Communication
Improvement in effective communication
THE RECORD
EXAMINE THE WORK.
Judge the evidence.
Named organisations, company-reported outcomes and client perspectives. A clear view of the work and how it was assessed.
Request a briefing01 / COMPANY-REPORTED OUTCOMES
Performance
Improvement in performance
Leadership
Improvement in leadership capability
Company-reported figures from participant surveys and interviews across multiple organisations. Not a guarantee for any single engagement. The aggregate figures are not individual results attributed to each named client.
02 / SELECTED ENGAGEMENTS
THE WORK.
And who it was for.
Financial services · United States
Guild Mortgage
CLIENT ENGAGEMENT AT SCALE
A programme for hundreds of Guild Mortgage brokers in the United States, focused on client engagement, communication and performance.
Education · New Zealand
Ministry of Education
National leadership programmes
National leadership development programmes for New Zealand schools, building leadership and communication capability at scale.
Local government
Hastings District Council
CIVIC LEADERSHIP AND GOVERNANCE
Brought leaders from across the district together to strengthen governance, collaboration and resilience.
Community
The Stella Trust
Nationwide resilience workshops
Workshops bringing government, business and community representatives together to address drug-related challenges in New Zealand.
Healthcare
District Health Board
Leadership and cultural change
Worked on leadership and organisational culture to support governance and healthcare delivery.
Organisational development
Aukaha
Capability and cultural awareness
Leadership, communication and performance training that included cultural awareness.
03 / IN THEIR WORDS
IN THEIR WORDS
“It turns ideas into action.”
Troy FlavellFormer New Zealand All Black
1 / 2
Further published client perspectives
This has been more impactful than anything I’ve experienced.
Rachael describes breakthroughs through generative inquiry that changed how she coaches leaders and teams.
Rachael LeeDevelopment Consultant
The shifts have been essential for my leadership.
Gemma describes leading large teams with greater confidence, firmer boundaries and stronger communication.
Gemma PeacockOperations Manager
All schools need this work.
Trish describes developing leadership in others, with improvements in staff performance and community trust.
Trish HarongaAssistant Principal
His Trainings Match my own
Marci ShimoffNew York Times #1 best selling author
He is a great teacher.
Brendon BurchardNew York Times #1 best selling author
The most powerful and intense week I’ve had.
John SmithFormer SAS Soldier
It's Leading, Thats It
Nathan FletcherFranchise business owner and MMA fighter
A voice in leadership.
Brandon BaysInternational author and speaker
04 / HOW THE FINDINGS WERE ASSESSED
3months
Follow-up in two published studies.
How the results were assessed
O’Brien Industries’ published studies describe participant surveys, interviews and follow-up work. Two reports revisit participants three months after training.
These are company-reported findings based on participant feedback and work across organisations. Read the published studies for context.
Read the published studiesO’Brien’s published study revisited a cross-section of participants from multiple industries three months after training to assess workplace application and longer-term change.
The challenge
- Difficulty speaking up and communicating effectively.
- Low confidence and self-belief.
- Procrastination and poor time management.
- Resistance to change and negative workplace influences.
The response
- Leadership development tied to real situations.
- Review and engagement across organisational levels.
- Workshops, coaching, in-person and online delivery.
- Continued review of actions and implementation.
Reported outcomes
- Greater ability to influence and inspire.
- Clearer communication and more decisive leadership.
- Improved confidence, productivity and efficiency.
Research, interviews and professional discussions examined why existing development programmes were not translating into everyday organisational performance.
The challenge
- Leadership development prioritised without effective programmes.
- Content-heavy training with limited practical application.
- A narrow focus on senior leadership.
- Trend-led programmes and limited access to in-person-only delivery.
The response
- Connect learning content to workplace application.
- Engage people across the organisation.
- Use in-person, online and hybrid formats.
- Review implementation and progress over time.
The approach developed
- A practical approach to addressing the gap between training and execution.
- Broader organisational participation and access to development.
A follow-up three months after training examined whether changes in leadership, collaboration and productivity were sustained across industries.
The challenge
- Difficulty influencing decisions.
- Limited confidence in leadership roles.
- Poor prioritisation and time management.
The response
- Revisit participants’ progress after workplace application.
- Assess communication, leadership presence and delivery against priorities.
Reported outcomes
- More consistent and confident leadership presence.
- Clearer communication supporting collaboration.
- Sustained productivity and stronger delivery against targets.