TCO International


We have taken steps towards the post-Covid era by establishing partnerships with like-minded institutions.

With 50 years experience in the business, ISTUD Business School specializes in #leadershiptraining and research.

Following a year of major changes and disruption, stimulating #newconnections, perspectives & options has become ever more relevant.

TCO International does this also through setting up key partnerships.

Stay tuned to see what is to come! #humanresources #learninganddevelopment #ceo #teamdevelopment #collaborativework #postcovid19 #newwayofworking



Yesterday afternoon we partnered with HSBC for our second collaboration web workshop on the theme of growing talent across global boundaries.

We looked at 4 individual challenges brought to the group by a young talent, a head of alliances, a QHSE director and talent manager.

We used our ‘solidarity process’ which puts the challenge owners with 5 challenge helpers in virtual rooms to work systematically through 5 carefully crafted stages.

The session got the best out of a diverse group. Important insights were gained by the challenge owners in just 35 minutes of conversation with complete strangers.

Trust was built, owners felt understood and helped; helpers felt they had genuinely been useful and well, helpful… (never under-estimate people’s desire to be helpful).

Want to know how to build trust, rethink solutions to big challenges, and use the power of diversity? Message us to experience this in YOUR organization.

Thank you to all the participants and organisers involved! Loredana Ablondi Nick Allen Fabiola Felici Ervin Metko Marion Kaehlke Seiji Nakano Nicola Tornaletti Kasia Lanucha Ian Balfour Kim Ludwig Jack Middleton Louise Tredennick #teamleader #hrmanager #leadershipdevelopment #newwayofworking #collectiveintelligence

Follow the discussion on Linkedin:


#TCOreacts to Covid-19 disruption

As the world moves towards a period of lockdown and working from home increases exponentially….let’s learn… to stay connected #TCOreacts

Take action now, optimise and get results with remote learning, connecting and working.

TCO international offers a series of virtual alternatives to traditional f2f events and development paths. We have been gearing up for this for years and have a consolidated experience in:

✨ Remote leadership development

✨ Action learning at a distance

✨ Peer consultation processes to help each other at a distance with pressing challenges

✨ Remote virtual coaching

✨ Remote executive coaching and remote team coaching

✨Facilitated virtual meetings and events

✨ Development of virtual communication etiquette and guidelines

✨ Virtual workshops on managing communication across distance and diversity

If you wish to book a consultation to implement your virtual path today, email us at


BREAKING NEWS: TCO Mentoring Camp is awarded CCE units

Fresh news of last night from the International Coaching Federation: our Mentoring Camp has been granted 36 Units in Continuing Coach Education (CEE)! This is a great great achievement and confirmation of the quality of our professionalization path!

On 28 November 2019 TCO officially ended its first INTERNATIONAL MENTORING CAMP with a very small team of affiliated TCO certified coaches from different countries!

Our first internal professionalisation path officially recognised by the International Coaching Federation (ICF) started back in February in our Turin office and continued throughout self-study tasks and a series of 1.5 hour virtual training calls. 10 months later, we are proud to celebrate what our commitment to self-development and to quality in coaching looks like.. AND TO PREPARE FOR EDITION 2!

For more information, please click here:


TCO’s first mentoring camp


This high-quality event organised by TCO’s COACHING PRACTICE is aimed at our affiliated coaches who want to:

  • learn and practice the new PCC markers
  • be awarded CCEUs or Group Mentor Coaching Hours
  • work with the Master Coach, Registered Mentor Coach and member of a selected group of ICF-nominated Assessors of Coaches Giuseppe Totino
  • learn together with a selected group of international coaches

The CAMP is the first of a series of development initiatives aimed at professionalising the TCO COACHING PRACTICE by working alongside with our global network to develop our skills as coaches, create a body of excellence and guarantee high-quality coaching to our clients… all this while never forgetting that ‘who we are is how we coach’!

Click here for the flyer of the event.

