What does Flow-First Time Management cost?

Pursue Your Potential prices this workshop per group rather than per participant, and quotes on request. The figure depends on the number of managers attending, whether the session runs in person or online, travel to your site, and whether you add follow-up coaching or a 60-day check-in. Send the group size and preferred format and you will receive a fixed quote.

How long is the workshop and how many managers can attend?

The standard format is one full day, with 6 to 14 participants. It also runs as two half-day sessions two to three weeks apart, which suits teams who want to trial the new working rules in between and bring real evidence to the second session. Below six people the practice rounds lose variety, and above fourteen participants stop getting individual attention on their own team's calendar.

How is this different from a standard time management course?

A standard time management course teaches individuals to plan, prioritise and protect their own week. Flow-First Time Management works one level up: managers change the conditions their team works in, including how many meetings exist, how many things run at once and when people are allowed to be unavailable. Pursue Your Potential runs both, and some clients book the individual workshop for the team and this one for the manager.

Can this be delivered virtually, or does the team need to be in one room?

It runs well in both formats. The virtual version is split into shorter blocks with breakout rooms for the paired practice, and participants share their team calendars and task boards on screen during the audits. In-person tends to suit management teams from one site who also need to agree cross-team rules face to face, while virtual works for managers spread across several countries.

What follow-up is included after the workshop?

Most clients add a 60-day check-in, where the same managers return for ninety minutes with evidence of what held, what their teams ignored and what stakeholders pushed back on. One-to-one coaching can be booked for managers renegotiating priorities with a difficult stakeholder or their own director. Louisa Savva delivers the workshop, the coaching and the check-in personally, so nothing is handed to a different trainer.

Lead stream

Flow-First Time Management

Flow-First Time Management is a one-day corporate workshop from Pursue Your Potential in which managers redesign how their team works, auditing meeting load, interruptions and work in progress, then setting protected focus blocks and written team working rules that make finished work possible.

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Outcomes

What changes afterwards

Audit your team's real meeting load and decide, meeting by meeting, what to keep, shorten, merge or stop
Set a work-in-progress limit so the team finishes items instead of holding twelve of them open
Map who interrupts your team, for what, and route or batch the requests that do not need an instant answer
Place protected focus blocks in the team calendar and defend them with peers, stakeholders and clients
Write a one-page team working agreement covering response times, interruptions and how urgent work enters
Explain the redesign to your own manager in terms of output rather than comfort

Why teams run this

Most teams in this position have already tried the obvious fix. Everyone was sent on a personal productivity course, everyone came back with a planning method, and the team still finishes very little. Twelve things stay in progress, nothing closes, and the weekly update turns into a round of explanations about why each item moved a small amount since last Thursday. Measured individually, everyone is productive and responsive. Measured as a team, the output does not match the headcount.

The individual fix does not hold because the constraint sits above the individual. It sits in a meeting pattern nobody has audited since the last reorganisation, in an unspoken rule that anyone can be interrupted at any moment, and in a work-in-progress count set by whoever asks most persistently. A manager is the only person who can change those things. This workshop treats the team’s working week as something you design deliberately rather than something that happens to you, and it is built for the person who owns the calendar, the priorities and the escalation path.

What happens in the room

Participants work on their own team from the first exercise. Each manager brings a month of the team’s shared calendar, a current list of everything in flight with a name against it, and a rough count of how often the team was interrupted last week and by whom. Within the first hour most people can see where their team’s capacity actually goes, and it is rarely where they assumed. Each block after that introduces one mechanism, then applies it immediately to a live case someone in the room has brought.

Practice takes up most of the day. Cutting a team’s meeting load means having conversations with peers and stakeholders who like those meetings, so those conversations are rehearsed in pairs and in front of the group, with feedback from other participants and from Louisa on what sounded firm and what sounded apologetic. The same goes for telling an internal client that their request starts on Thursday rather than this afternoon. Groups are capped at fourteen so everyone gets time on their own situation.

A meeting inventory of everything the team attends, with a keep, shorten, merge or stop decision on each entry
A work-in-progress audit, followed by an agreed limit on how many items the team runs at once
Interruption mapping: who interrupts, for what, and which requests can be batched, routed elsewhere or answered by documentation
Designing focus blocks that survive contact with the rest of the business, including who covers urgent work during them
Role-play on defending the redesign upwards, sideways and with clients, using participants’ real stakeholders
Drafting the working agreement you will put to your team, then testing it against the group’s objections

What people leave with

Managers leave with a redesign of their own team’s week that is specific enough to announce on Monday, not a set of principles about focus. It is deliberately modest in scope, because a change three people quietly ignore does more damage than no change at all.

A one-page team working agreement covering response times, interruptions, meeting-free periods and how genuinely urgent work enters
A completed meeting inventory with decisions made and a named owner for each conversation you now have to have
A work-in-progress limit and a simple, visible way of tracking it
A focus pattern placed in the team calendar, with a coverage rota and a clear escalation route
Short scripts for the two conversations that decide whether this holds: the one with your own manager, and the one with the peer most affected

Making it stick

A redesign announced on Monday is not the same thing as a redesign that survives a quarter, and the 60-day check-in built into most bookings is where the difference shows. The same managers come back for ninety minutes, and what they bring is team-level evidence rather than impressions: meeting hours genuinely removed from the team calendar, the work-in-progress limit and how often it was breached, which interruption rules held and which lapsed the first week somebody senior wanted an answer immediately. What surfaces is almost always pressure from other departments rather than a fault in the method, so the session is spent on the cross-team conversations that pressure demands. Managers renegotiating priorities with a director or a demanding client can add one-to-one coaching, and where the whole management layer attends, sponsors are briefed separately so a manager holding a new line is not holding it alone.

Questions about Flow-First Time Management

Still unsure whether this is the right fit? Ask directly. A short call usually settles it faster than a brochure.

Ask a question

What does Flow-First Time Management cost?: Pursue Your Potential prices this workshop per group rather than per participant, and quotes on request. The figure depends on the number of managers attending, whether the session runs in person or online, travel to your site, and whether you add follow-up coaching or a 60-day check-in. Send the group size and preferred format and you will receive a fixed quote.
How long is the workshop and how many managers can attend?: The standard format is one full day, with 6 to 14 participants. It also runs as two half-day sessions two to three weeks apart, which suits teams who want to trial the new working rules in between and bring real evidence to the second session. Below six people the practice rounds lose variety, and above fourteen participants stop getting individual attention on their own team's calendar.
How is this different from a standard time management course?: A standard time management course teaches individuals to plan, prioritise and protect their own week. Flow-First Time Management works one level up: managers change the conditions their team works in, including how many meetings exist, how many things run at once and when people are allowed to be unavailable. Pursue Your Potential runs both, and some clients book the individual workshop for the team and this one for the manager.
Can this be delivered virtually, or does the team need to be in one room?: It runs well in both formats. The virtual version is split into shorter blocks with breakout rooms for the paired practice, and participants share their team calendars and task boards on screen during the audits. In-person tends to suit management teams from one site who also need to agree cross-team rules face to face, while virtual works for managers spread across several countries.
What follow-up is included after the workshop?: Most clients add a 60-day check-in, where the same managers return for ninety minutes with evidence of what held, what their teams ignored and what stakeholders pushed back on. One-to-one coaching can be booked for managers renegotiating priorities with a difficult stakeholder or their own director. Louisa Savva delivers the workshop, the coaching and the check-in personally, so nothing is handed to a different trainer.

Start with a 30‑minute conversation

Most engagements start with a 30-minute call: what the team is struggling with, what good would look like, and whether we are the right people to help. No pitch deck.

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