HOW WE HELP

Capable people don't automatically create a high-performing team.

You can employ experienced, talented people who work hard, get on well and produce good results, while still not getting the full value of what those people could achieve together.

The difficulty is that this rarely looks like obvious underperformance. Work gets done, customers are looked after and the business keeps moving. But underneath that, unclear priorities, avoided conversations, inconsistent expectations or different ways of working can gradually limit what the team is capable of achieving collectively.

Explore How We Help Get the Services & Investment Guide

01° A DIFFERENT QUESTION

When a capable team isn't achieving what you expected, the question isn't always:

“What training do they need?”

Instead, ask

“What's getting in the way of the capability we already have?”

That's where we start.

ONE DEGREE TRAINING & COACHING

Helping capable people achieve more together.

HOW WE HELP

Different problems need different interventions.

When a team is not performing as well as it could, the answer is rarely as simple as “they need training”.

Sometimes the issue sits within the team itself. Sometimes it is about how people understand and work with each other. Sometimes leadership needs developing, and sometimes the most useful intervention is simply giving one person the space and challenge to think more clearly.

That is why we work across four connected areas.

01 TEAM

Team Performance Improvement

For capable teams that are working hard but not achieving the level of collective performance the organisation knows should be possible.

WE MAY EXPLORE

clarity of priorities and responsibilities
constructive challenge and accountability
trust, consistency and working relationships
how decisions are made and followed through

THE AIM

Help capable individuals operate as a more consistently high-performing team.

02 PEOPLE

Psychometric & Personality Profiling

For teams that would benefit from understanding the differences between people more clearly, particularly where communication, motivation or working styles are creating friction.

WE MAY USE

DISC personality profiling
SDI motivational values profiling
interactive team development
real workplace examples rather than abstract theory

“Use the profile as a lens, not a label.”

03 LEADERSHIP

Leadership Development

For organisations that want leaders to become more confident, more deliberate and more capable of creating the conditions in which people can perform well.

DEVELOPMENT MAY INCLUDE

motivational leadership
collaborative leadership
wellbeing awareness
communication, challenge and accountability

THE APPROACH

Practical, experiential development designed to be usable in the real workplace.

04 INDIVIDUAL

Executive & Leadership Coaching

For leaders who need somewhere to think properly, challenge their own assumptions, work through difficult decisions and develop how they lead.

COACHING CAN SUPPORT

decision making and strategic thinking
difficult people and team situations
confidence and leadership judgement
implementation, accountability and change

THE DIFFERENCE

Support without false reassurance, and challenge without theatre.

THE IMPORTANT PART

We do not start by deciding which of these services you need.

We start by understanding what is actually happening, then identify the intervention most likely to help.

HOW WE WORK

The intervention follows the problem, not the other way around.

It is very easy to start with a solution.

A team is struggling, so someone suggests training. Communication feels difficult, so a profiling tool gets introduced. A manager is under strain, so coaching becomes the answer.

Sometimes those things are exactly what is needed. Sometimes they are not. Our approach is to understand what is actually happening first, then decide what intervention makes sense.

01 UNDERSTAND

Understand what is really happening.

We start by looking beyond the obvious symptoms. That might mean speaking to the people involved, reviewing how the team currently operates, or using assessment and profiling tools where they will add useful context.

The aim is not to confirm an assumption. It is to understand the situation properly.

02 IDENTIFY

Identify what is getting in the way.

Once the picture is clearer, we look for the patterns that are limiting performance. Those patterns might sit in communication, clarity, challenge, trust, accountability, leadership, decision making or the way people work together.

The important part is distinguishing the real issue from the most visible one.

03 INTERVENE

Intervene where it will make a difference.

Only then do we decide what kind of support is most useful. That may involve team coaching, profiling, leadership development, individual coaching or a combination of approaches.

The intervention is chosen because it fits the problem, not because it happens to be available.

04 EMBED

Make sure the change survives real work.

The real test is what happens when everyone gets busy again. We help teams turn what they have learned into clearer expectations, better habits, stronger conversations and more consistent ways of working.

Useful development should still be useful once the workshop is over.

EXPERIENTIAL DEVELOPMENT

People understand more when they can see it happening.

