Grab & Grow

Your 5’ learning site for developing excellent leadership skills

On the following pages you can find plenty of tools, how-to’s, ideas and methods to become a compassionate leader who creates engagement and entrepreneurship and who leads people and teams in these rapidly changing times.

Use the tabs below to get a preview of what you get per topic. To get access to, and consult all materials, become a member today for just a small investment of $49 per year*. (Please inform about our special offer for companies. You can contact us here)

As a member you can also book live online consulting time on how to apply the different tools and practices.

Engagement & Entrepreneurship
Tool cards with all kind of initiatives, practices, big and small, to shape ownership, entrepreneurship and innovation.

Leading Change
Tool cards with all kind of possibilities, practices and tools to be an active change agent leading people through change towards success.

Influencing Skills
Tool cards with different kinds of ways to influence the behavior of others.

Short “How to” movies
Movies on different core leadership skills.

*After a year you’ll receive a message with an option to renew your membership when you log in to your account.


See what you get


  • Tool-cards to create engagement and ownership

    The cards on this page are organized according to our wheel of entrepreneurship and innovation which is based on the 3 core elements that create intrinsic motivation: Purpose, Autonomy and Mastership. To create intrinsic motivation, there is need to:


    – Free people

    – Develop People

    – Connect People

    Free People

    • Bottom-up improvement of practices and processes
    • Looking for ways to bring new life and energy to your meetings?
    • Redesign your meetings: lean meetings
    • Efficient and effective meetings and decision-making
    • Successful delegation: delegating authority and tasks and the process of effective delegation
    • Agile project management: the rugby team approach to getting the ball across the line
    • External facilitation or coaching
    • Regular governance meetings (with the option of allowing them to develop into role markets)
    • Delegate decision-making power through the use of the advice process
    • Create a role market
    • Reflective silence
    • Open up meetings to everyone
    • Leave egos at the door: who is going to ring the bells today?
    • Get rid of status markers
    • What does it cost OR what is the right thing to do? A shift from winning to purpose
    • Add value to the performance management cycle: inquire and celebrate
    • Speak subjectively in “I” mode = effective feedback

    Connect People

    • Do whatever you want with whomever you want!
    • Plan B: create support for solutions
    • Energetic sharing and exploring
    • Addressing confusion and stagnation in groups
    • Diving into the undercurrent, the missing conversation, shooting arrows
    • Unleash group potential through generative dialogue (dialogue that creates new perspectives)
    • Inclusive decision-making
    • Regular 15 minute tactical/operational discussions with own team or cross-functional team
    • Meetings with an open agenda: open space method
    • Open large group meeting: appreciative inquiry method
    • Maximum transparency (not only presenting but also discussing and exchanging crucial information)
    • Demand ownership in conflict resolution
    • Bring dogs, children and more to work
    • Collective reflection meetings
    • Storytelling
    • Praise and thanks
    • The importance of physical environment
    • Give the company’s purpose a chair in your meetings
    • Your key role: shape culture (cultural web)
    • Shape the right climate

    Develop People

    • Solution-driven interaction
    • Peer group coaching or co-development
    • One-on-one coaching with GROW
    • Appreciative inquiry: solving problems by looking at what is going right
    • Debate to sharpen perspectives and get ideas
    • Make sure that every meeting has a facilitator (ideally a rotated facilitator)
    • Stakeholder mapping
    • Personal mission statements or personal commercial statements
    • Introduce the concept of total responsibility
    • Involve team members in new hires
    • Performance management on a team level or in small groups
    • Values day or values meeting
    • Peer coaching or training
    • A necessary training package
    • Train everyone in (some) frontline skills (and rotate)
    • Invest in a strong on-boarding and/or mentorship process
    • Let co-workers and teams organize their own development
    • Invite the customer in
    • Plan A: create ownership by moving from facts to the co-creation of solutions (management funnel)

