You trained them. Now what?
The leadership program works. The Tuesday after it is the problem. Ren helps managers use what they learned in the conversations that happen every week, with 1:1 agendas, growth plans, and records your HR and legal teams can stand behind. It works inside Slack and Teams and rolls out by division.
How it works
A plan, a better 1:1, and conversations that get finished.
A plan built around real growth. 1:1s that are not status check-ins, prepared by Ren from what actually happened. Conversations that get finished, with the record to show it. It is the Good Authority method put into software, and it is the part of Ren our enterprise customers say they value most.
A plan with a real focus
Not only goals. The one behavior that is actually in their way, written with the person rather than about them.
A 1:1 about the plan
Both people get an agenda drawn from the plan and from what actually happened that week, so the meeting stops being a status update read aloud.
Conversations that finish
With the record to show it. That is the part that turns intent into a team that owns its work, and the part leadership can see is happening without reading a word of it.
What each person gets
Leaders, managers, and employees. Each has a problem Ren solves.
What keeps the training alive between programs.
The problemThe program worked, and nothing in an ordinary week keeps what it taught alive. Managers now have more than twelve people each. The management layer you removed was the one that developed people. Engagement surveys measure one side of the relationship, and the first sign of a broken one is an HR case, six weeks late.
- Everyday help inside Slack and Teams, so the language from the workshop is still in use the Tuesday after.
- Proof the conversations are happening, without anyone reading them: trends shown only for groups of five or more, never a name.
- Your people team stops being the first call for every conversation a manager could have had, and gets its time back for the work only it can do.
- Records HR and legal can stand behind, built up as part of the work rather than as a filing exercise.
- Rollout by division, on the enterprise agreement, with a named person here.
Help when something needs saying, with the words already drafted.
The problemTwelve people, four of them remote, a calendar of 1:1s that turned into status updates, and no time to notice what is not in the meeting.
- When something needs saying, help right in Slack, Teams, or after a meeting: how firm to be, and the words drafted in their voice.
- A plan for each person that names the behavior they are working on, not just goals, written with the person rather than about them.
- An agenda before every 1:1, drawn from that plan and from what actually happened, so the meeting is about growth again.
- Conversations that get finished: the part that turns good intentions into a team that owns its work.
- Managers of managers get the same view of the managers below them.
A record on their side, and the words to use it.
The problemA manager who sees a third of what they do, a review months after the moment, and no way to raise the thing upward that does not read as a complaint.
- Encouragement to keep growing, in a few light-touch words from the people they actually work with.
- The words to raise something with their manager, so both people end up seeing the same moment the same way.
- Recognition too, specific and in writing, for work nobody senior was in the room for. It is part of the challenge, not a substitute for it.
- Their own plan and their own agenda before each 1:1, so they advocate for themselves with a record rather than a memory.
- Their own growth goal, private unless they choose to share it, and never evaluated.
- A private space that is theirs.
It works for both sides of every 1:1. The plan names what the person is working on, not only goals. The 1:1 is about the plan, not status, and both people get an agenda. It works across a division because everyone takes part: the person keeps working on their growth between 1:1s, the manager coaches it over months, and leadership sees only that it is happening.
Get on the same page, then hand over ownership. The method underneath is Good Authority: get two people looking at the same moment, then hand the growth to the person whose growth it is. Ownership, not compliance: the part a survey cannot measure. See the five stages →
Behavior first, then impact, then performance. Traditional performance management runs the causality backwards. Ren starts with how someone shows up, names it as a behavior and never as an identity, and lets the performance follow.
The problems it solves
Behind every expensive HR case is a conversation that never happened.
- 01
52% of AI-using knowledge workers are lonely at work, and the recommended fix is to keep coaching and conflict human.
HBR, May–June 2026; Workday, May 2026
What changes in the organization
Every piece of feedback Ren helps with is a real conversation between two people that would not have happened otherwise. Ren helps with the words; the conversation always belongs to the people in it.
- 02
Six in ten employees are afraid to speak up, and seven in ten managers were never taught to give feedback.
Radical Candor, May 2026
What changes in the organization
Problems get raised early and gently, months before they would become a case. The program’s vocabulary, like Mention, Invitation, and Conversation from the Accountability Dial, stays in daily use.
- 03
44% of managers are pasting employee names into public AI tools for help with people problems.
Predictive Index, August 2026
What changes in the organization
The same help, inside an environment with zero-retention terms, SSO, and a security packet your review team has already seen. Privacy by architecture, not by policy.
- 04
Organizational factors, led by manager support, drive twice the AI impact of individual skill.
Microsoft Work Trend Index, May 2026
What changes in the organization
Rollout by division, leaders going first, and one shared rhythm across managers. Ren shows whether managers are actually getting that support, which no survey does.
- 05
Manager engagement is down nine points since 2022 and spans of control have widened from 10.9 to 12.1.
Gallup, January 2025 and January 2026
What changes in the organization
The noticing is not all on the manager. 1:1 prep disappears, the agenda is drafted from what actually happened, and a flatter org stops routing every hard conversation through one person.
How large organizations start
One division first. Security review in parallel.
Week one
Pilot one division. Ren builds a first summary from the Slack or Teams channels you choose, so the first readout arrives in week one, not quarter two.
In parallel
Run the security packet at the same time. SOC 2 Type II, the DPA, the sub-processor list and the architecture note are all on the Trust center.
Then
Roll out by division on the enterprise agreement, with SSO and HRIS, and a named contact here.
Try it yourself
See it before you talk to anyone.
Security and buying
Everything your review team will ask for, already written.
Business is $7,995 a month flat for up to 300 people as a program; over 300, priced for the rollout.
Talk to Dane.
Dane runs our enterprise rollouts. Thirty minutes, your division, no pitch.
Ren is your accountability partner. Making sure everyone on your team gets the growth they’re hungry for.