Check out the short video below taken from a teaser session of the Camp and…keep an eye on our website and LinkedIn for more news on the Mentoring Camp and on our 2019 initiatives!


20 ways I fail to ‘think together’ with others; 20 reminders for productive dialogue in meetings – FREE prompt cards

Are you left with the feeling that there was always more which could have been achieved when we gather together with others – in brainstorming, decision-making or problem-solving meetings? We are told that increased diversity should release the creative potential of multiple perspectives. Yet our day-to-day interactions seem to prove the opposite: we observe and (yes, let’s admit it) contribute to the ignoring of deeper human needs, low levels of exploratory inquiry, the unloading of pre-recorded thinking, the prevalence of judgement and the consistent undervaluing of quiet or divergent voices.

Below are 20 things I do or fail to do in meetings with colleagues and which reduces the potential of our collective intelligence. I have attempted to remind myself of what is needed to ‘think together’ – and so went back to William Isaacs and his book Dialogue: The Art of Thinking Together. These reminders are especially important when the pressure is on to get things done quickly to respond to the pace of change around us.

  1. I listen with an enthusiastic finger on the trigger. As others are speaking I’m reloading. I look for a space to come in and say what’s on my mind – the things I want to tell the group – but not always what the group needs. I need to take my finger off the trigger more.
  2. I listen selectively. I quickly join the dots between what others have said (or what I want to hear to fit my view of how things should be). When I’ve done this I use this partial picture to defend my views. I need to soften my focus and listen to the whole of what they are saying.
  3. I find listening to views which diverge from my own very hard to do. The opposite perspective and style causes almost a physical allergic reaction in me. I don’t tell them of course. I just wait for views which will later confirm my own. And jump on that bandwagon. I need to listen more to what opposes my view.
  4. When I hear minority challenges to majority thinking I’m saying to myself, “yes, but…”. Especially when it’s late in the day, I’m tired and have a thousand other things to do. Or I say the fashionable “Yes, and…” (but really mean “Yes, but”). I need to make it easier to support challenges to collective thinking more often and earlier in our meetings.
  5. I jump to conclusions – I think I know what people mean (because I’m joining the dots at the speed of sparking neurons). I need to slow down and check what people really meant and their intention.
  6. Because I ‘know’ people, I have some pretty clear assumptions about how they think and what they’ll say. I see mind reading based on our history of collaboration as a necessary efficiency tool. I need to throw away my assumptions and see people ‘fresh’ each time we meet.
  7. I love fixing problems and people (people problems are my nirvana!). So, those with opposite views to me need fixing – and I know what’s best for them and us. I need to respect opposing views without always trying to fix them.
  8. In the search for ‘alignment’, those with divergent views receive a collective withdrawal of breath and a metaphorical rolling of eyes which says ‘do we really have time for this detour?’ I admit to mentally rolling my eyes on a number of occasions. I need to do some deliberate conflict mining and find space in our meetings for those with a different view.
  9. I feel uncomfortable when there are personal conflicts floating around for too long (see 7!).This needs to be fixed! I need to be able to hold the tension of divergent views until we can enquire into them more deeply.
  10. I’m more introverted than extrovert. So I can spend time listening to others (admittedly doing 1, 2, 3 & 4). But when I’m sure of what I’m saying and get invited in I can take up huge slices of airtime as I piece together my chunks of thinking for the benefit of all. I admit I do this more when I’m the boss. I need to avoid serial monologues and say to myself that if I take time I need to make time for the quieter participants with untapped potential value.
  11. I like asking questions in meetings. Questions get people to think…about what I intend to propose. I must admit that I prefer asking others questions to which I know the answer. I need to have the courage to ask questions to which I don’t know the answer.
  12. When I ask those great questions to get others to think I fall into the trap of judging or disguising my statements as ‘questions’. I have been known to ask leading questions like: ‘Don’t you think…?’ I need to ask questions to enquire. That means I must admit I don’t know.
