive with their limits attached
"It takes 23 minutes to refocus" has no peer-reviewed source — we checked, and we show your people how we checked. Every figure we use is footnoted with what it actually shows and where it stops, including the ones we refuse to use because they failed replication.
It ends in witnesses, not enthusiasm
The last hour is commitments named out loud, a person assigned to each, and day 14 and day 30 check-ins booked before anyone leaves. This is the part that decides whether any of it survives contact with week two.
Three days
Deconstruct what the day is actually made of, select the few changes that carry most of the weight, then sequence and stake them so they hold. The full timetable — every block, every exercise — is public on the course page.
Mapping the bottleneck
Working memory measured rather than estimated. Sorting one real day into the difficulty that is the work and the difficulty that is the packaging. Putting a price on an interruption, in the room's own currency.
The few things that carry the weight
Compressing a real document to three chunks under peer review. Building and rehearsing the three-minute transition ritual. Agreeing what actually warrants interrupting a colleague, and what does not.
Making it survive
Ninety minutes of protected work on something people are genuinely behind on. Meeting design and the load a leader creates downstream. Then the operating guides, the witnesses, and the dates.
What each person leaves with
Four artifacts, all of them one page or shorter, because a protocol nobody can hold in their head has not understood its own subject.
- Their personal cognitive operating system. One printed page: their measured capacity, the load they removed, the window they are defending, how they hand work over, and their transition ritual.
- A cognitive load rubric. For judging a tool, a meeting or a document by separating the difficulty the task imposes from the difficulty its packaging adds, and counting how many things a reader must hold at once — so "this report is bad" becomes a specific, fixable claim.
- A chunking standard for anything they send. The house rules for board papers and updates, agreed by the team rather than imposed, which is why they get used.
- A thirty-day commitment with a named witness. Three moves, one person who will ask, and two check-ins already in the calendar.
Who it is for — and who it is not
It is for intact teams and leadership groups whose work is mostly judgement, reading and deciding, and who are losing more of it than they can account for. It works best when the people who create the load — the ones who call the meetings and send the papers — are in the room, because most of the fixes are things they do to everyone else.
It is not a time-management course and it will disappoint anyone hoping for one; there is no app, no inbox methodology and no morning routine. It is also a poor fit for a mixed public cohort of strangers: half the value is a team agreeing on rules together, and strangers have nothing to agree about.
And if what you actually need is one sharp session rather than three days, say so — a 90-minute version of day one exists, and we would rather sell you that than the wrong thing.
The evidence base
Unusual for a page like this, and deliberate. Everything in the three days is footnoted, every source below was checked against the paper or the publisher record, and each one is listed with the limit of what it actually shows. If a supplier cannot show you this, ask why. The headline sources are here; the full list of all of them is on the course page, alongside the claims we have decided not to make.
Get the outline and dates
No commitment and no sales call unless you ask for one. Tell us where to send it and we will get you the full picture — then you can decide whether it is worth three days of your team's time.
What is in it
- The full three-day timetable, block by block
- Every exercise, and what each one asks people to produce
- The research it rests on, with the limits of each finding stated
- What we need from you: room, group size, and what people bring
- Pricing, and the shorter formats if three days is too much