We turn leadership behaviour into measurable business indicators. Here's the evidence — with data, with context and with honesty.
"The same behavioural framework, assessment and dynamics that form the core of the NAMI Method today."
Two different teams inside the same organisation. One shared goal: to build autonomous, resilient team cultures under new leadership and in highly critical operating conditions.
1 leader + 9 Project Managers spread across sub-teams. The main pain: no safe spaces to talk, undefined roles, and a manager whose presence created insecurity instead of trust. In 5 sessions the team built its first Team Manifesto, defined real commitments and put words to blockers that had never surfaced.
Initial assessment → 5 sessions → final assessment. Behavioural maturity: 3.4 → 3.6 across every dimension. The biggest gains in Communication (+0.31 points), Commitments (+0.33) and Inclusive Collaboration (+0.58). The team defined 3 concrete behaviours it has applied on its own ever since.
Fragmented communication, meetings without purpose, no safe spaces, and teams that knew what to improve but not how to do it without depending on the manager.
Behavioural maturity assessment + 2-hour sessions with high-friction dynamics: Lean Coffee, The Value of Values, Belbin Roles, The Mudas and a Retrospective with measurable commitments.
A 0.2-point improvement across every Radar dimension. A team manifesto built collectively. Safe spaces installed as a team ritual. A commitment to a weekly self-run coordination meeting.
A leadership team in a highly critical operating environment where command and control stopped leaders acting with agility. Their leader wanted to see them work as one team.
No shared purpose, ineffective communication, low autonomy and initiative. Coordination meetings that ate up time without producing real alignment. Resistance to change and a worn-out team.
Initial and final maturity assessment + 5 sessions + an individual session with the leader. Effective Meetings dynamics with role play on real company cases. Self-leadership and team rituals.
-25% in sync time between leaders. Maturity radar: 3.4 → 3.7 in Culture, Team and Results. Planning and Deliverables rose to 4.0/4.0. The team defined 3 behaviours it now applies on its own.
Heineken's Shared Services Centre had a chronic problem with ambiguous delegation — leaders were managing tasks instead of orchestrating results, creating systemic bottlenecks.
Leaders who didn't delegate because they had no clear framework for doing it. Teams that waited for instructions on every decision. A command-and-control culture that stopped the Services Centre scaling.
The Takumi Delegation Board applied in Dojo sessions. Leaders trained progressive delegation under controlled friction — first in front of their peers, then with their real teams.
+40% in operational autonomy, measured on the Radar. Leaders went from managing tasks to orchestrating results. The chronic bottlenecks disappeared because the team learned to decide without constant approval.
The People team had grown from 3 to 11 in three years. Their team manifesto dated from 2019 and no longer represented them. The challenge: build culture and team habits while still running day-to-day operations.
A team that had grown fast without building a shared culture. Different values, an outdated manifesto, work on autopilot. Nobody felt fully represented by the team's agreements.
Three training cycles: Mindset (constellations, shields, renewed manifesto), Relationships and Trust (meditation, trust exercises) and Ways of Working (user stories, empathy maps, their own Traffic Lights tool).
Team maturity: from a low initial score to an average above 3 points. A renewed manifesto printed in every office. A weekly feedback tool created by the team itself and kept going on their own every Thursday.
Four people coexisting without working as a team: two longer-serving, one just back from maternity leave and two who joined during the pandemic. One month working together. Mistrust, friction and no sense of belonging.
| Session | Main impact measured |
|---|---|
| 1 | Collective awareness of the starting point |
| 2 | Real problems made visible — deeper than expected |
| 3 | First attempt at building common structure; productive frustration |
4Turning point |
Turning point: the team discovers its potential and changes its dynamics — "what a team we are!" |
| 5 | Emotional recharge; the positive bond consolidates |
| 6 | Openness to agile frameworks as a tool they run themselves |
| 7 | Closing with awareness of the road travelled and a wish to keep going |
Four people coexisting without cohesion: conflict avoidance, lack of trust, very different profiles with no integration and a team that didn't recognise its own collective identity.
Lencioni pre/post diagnosis + Belbin Roles training to reframe differences as a strength + Team Alliance + positive feedback dynamics and agile ways of working.
Significant improvement across all 5 dimensions of the Lencioni model. They went from four independent people to a team that self-organises, handles conflict and takes pride in how far it has come.
A technology company with a centralised, hierarchical culture. The HR team was stuck with coordination meetings lasting up to 90 minutes for 7 people, with no clear agreements. The problem wasn't the information — it was how decisions were structured.
Meetings of up to 90 minutes for 7 people with no clear agreements. A hierarchical culture that made transparency hard. The team never voiced its expectations of leadership — unresolved tension piled up.
Motivator diagnosis (Moving Motivators) + Belbin Roles + Lencioni dysfunction analysis + organisational entropy analysis, which opened difficult but necessary conversations with the manager.
Daily from 90 min → 20 min for 7 people. -78% of time spent syncing. A markedly better climate. The entropy analysis unlocked a conversation with the manager the team had been avoiding for months.
An HR team with high interpersonal trust but a dangerous pattern: avoiding difficult conversations precisely because they got on so well. A recurring complaint about onboarding had gone months without turning into action.
High trust between people, but a chronic tendency to avoid difficult conversations. The onboarding process had been acknowledged as a problem for months — and nobody had turned it into a project because "we get on too well to fall out over that".
Lencioni diagnosis (confirmed high trust, revealed conflict avoidance) + building team values and shield + employee journey analysis + turning the complaint into an agile project with user stories and a prioritised backlog.
A months-old complaint turned into an agile project with a real, prioritised backlog. The team learned to build collectively beyond the operational. Final ratings: mostly 5/5 and 4/5. The process is still running.
Two groups that never met each other: Product sales and Service sales. A moment of maximum turbulence — new offices, cultural change, new tools — all at once, remotely and across time zones. El Dojo stepped in to turn two groups into one team.
Two groups operating in silos with no real communication. Simultaneous changes (offices, culture, tools) in a 100% remote context across time zones. Each group sold without knowing what the other did.
Team diagnosis + Values tree and agile mindset + Effective Meetings training + jointly building the commercial value proposition + defining shared quarterly OKRs.
From two groups that didn't talk to a cohesive team with shared OKRs. Effective meetings installed as a key competency. A renewed commercial value proposition with concrete arguments for day-to-day use.
These cases were delivered by El Dojo's founding team using the same behavioural framework, maturity assessment and training dynamics that form the core of the NAMI Method today. El Dojo is the systematisation and evolution of more than 5 years of real practice in world-class organisations.
Get the detailed technical document for each case: team context, real pain, dynamics applied, assessment data and before/after results.
"The best argument for investing in leadership isn't a promise — it's evidence of what already works."
"2 hours. Your real leaders. Your real context. If that session doesn't produce evidence of impact, we ask nothing more of you."
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