Forge48, run for a team that already works together. 48 hours in the Slovenian mountains, 3 to 8 of you, spent on the decision or the direction you’ve been circling for months. You walk, you work, and you say the things that don’t get said in a meeting room. You come home with the decision made.
The team hits its numbers. The reviews are fine. And the same question keeps coming back to the same table without being answered, because answering it would cost somebody something.
Teams get very good at reading what the organisation expects. Targets, stakeholders, the mood of the person running the meeting. That part works, and it’s why the results are there. What goes quiet is the other reading: what each person actually thinks about the direction, and whether they believe in what they’re building.
When only one of those is spoken out loud, you get agreement in the room and drag everywhere else.
You take the team somewhere far enough from the office that the usual roles stop working. No meeting room, no slides, no inbox. Walking, mountains, food together, and a long stretch of time pointed at one thing that matters.
The work is real work. You come with a decision to make or a direction to set, and you leave having made it. The walking isn’t a break from that. It’s what makes people say the part they’d otherwise keep to themselves.
I run the 48 hours with you. I ask the questions the team has been avoiding, keep the conversation honest when it gets comfortable, and hold both readings in view: what the market and the organisation are telling you, and what the people in front of me are actually saying.
A conversation with whoever leads the team, then a short one with each person coming. I want to know what the team is circling, what has already been tried, and what people say when they’re not in the room together.
Out of that we set the one thing the 48 hours are for.
Hiking, working sessions outdoors and meals together, over 48 hours in the Slovenian mountains. The physical effort is part of the design, not a reward at the end of it.
The work moves in the same loop my clients run on their own lives: where are we heading, what did we just learn, what story are we telling about it, and what do we do next.
You leave with the decision written down and the first moves dated and owned.
About a month later, we meet for a 4-hour integration session to see what moved and what needs another push.
The team also leaves able to run the same conversation without me. That’s the part that shows up in the next hard meeting.
Big enough for the real range of views in the team, small enough that nobody gets to sit quietly at the back.
In the Slovenian mountains, on dates that suit your calendar. Mountain lodging, walking, and food together.
The route and the working sessions are built around the decision your team is there to make.
Investment depends on the size of the team, the location and how much shaping it needs. We work it out in the first conversation.
If what you want is a pleasant day out with an activity in it, this will feel like hard work, because it is. If the person leading the team wants the group to arrive at an answer that’s already been chosen, two days in the mountains will expose that rather than hide it.
And if the thing that’s stuck is one person rather than the team, say so in the first conversation. The 6-month 1:1 coaching is usually the better way at that.
3 to 8. Larger than that and the conversation stops being honest. Smaller and you lose the range of readings that makes it useful.
No. There are no games and nothing is staged. The team works on a real decision for two days, and the walking and the coaching are there to make that work honest.
You need to be able to walk for a few hours on a marked trail. The route is set to the group, and nobody is left behind to prove a point.
In the Slovenian mountains, on dates that fit your calendar. If your team is somewhere else, we talk about what that would take.
The decision or the direction you came to work on, made rather than deferred, and a shared way of saying what each person is reading. Both of those travel home.
That is the usual starting point, and it is part of what the two days work on. Distance from the office, a long walk and a few direct questions move it further than a meeting ever does. It needs the person leading the team to want the honest version.
It depends on the size of the team, the location and how much shaping it needs. We work it out in the first conversation.
A free 30-minute conversation with whoever leads the team. We look at what the team is circling and whether 48 hours is the right way at it.