Supported Roles
Anyone whose performance depends on critical conversations. Inside your organization, and in the network that represents your brand.
Roles
Four populations, one method: your experts' know-how, AI characters who react to what people say, feedback that explains why.
Leadership
Feedback, delegation, resistance and difficult decisions.
- Typical conversations
- Performance feedback to a strong contributor · a delegation that came back · a team member resisting a change · a no to a request for promotion.
- The obstacle
- The conversation is postponed until it is too late, then held badly.
- What practice builds
- Holding the goal under pressure while keeping the relationship.
Scene
The team member who resists.
A reliable colleague who has quietly decided the new process is not for them. The leader has to find the real objection.
Sales
Discovery, objections, negotiation and closing.
- Typical conversations
- A discovery call with a skeptical buyer · a price objection from a customer who likes the product · a stalled negotiation · a renewal with a new decision-maker.
- The obstacle
- Pitching before understanding.
- What practice builds
- Earning the right to propose, in your market's language and on your method.
Scene
The price objection.
A customer who likes the solution and not the number. Objective: hold the value without discounting.
Individual Contributors
Collaboration, assertiveness and the everyday difficult conversation.
- Typical conversations
- Disagreeing with a colleague's plan · pushing back on a deadline · asking a manager for resources · giving feedback upwards.
- The obstacle
- Silence, or the wrong tone.
- What practice builds
- Saying the thing clearly and keeping the door open.
Scene
The colleague who disagrees.
A peer with a different plan and no authority over you, or you over them. Objective: a decision you both own.
Sales Networks, Franchisees & Partners
Consistent practice for the extended network that represents your brand.
- Typical conversations
- A family deciding on a service for their child · a dealer customer comparing offers · a partner handling a complaint in your name.
- The obstacle
- No training reach, many languages, people you do not employ.
- What practice builds
- Your method, delivered by people outside your organization, in their language.
Scene
The hesitant family.
Parents deciding on a service, with doubts they do not voice. Objective: surface and answer them.
What a program looks like, by role
Same method, different rhythm.
Leaders
Cohorts of 20–40 · 6-week bootcamp · one session a week · the circuit mapped on your leadership model.
Salespeople
Boost bootcamp of 4 weeks for those who need a head start, standard bootcamp of 6 weeks for the whole team.
Individual contributors
Self-paced within a bootcamp window · short sessions that fit around real work.
Networks and partners
Pilot with 40 people on 4 localized scenarios, then rollout by market.
Your experts' method at scale
Whatever the role, scenarios are built on how your best people do the job and measured against your competency model, in 30+ languages. Detailed results in each learner's hands; the program trend in yours.
2,358 learners
in a ten-week leadership program: teams led by Skillgym-trained managers rated engaging leadership, effectiveness and trust in their manager higher than teams of traditionally trained managers (independent university survey)
See the evidenceIs Skillgym for you?
It fits when
- Performance depends on conversations, not only on knowledge.
- You have a method, a playbook or top performers to learn from.
- The population is large enough to practice as a program (a few dozen people and up).
- A sponsor accepts a bootcamp of weeks, not a single session.
- You want program-level evidence, measured on your own competency model.
It is not the right tool when
- The gap is knowledge alone: a course or a knowledge base does that better.
- You need to select, rank or evaluate individuals: Skillgym is a training platform and does not do that.
- You want a one-off experience with no follow-up.
- The conversations are fully scripted and must be recited word for word.
Read the method
Managers Can't Be Coaches Without Practicing Conversations
Coaching is the most effective way for managers to lead, and it is made of conversations. Which skills, which conversations, and how much practice it takes.
5 min read
From Critical to Empowering Conversations: The C-Factor
Why leaders avoid the conversations that matter most, what the best ones do differently, and the four ingredients that build the C-Factor.
5 min read
Planning Leadership Training for Success: 12 Best Practices
Twelve practices observed in companies that deliver leadership training a new generation of leaders actually values, from teasing to flipping the strategy.
5 min read
Choose the conversations that matter
Not every conversation is worth a bootcamp. We help you pick the twenty percent that produce most of the results.