Executive Workshops
Programmes Workshop 03
Leadership teams. Half a day, on site, with the people who actually hold a veto. Cheaper to find the disagreement here than in an offer discussion.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
Featured in
Four people read the same job description and picture four candidates. You find that out in the offer stage, when it is expensive. A morning in a room is cheaper than another bad senior hire.
One room, one leadership team, your real hiring plan. We take the next three or four roles and define them properly. It is usually the first time the group finds out they disagree about what a role is for – which is cheaper to discover here than in an offer discussion.
Length
A morning in one room. There are no slides.
Who
The people who actually hold a veto on the roles you are about to fill.
Material
The next three or four roles, defined properly before anyone is interviewed.
Put the people who hold a veto in a room with the seats you are actually trying to fill. Stay until the mission is one sentence they can all say, and Monday has a named owner. There are no slides.
Learning to articulate clear role expectations and the attributes candidates need to succeed has transformed my hiring approach. With that foundation, every subsequent decision becomes straightforward – we cut time-to-offer by ~30%* on our next engineering round. I appreciated the class for its pragmatic, easy-to-apply framework.
Christoph Henzelmann
Engineering Chapter Lead, DKB
Konstanty’s "School of Hiring" is a must for any hiring manager. Throughout the programme, he not only breaks down the “why” behind each training module, but also equips you with a clear, actionable toolkit for every step of your hiring process, from the preparation all the way to crafting an onboarding plan for your new hire. I especially loved the "Hiring blueprint" and "Interview Mastery" modules. What really sets this programme apart are the 1:1 coaching sessions – first-year attrition on those hires dropped ~25%*. Can’t recommend it enough!
Stiliyana Yordanova
Engineering Manager, DKB Code Factory
Konstanty and the team he built around him, is ultra-professional, laser-focused, no-frills and altogether a joy to work with. Our leadership debriefs stopped looping – decision cycles shortened by roughly two weeks* per senior hire.
Christoph Monnet
Board Member, Hypoport InsureTech
Konstanty is one of the most insightful professionals I’ve worked with when it comes to hiring and organizational strategy. His ability to combine a deep understanding of business with a methodical, people-focused approach is exceptional. Working with him has been a game-changer – agency spend down ~40%* in two quarters as managers owned the process. If you’re serious about building a high-performing team, he is the person you need by your side.
Oliver Aust
Founder, Eo Ipso
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45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
09:00
Not a tour of the org chart. The seats you are actually trying to fill this half. We put them on the table and ask, for each one, why it exists for the next twelve months.
You produce
The seats you are actually trying to fill this half, each with why it exists for the next twelve months.
10:30
Four people read a job description and picture four candidates. In a room, that becomes audible. We stay with it until the mission is one sentence the veto-holders can all say.
You produce
One mission sentence the veto-holders can all say.
12:00
Outcomes with dates. Three to five competencies. Short enough to remember in an interview. This is the page the panel will actually use, so it has to fit on one.
You produce
Outcomes with dates and three to five competencies, on one page the panel will actually use.
13:00
A named owner for each loop. Who writes the scorecard. Which role you open first. The workshop ends when that is decided, not when the slides run out – there are no slides.
You produce
A named owner for each loop, who writes the scorecard, and which role you open first.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
01
The next three or four seats, defined as mission, outcomes and competencies – not a recycled job description.
02
It is usually the first time the group finds out they do not mean the same thing by the role. That is the work.
03
Who actually has to sign off, and who has been copied out of habit. Hiring gets faster when this is honest.
04
What gets written up, who owns the loop, and which role you fill first.
Before
Four people read the same job description and picture four candidates.
After
The next three or four seats, defined as mission, outcomes and competencies.
Before
You find the disagreement in the offer stage, when it is expensive.
After
The disagreement is named in the room, while it is still cheap to resolve.
Before
Everyone is copied; nobody owns the loop.
After
A named owner for each loop, who writes the scorecard, and which role you open first.
First win
The first role on the table: why it exists for the next twelve months, in one sentence the veto-holders can all say.
Published author. Twenty years hiring internationally — a thousand hiring decisions lived with. The work is done on your live roles, and watched the way surgery is watched.
Larger organisations usually start here and move people into cohorts afterwards.
01
Pick a time and tell me what you are hiring for.
02
45 minutes on your hiring today, the gap, and whether this offer fits.
03
Within one working day of the call: the dates, and what to have ready.
04
You bring the next three or four roles and everyone who can veto the hire. There are no slides. We leave when the definitions and the Monday plan are decided.
Investment
Price on request
No hard sell. If it is not a fit, I will say so.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way
Included
There are none. You bring the next three or four roles. We leave when the definitions and the Monday plan are decided.
Everyone who can veto the hire. If they are not there, you will rediscover the disagreement later – usually in an offer discussion.
It is a working session on your hiring plan. People leave with pages they can use, not notes about a framework.
Larger organisations often move managers into Hiring Mastery cohorts afterwards, once the leadership team has agreed what the roles are for.
45 min · with Konstanty, not a sales rep · you leave with a diagnosis either way