L.E.K.’s leadership team is exceptionally analytical, intellectually rigorous, and trained to challenge weak frameworks, exactly the kind of room that can be the hardest to win over with a psychometric tool. The brief was clear: this could not feel like a generic personality workshop. It needed to translate directly into how this specific team takes decisions, works under pressure, and shows up for clients with real data, real scenarios, and a conversation substantial enough to hold 90 senior leaders’ attention for a full afternoon. With participants’ MBTI types already captured ahead of time, there was no opportunity to build the usual sense of discovery through a live assessment. The entire experience had to be built around already-known data and still feel personal, surprising, and worth four hours of an international offsite.

We designed the session around a single principle: experience before explanation. Rather than opening with theory, the session began with a signature activity –  participants writing their name with their dominant and then non-dominant hand to physically anchor what “preference” means before a single slide was shown.

This was followed by a Consulting Instinct Tape Activity, where all 90 leaders physically divided across a line in the room in response to eight real consulting dilemmas, making the room’s cognitive diversity visible before it was ever named. We then analysed the actual MBTI distribution of all 90 assessed participants and built the entire middle of the session, homogeneous group scenarios, heterogeneous group scenarios, and a live Team Type Map reveal around this specific team’s real data, not generic type theory.

Two live polls measured the gap between the team’s confidence and its self-awareness of blind spots, and the session closed with individual commitment cards and a gallery walk of team operating principles, ensuring every leader left with something concrete to act on.

The session was rated 10/10 by the client. What stood out most was the shift in the room over four hours leaders who began the session with visible scepticism were, by the Team Type Map reveal, sitting in genuine silence absorbing their own team’s cognitive data. The debrief conversations ran long because the room did not want to stop. Ninety leaders left with individual commitment cards, twelve tables produced their own Team Operating Principles posted on the walls, and for the first time, this leadership team had a shared, data-backed language for understanding why certain conversations keep happening the way they do and what to do differently starting Monday morning.