A lot of leadership and team development makes sense while it is being explained, then becomes much harder to apply once people are back in the real workplace.

Where appropriate, we use practical and experiential facilitation to make patterns visible rather than simply talking about them. The purpose is not to make a session more entertaining. It is to help people recognise what is happening, understand why it matters, and work out what they need to do differently.

01

Experience

Do something that exposes the way the team currently thinks or works.

02

Observe

Notice what actually happened, rather than what people assumed would happen.

03

Understand

Make sense of the pattern and why it matters to performance.

04

Apply

Turn the learning into something useful in the real workplace.

THE KISS TEAM PERFORMANCE MODEL

The same thinking sits behind the KISS Team Performance Model: Kindness, Integrity, Simplicity and Standards. Four conditions that help turn individual capability into consistently high team performance.

Explore the KISS Model

SERVICES & INVESTMENT GUIDE

Want to explore how we could help?

You do not need to know which service you need before starting a conversation with us. In fact, we would rather understand what is happening first and decide what, if anything, would be useful afterwards.

If you would prefer to explore One Degree in your own time first, download our Services & Investment Guide. It gives you a clearer picture of how we think about team performance, how we work, the interventions we provide, examples of results organisations have experienced, and what those services cost.

OUR APPROACH

The intervention follows the problem, not the other way around.

Inside the guide

01 The thinking behind One Degree and our approach to team performance

02 The KISS Team Performance Model

03 Anonymous case studies from organisations we have supported

04 Team performance, profiling, leadership development and coaching services

05 Clear current investment, so you can decide whether there is likely to be a fit

No vague “contact us for pricing”. The guide shows our current services and investment so you can make an informed decision before speaking to us.

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EVIDENCE IN PRACTICE

What this can look like in the real world.

The issues that limit team performance are rarely identical from one organisation to another, which is why the intervention should not be identical either.

These examples show three very different situations where capable people were already in place, but something was preventing that capability from translating into the level of performance the organisation needed.

01

NATIONAL MANUFACTURER

Marketing & Sales

Building a capable team faster than expected.

34% revenue growth
after year one

THE SITUATION

A newly appointed CMO was bringing the marketing function in-house and expected it would take around six months to build the team to the level required without disrupting short-term cash flow.

WHAT CHANGED

The work focused on understanding people properly, simplifying what needed to happen, creating clearer performance expectations and making accountability easier to understand and use.

THE OUTCOME

Within 30 days, the team was already operating at a level the CMO had expected to take around six months to reach and was generating more qualified leads than the sales function could reasonably handle. The approach was later adapted for the sales team, and the organisation recorded 34% revenue growth during the first year.

“There was nothing revolutionary, we just made it simple.”

02

NATIONAL ENGINEERING COMPANY

Operational Performance

Slowing down in the right places to perform better everywhere else.

20 year high
for profitability

THE SITUATION

Projects were being delayed, targets were being missed and people were regularly working late evenings and weekends. The team was experienced and working incredibly hard, but they had become so busy that they were constantly reacting to what was directly in front of them.

WHAT CHANGED

A protected working rhythm called Red Time was introduced, giving the team non-negotiable space to step back, review projects, make decisions, clarify ownership and follow through on what had been agreed.

THE OUTCOME

Project delays became increasingly rare, emergency staffing reduced, the team began protecting evenings and weekends, and additional client work was identified and billed properly. After around a year, the MD reported the organisation's most profitable year in 20 years, despite lower revenue caused by external project delays.

They did not become more profitable by doing more. They became more profitable by operating more deliberately.

03

FINANCIAL SERVICES

People & Leadership

Understanding the people behind the performance.

2 weeks to uncover
what years had missed

THE SITUATION

An Operations Director was struggling with several members of staff and had reached the point where some of those relationships were close to breaking down completely.

WHAT CHANGED

Rather than focusing only on performance symptoms, the work helped her understand the individuals more deeply and recognise why certain people were struggling, what they needed and how her approach could change.

THE OUTCOME

She later said she had learned more about her people in two weeks than she had in the previous four years. The employees who had been close to leaving or being dismissed were still with the organisation two years later, and the Operations Director has since been promoted to Managing Director.

