By the end of the 3‑day program, participants will be able to:
Confidently lead their teams during periods of uncertainty using adaptive leadership practices
Apply frameworks (VUCA, DAC, Cynefin) in live scenarios and adapt them in changing conditions
Communicate with clarity and influence even as circumstances shift
Make strategic decisions under pressure using structured decision‑making tools
Drive resilience and alignment in teams during rapid change
Develop future‑oriented strategies using scenario planning
Build team psychological safety and an agile culture that thrives in ambiguity
Create and execute a 90‑day action plan with accountability structures
Topics covered
Day 1 – Foundations and First Spiral (Setting the Stage)
Introduction to the evolving case studies: Participants are introduced to a complex organisational challenge involving multiple stakeholders, external disruption, and incomplete information.
Spiral 1:
Analyse the environment using VUCA and Cynefin
Explore adaptive leadership and emotional intelligence under pressure
First application: Teams present initial strategies to navigate the uncertainty; facilitators introduce key gaps and emerging risks for Day 2.
Day 2 – Deepening Capability (Second Spiral)
The case study escalates with new information and disruptions. Teams must re‑apply Day 1 tools while integrating advanced skills:
Decision‑making under deep uncertainty – structured tools and real‑time trade‑offs
Scenario planning and strategic foresight – build alternative futures
Change leadership frameworks – manage resistance and maintain momentum
Second application: Teams revise their strategies with higher stakes, testing resilience and alignment. New layers of complexity are introduced for the final spiral.
Day 3 – Integration and Mastery (Final Spiral)
The final stage of the case study introduces major organisational and stakeholder shocks.
Participants apply the full suite of tools from Days 1 and 2, this time with minimal facilitator guidance, to demonstrate independent capability.
Additional focus:
Communication for clarity during crisis – storytelling and influence
Peer coaching circles – feedback on leadership style and decision‑making
Final presentations: Teams present their integrated strategies, followed by facilitator debrief and personal action planning.
Program concludes with the creation of a 90‑day leadership plan, peer accountability partnerships, and enrolment in post‑program coaching check‑ins.
Venue
Locations
Overview
Join us for Rekon’s 3‑Day Flagship “Leading Through Uncertainty” Program, an immersive experience built on Rekon’s Spiral Learning Method. Instead of treating modules as standalone topics, participants will engage in a evolving case studies that grow in complexity across the three days. Each iteration of the case study will require participants to re‑apply, deepen, and refine the tools and frameworks they are learning, ensuring true capability transfer.
The program blends live facilitation, team‑based strategy labs, peer coaching, and structured reflection. By Day 3, participants will not only have mastered the concepts, but will have practised leading through real‑world uncertainty multiple times with escalating stakes.
Participants receive a certificate of completion, a digital badge, and the StratDo toolkit.
Workshop Outcomes
By the end of the 3‑day program, participants will be able to:
Confidently lead their teams during periods of uncertainty using adaptive leadership practices
Apply frameworks (VUCA, DAC, Cynefin) in live scenarios and adapt them in changing conditions
Communicate with clarity and influence even as circumstances shift
Make strategic decisions under pressure using structured decision‑making tools
Drive resilience and alignment in teams during rapid change
Develop future‑oriented strategies using scenario planning
Build team psychological safety and an agile culture that thrives in ambiguity
Create and execute a 90‑day action plan with accountability structures
Topics covered
Day 1 – Foundations and First Spiral (Setting the Stage)
Introduction to the evolving case studies: Participants are introduced to a complex organisational challenge involving multiple stakeholders, external disruption, and incomplete information.
Spiral 1:
Analyse the environment using VUCA and Cynefin
Explore adaptive leadership and emotional intelligence under pressure
First application: Teams present initial strategies to navigate the uncertainty; facilitators introduce key gaps and emerging risks for Day 2.
Day 2 – Deepening Capability (Second Spiral)
The case study escalates with new information and disruptions. Teams must re‑apply Day 1 tools while integrating advanced skills:
Decision‑making under deep uncertainty – structured tools and real‑time trade‑offs
Scenario planning and strategic foresight – build alternative futures
Change leadership frameworks – manage resistance and maintain momentum
Second application: Teams revise their strategies with higher stakes, testing resilience and alignment. New layers of complexity are introduced for the final spiral.
Day 3 – Integration and Mastery (Final Spiral)
The final stage of the case study introduces major organisational and stakeholder shocks.
Participants apply the full suite of tools from Days 1 and 2, this time with minimal facilitator guidance, to demonstrate independent capability.
Additional focus:
Communication for clarity during crisis – storytelling and influence
Peer coaching circles – feedback on leadership style and decision‑making
Final presentations: Teams present their integrated strategies, followed by facilitator debrief and personal action planning.
Program concludes with the creation of a 90‑day leadership plan, peer accountability partnerships, and enrolment in post‑program coaching check‑ins.
Who should attend
Senior leaders, executives and high‑potential managers
Leaders facing organisational change, disruption or complex challenges
Leadership teams needing unified tools and alignment
What I should bring
All requirements covered in the course.
Facilitator biography
Peter Winnall has been the director and founder of Rekon Group Pty Ltd, based in Perth, Australia, since 2016. He leads the company in delivering organisational transformations for numerous ASX 200 and large global companies across various industries. His expertise includes cultural change, strategic planning, and optimised performance, leveraging advanced analytics techniques, including Artificial Intelligence and Machine Learning, to enhance organisational analysis and outcomes. Peter is proficient in managing and delivering solutions for complex AI/ML cases and has developed proprietary methods and tools, such as the P4RM™ method and the StratDo® strategy implementation software solution. Under his leadership, Rekon Group has achieved increased revenue, profitability, EPS, and cultural change.
Before founding Rekon Group, Peter served as a Case Team Leader at Bain & Company in Perth, Australia, beginning in 2015. After completing his MBA at AGSM, he joined Bain, where he became a member of the leadership development team and Mining Practice Area specialist. His notable assignments included developing resources-specific Bain IP, optimising labour costs for large mining clients, and establishing project management offices for significant enterprises. His work also encompassed strategic growth initiatives and customer advocacy systems for various sectors, including banking and industrial goods and services.
Peter’s career began with a distinguished service in the Australian Defence Force, particularly in the Australian Army’s Special Air Service Regiment (SASR) from 1995 to 2011. As Chief Operations Officer of SASR in 2011, he planned and monitored strategically sensitive operations and coordinated the ADF Counter-Terrorism Task Force for the Commonwealth Heads of Government Meeting (CHOGM). He also served as an SASR Squadron Commander, leading teams in high-risk environments and implementing new campaign designs that achieved previously unattainable capabilities. Earlier roles included Operations Manager for SOCOMD, coordinating strategic consequence management, and Troop Commander, leading missions in East Timor, Afghanistan, and the South Pacific. Peter holds a Master of Business Administration (MBA) from the Australian Graduate School of Management, where he was awarded the Dean’s Scholar prize, and a Bachelor of Mechanical Engineering (Hons) from the University of New South Wales/Australian Defence Force Academy. He has been awarded the Distinguished Service Medal twice for outstanding leadership in action in Afghanistan.
