FOR TEAMS AFTER CONFLICT
When everything is urgent, nothing is. Let's make prioritisation visible again.
Boundaries and Balance is a working session for teams where roles have blurred, work is hidden, and interruptions have become the default. We clarify roles using a light RACI or RAPID, set simple team SLAs, and agree on the yes, no, and maybe rules that make prioritisation visible and fair. You leave with a one-page team SLA and fewer dropped balls by the end of the week.
Download the session outline
A 30-minute call, no slides, no pitch. We'll talk through what's going on and whether Boundaries & Balance fits.
Does any of this sound familiar?
If the team is busy but progress is patchy, one or two of these probably resonate.
Everything is labelled urgent.
Which means the team has no real way of telling what actually is, and the loudest request tends to win. The important work that nobody is pushing for gets squeezed out.
People are answering messages at 10pm.
Not because anyone asked them to. Because nobody's said where the line is, and saying no feels harder than staying up another hour.
Roles overlap in uncomfortable places.
Two people think they own the same thing. One thing nobody thinks they own at all. The gap and the overlap only surface when something goes wrong, and then the conversation is awkward.
Meetings have become how we coordinate.
The calendar is full of sync meetings that exist because there's no agreed way to handle the work without them. Decisions are the one thing we don't seem to get to.
If a few of those landed, Boundaries and Balance was built for this exact moment.
What we'll do together in the session
Boundaries and Balance is a single working session, usually a full day, designed for teams carrying hidden work, unclear roles, and constant interruption. It works for functional teams, delivery teams, and leadership teams where the cost of unclear boundaries is starting to show up in output, retention, or both.
The session is built around three jobs. First, we clarify roles and decision rights in practice using a light framework (RACI or RAPID depending on the team), so the overlaps and gaps become explicit rather than inferred. Second, we set team SLAs: what "quick response" actually means, what quality looks like, and what the team commits to internally and externally. Third, we agree the yes, no, and maybe rules: how we decide what to take on, what to decline, and what to park, visibly and fairly.
What you'll walk out with
Three practical outputs people can use the same day.
Output 1
A one-page team SLA.
The standards everyone has agreed to. Response times, quality expectations, and what "done" means for the work we do most. Short enough to refer to; specific enough to hold people to.
Output 2
Clear role and decision rights.
A completed RACI or RAPID for the three or four workflows that currently cause the most friction. Not a theoretical document; a practical one that names people and decisions.
Output 3
Yes, no, and maybe rules.
The simple tests the team has agreed to use when new work arrives. This is the part that changes calendars. The rules make the no easier and the yes more intentional.
What the session actually covers
The agenda flexes around the team's context, but most sessions follow a version of the below.
We start with a light audit of how the team spends its time, what's visible, and what's being carried invisibly by one or two people. This conversation alone usually produces useful surprises.
Where the work actually lives (and where it disappears).
We pick three to four real workflows and run them through a RACI or RAPID. The framework matters less than the conversation it forces. Dan Pink's observation that most organisational friction is decision friction in disguise is a useful starting point here.
Roles, decisions, and who gets to decide what.
We agree on the response-time standards, the definition of "done", and the tests the team will use when new requests land. We draft the language together so people own the phrasing. Rules that are handed down don't stick.
SLAs and yes/no/maybe rules.
We bring the structure and the prompts. You bring the actual workflows. Between us, you leave with agreements specific enough to change how Monday looks.
Who Boundaries & Balance is for
This session works best for teams of 6 to 20 people, with the leader in the room and authority present to make commitments stick. It suits teams that are reasonably functional but visibly overloaded.
Who it's for
• Functional or delivery teams with unclear roles, overlapping responsibilities, or hidden work
• Teams under sustained interruption and reactive workload, where focus has gone missing
• Leadership teams where decision rights are unclear and everything ends up on the same desk
• Teams post-restructure, where the org chart changed but the working practices didn't
Probably not the right fit if…
— The team is in active conflict. Rebuilding Trust is a better starting point.
— The real issue is capacity (too much work, too few people) rather than clarity.
— The leader can't commit to the agreements the team makes. Without that, the session produces words, not change.
We keep the pricing transparent because most people we work with need to justify the spend internally. If your situation doesn't fit one of these, we'll tell you and adapt.
Formats and investment
FORMAT
WHAT’S INCLUDED
INVESTMENT
Half-day session
3.5 hour working session, up to 12 participants, core SLA and roles
From £1,485+ VAT
Full-day workshop
6 hour working session, up to 15 participants, full RACI/RAPID plus SLA
From £2,950+ VAT
Full-day plus follow-up
Full-day session and a 90-minute check-in at 4 to 6 weeks
From £4,250+ VAT
Bespoke multi-team
Designed around multiple teams or interlocking functions, delivered over two to three days
From £6,000 + VAT
Prices exclude travel and materials. Scope agreed in writing before booking.
Future Proof Learning has supported leaders and teams across the public sector, third sector, and private sector SMEs. Most of the teams we work with are navigating something meaningful, and the patterns we see look remarkably similar in every sector we've worked with.
Our wider track record
Personal effectiveness and leadership development programmes for national bodies including Public Health Scotland and the Royal Botanic Garden Edinburgh.
PUBLIC SECTOR
Team and leadership work with Scottish charities, often at executive and trustee level, including strategy and charter design for Edinburgh Dog and Cat Home.
THIRD SECTOR
Leadership and team development for SMEs across professional services, energy, and technology sectors, with a focus on owner-led and founder-stage businesses.
PRIVATE SECTOR
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Frequently asked questions
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There's overlap. The difference is we're working with the team in the room rather than designing a model and handing it over. The agreements land because the team wrote them, and that tends to be the deciding factor in whether they stick.
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No. RACI works for many teams; RAPID works better for some; for others a simpler two-column "who decides, who's consulted" is enough. We'll recommend a format on the discovery call based on what you describe.
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Probably reduce them, not eliminate them. The SLA and the yes/no/maybe rules give the team something to point at, which is often what was missing. The rest is habit.
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Yes. The work is structured enough that virtual runs well.
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Two to three weeks ideally, plus a short pre-session conversation with the leader to understand the specific workflows worth putting under the microscope.
We don't do hard sells. A discovery call is 30 minutes, no slides, no pressure. We'll talk through what's going on for your team, what you're hoping to move, and whether Change Compass is genuinely the right tool for the job. If it isn't, we'll tell you, and we'll usually suggest something else that fits better. That's probably a healthier way to start a relationship than a pitch deck.
Not sure if it's the right fit? Let's have a conversation.
Or email us directly at info@futureprooflearning.co.uk and we'll come back to you within one working day.
Download the session outline as a PDF