Sometimes improving performance starts with understanding the person properly.

CLIENT CONFIDENTIALITY

These case studies are anonymised to protect client confidentiality. The examples describe real engagements and reported outcomes, but they should not be interpreted as a guarantee that another organisation will experience identical results.

THE COMMON THREAD

None of these organisations needed the same answer. What they had in common was capable people whose collective performance could improve once the right issue had been understood.

WHY ONE DEGREE

Practical development for real working environments.

We are not interested in making development feel impressive for a day and irrelevant a week later.

The work has to make sense in the reality people actually operate in, including deadlines, conflicting priorities, difficult conversations, imperfect information and the everyday demands of running a business.

That shapes how we work.

01 DIAGNOSIS

We do not force the problem into a service.

We start by understanding what is actually happening before deciding what kind of intervention is most useful. Sometimes that means training. Sometimes it means coaching, profiling, team development or something much simpler.

The intervention follows the problem.

02 APPLICATION

We make the learning visible.

Where appropriate, sessions are experiential rather than purely theoretical. People get the opportunity to see patterns happening in front of them, discuss what they mean and work out how the learning applies to their own workplace.

Experience. Observe. Understand. Apply.

03 SIMPLICITY

We try to make useful things easier to use.

Leadership and team performance can become unnecessarily complicated. We simplify ideas without pretending the situations themselves are simple, so people can understand the principle and use it in their own context.

Keep the thinking rigorous. Keep the application simple.

04 CHALLENGE

You will not always hear what you want to hear.

Good development should not be built around false praise or automatic agreement. If the thinking is sound, we will say so. If something does not stand up, we will question it and help you examine it properly.

Support when it is needed. Challenge when it is useful.

05 PEOPLE

We look beyond the obvious performance symptoms.

People are rarely as simple as the labels we give them. Performance can be affected by confidence, clarity, motivation, relationships, expectations, understanding and the environment around them.

Understand the person as well as the performance.

06 SUSTAINABILITY

The work has to survive once everyone gets busy again.

Development only matters if something changes afterwards. We focus on practical actions, clearer expectations, better conversations and ways of working that can continue after the facilitated session has finished.

Useful on Monday morning, not just in the training room.

OUR PERFORMANCE FRAMEWORK

Keeping High Performance Simple.

Much of our work is underpinned by the KISS Team Performance Model: Kindness creates Constructive Challenge, Integrity creates Trust, Simplicity creates Alignment, and Standards create Consistency.

K

Kindness Constructive Challenge

I

Integrity Trust

S

Simplicity Alignment

S

Standards Consistency

PRACTICAL EXPERIENCE

The methodology is shaped by experience, not just theory.

One Degree was founded by Andy Nisevic following a 23-year Royal Air Force career that included leadership, instruction, operational roles and senior responsibility as a Warrant Officer.

That experience, combined with years of coaching, facilitation and working with leaders and teams across different organisations, has shaped a practical approach to performance: understand the situation properly, make complex things easier to use, and challenge people in a way that helps them move forward.

More about One Degree

THE POINT

We are not trying to make your team dependent on us. The aim is to help people understand what is getting in the way, improve how they work together and build something they can continue using long after we leave.

START A CONVERSATION

Think there may be more performance available in your team?

You do not need to know what the solution is before we speak.

If something on this page has felt familiar, book a 30-minute Team Performance Conversation. We will look at what is happening, what you are seeing, what you have already tried, and what might be getting in the way of the performance you know should be possible.

Sometimes that leads to work with One Degree. Sometimes it gives you something useful to take away and work on yourselves. Either way, the conversation starts with understanding the problem.

READY TO TALK?

Book a 30-Minute Conversation

OR

NOT READY TO BOOK YET?

Take the Team Performance Scorecard

Get a clearer picture of how your team is currently operating and where there may be room to improve before deciding whether a conversation would be useful.

WHAT TO EXPECT FROM THE CONVERSATION

01

A straightforward conversation about what is actually happening.

02

No need to decide which service you need before the call.

03

Honest challenge where it is useful, without turning the conversation into a sales pitch.

04

A clearer view of what might be getting in the way and what to do next.

The intervention follows the problem, not the other way around.