  13. Sometimes we go around the houses in our meetings and at the end everyone feels we have elegantly danced around a magnificent elephant in the room. I need to ask what we are systematically ignoring in our conversations.
  14. I love answers. Closing things down and moving on feels like progress – post-it notes clustered and prioritised on the wall, something on a flipchart, preferably action items, so I can move on to the next priority on my ‘to do’ list (there’s SO much to do).  When we’re exploring something new or difficult, I need to ask more ‘hard’ questions (see above) rather than just being satisfied with giving or getting partial answers.
  15. I am frustrated because in my more introverted moments I’m bursting to share my doubts about what’s been said in the last 20 minutes of the meeting. But what’s the point. They seem to know so much more about this topic than me. No one is inviting me in or expressing alternative views. I need to take responsibility for expressing my views with conviction – my voice needs to be heard.
  16. Sometimes I say something profoundly superficial – just to cover up my embarrassment at not knowing quite what to say. I must say something. We’ve been told that to keep talking is good. In meetings here in the West everyone seems to contribute to filling the minutest crack of silence (except when our colleagues from Finland join us). Yes, some of us need to think before talking, while others talk to think. I mustn’t underestimate the creativity of silence so that we can have a space to think together.
  17. I want to say intelligent things. Be thought of as an insightful contributor deserving of respect. But to do this I find myself in a state of déjà vu saying the same things I said yesterday in other meetings… and last year at that conference…which I said the year before when I met my wife’s friends. I’m contributing to a Groundhog Day loop of repeated, pre-packaged thoughts. One of these days I may even believe they are the ‘truth’. I need to remind myself that true creative thinking is more likely to be inarticulate and raw. That is humbling, so I will encourage colleagues to leave their ‘polished talk’ at home in the quest for more hesitant but original collective thought.
  18. Back to my loading-the gun-approach. Sometimes I’m patient enough to politely wait until others have finished their contributions. Then I take the baton and tell them what I think. I need to encourage silence after people have spoken so that we can let their meaning ‘grow a little inside us’
  19. In some meetings I leave thinking that I’ve talked too much and suffocated the airtime; in others I have sat on my opinions thinking it wasn’t the right time, the right forum, the right channel of communication or doubting my ability to express myself with sufficient coherence or tact. I need to find the balance between being too quiet and taking up too much territory.
  20. When I’m in attentive listening mode I hear all the diverse perspectives, the false starts, the unspoken frustration. I then filter this through the needs of my own agenda.  I need to put my ego on hold at these times to ‘represent us all’ in expressing what the group is trying to say.

To remind me of these 20 points I have created 20 prompt cards to increase the focus on connection and creative results during meetings, teleconferences and videoconferences. They are particularly useful for multicultural teams where diversity of approach can make dialogue more challenging.  They are based on my synthesis of practices in William Isaac’s Dialogue – the Art of Thinking Together.

To get the card sets:

  1. Reply YES in the comments on LinkedIn:
  2. Sign up here to get the card set –>

Or share this article if you like the cards and think others would find them useful (eg. colleagues, friends, team members or even bosses!)

You will receive a file from me by email containing both a portable small card set (13.5cms x 10 cms) and a larger A4 set.

You can use the cards as:

  • a personal prompt in your pocket to get into the habit of supporting dialogue
  • a shared approach in a team to approach problem-solving and brainstorming sessions
  • an introduction to teleconferences or video conferences to sensitize everyone to good practices for dialogue
  • a self-reflection tool after meetings – everyone selects a card which they think they personally need to pay more attention to next time, sharing it with the group
  • a feedback tool after meetings – everyone receives a card from each colleague present as the aspect they would like you to focus more on next time – getting very similar cards from everyone is a powerful message (cards can be given face up or face down)
  • Please share suggestions for other ways to use the cards in the comments – together we can put our collective intelligence to work immediately
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