  • Tool cards for shaping and leading change

    The cards on this page are categorized according to the four step model of change. It states that to lead people on an emotional and psychological level through change in such a way that it will be successful you have to:

    Prepare or plan the change

    Create Awareness

    Stimulate Interest

    Facilitate Trial

    Ensure Adoption

    • Using the informal circuit to launch ideas and messages or to gather information.
    • Participative workshop to shape the(and/or what) of the change
    • A personal conversation to list concerns and to find solutions for them
    • Informal contact/conversation to get someone on board
    • Participative workshop to shape the HOW of the change.
    • A presentation of the why and the how of the change
    • A grooming session after a presentation/workshop/training
    • A participative workshop to list concerns and to find solutions for them.
    • Posters, folders, mood boards in the office
    • Tagging: launching meaningful buzzwords
    • A train-the-trainer session
    • Making a mood board + discussion
    • Using a storyboard to communicate the change or elements of it
    • A big meeting (fifty to sixty people) to allow to alternate between presenting and discussing immediate topics.
    • Open space conference guided by external facilitators
    • Making information about progress very visual and noticeable
    • Making a force field analysis (rational + intuitive/emotional version)
    • Sharing good examples
    • Inform people who will suffer a big loss due to the change on time/beforehand.
    • Formal training knowledge and/or skills
    • Intervision groups
    • Management games
    • Using the management funnel
    • A participative workshop to find solutions on a tactical and operational level
    • A presentation on how the change has to be translated into new behaviour and approaches
    • Workshop on changing attitudes and values
    • Mood films and/or music in different settings
    • Filming during different interventions and making a compilation
    • Making a timeline

    • Walk-in consultation
    • (bi) Weekly newspapers
    • The picking of low-hanging fruit
    • Use the intranet
    • Use social media
    • Breakfast meetings and/or “on our way home”
    • Co-workers event
    • Thematic groups to help find solutions
    • Individual coaching
    • Team coaching
    • Celebrate milestones and success
    • Benchmarking
    • Reward wanted behaviours/attitudes/skills/knowledge
    • Create new heroes and stories
    • Launch a metaphor
    • Set up a project structure to implement solutions
    • Regularly review the change fieldby using the bell curve
    • Training change management
    • Re-design communication flow
    • Redesign meeting structure
    • Redesign processes
    • Re-design organisational structure
    • Redesign systems and their output
    • Refocus on what is being measured (and valued) within the company
    • Regular contact with key stakeholders and change sponsors
    • Make a risk analysis
    • Write a change plan as a key document that guides you throughout the phases.
    • Collect feedback proactively

  • Tool cards to influence the behaviour of others

    Based on the principle of action and reaction (Leary’s Rose) you find in this section all kinds of behaviour you can show or use to influence the behaviours of others. However none of these are techniques or tricks to manipulate people but they are conscious ways of communicating relevant for different moment in a meeting or conversation.

    Below our version of Leary’s Rose

    Key are the laws that predict which behaviour yours will trigger:

    The more you become active/dominant the more other people will become passive/submissive and vice versa

    The more you defend your own interest the more other people will do the same and

    The more you work together the more others will do the same

    On each card you find:

    • a description of the behaviour
    • some examples
    • a visual representation of what the effect of this behaviour will be on others (will it activate, deactivate, pull to the I or the We-side)
    • some explanation on the effect of the behaviour according to Leary’s Rose
    • Some explanation on the effect according to the SCARF principle: people will be motivated and connected when you respect their status, autonomy, relatedness and sense of fairness


  • How to guide people through change?

    By making this trip you learn how to guide people through a major change.

    How to create engaging companies?

    Inspirational movie on companies that create loads of ownership and engagement.

    How to define an engaging goal?

    How to be a leader that creates ownership and engagement?

    Presenting a simple tool to make sure that people feel ownership and engagement

    Approach to leadership development

    How to develop leadership, our flagship programs