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SINGLE SESSION COACHING
SINGLESESSION.ONLINE
THE HIDDEN
COST OF
HUMAN
BEHAVIOUR
An estimate of what defensive behaviour is costing your organisation — and what a single session could recover.
Your Estimated Figures
Gallup Salary Model · Whole Organisation · Independent Cross-Check
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SSC Estimates It Could Recover Approximately
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Your Inputs
How We Calculate These Estimates
What Single Session Coaching Does
Most leadership behaviour isn't a conscious choice. It's automatic — shaped by patterns formed early, reinforced over decades, and running quietly beneath the surface of every meeting, every decision, every difficult conversation a leader has ever had. This matters because the entire $400 billion global L&D industry is built on a different assumption: that leaders change through knowledge, reflection, and practice. Sometimes they do. But not reliably, and not at the level that counts. McKinsey estimates that around 10% of leadership development investment produces lasting behavioural change. The other 90% produces awareness. And awareness, however hard-won, is not the same as change.
You cannot reach an unconscious pattern with a conscious approach. The pattern simply waits you out.
Single Session Coaching was built on a different premise. That every pattern a leader carries made sense once — it was learned for a reason, in a context that no longer exists. The work isn't to judge it or dismantle it. It's to make it visible, understand what it was protecting, and give the leader a genuine choice about whether to keep it. That's what Surface / Decode / Resolve does. In 90 minutes. Not through insight alone — through mechanism. The pattern becomes optional. What replaces it belongs to them.
The Research Behind These Numbers
The $400 billion figure
Global investment in corporate learning and development, reported annually by the World Economic Forum and Statista. The number has grown every year. The return has not kept pace.
Only 10% produces lasting change
McKinsey & Company, Losing from Day One (2021). Supported by longitudinal research from Bersin by Deloitte on how much leadership learning translates into sustained behavioural change.
Most behaviour is automatic
Bargh & Chartrand (1999), The Unbearable Automaticity of Being, American Psychologist. The vast majority of cognitive activity — including what we call decisions — operates below conscious awareness.
Conscious approaches can't reach unconscious patterns
Kahneman (2011), Thinking, Fast and Slow. Van der Kolk (2014), The Body Keeps the Score. Libet et al. (1983) on neural activity preceding conscious awareness of a decision.
Patterns form early and consolidate over time
Hebb's Law (1949) — repeated neural firing strengthens the pathways that carry a behaviour. LeDoux (2002), Synaptic Self.
A single session can produce lasting change
Hoyt & Talmon (2014), Capturing the Moment — depth of contact matters more than duration. SSC outcome data available on request.
Defensive behaviour cost: min–max per blocked conversation
Crucial Learning (n=1,100) · Brad Rilatt / Crucial Dimensions (n=1,025) · five independent sources. Same number.
75% of leaders operate reactively
Published research across 2M+ leaders assessed. Reactive leadership is by definition unconscious and systemic — driven by patterns formed outside the leader's awareness.
Let's Find Your Number Together.
A 30-minute scoping conversation with SSC will give you a more precise figure and show you exactly which leaders to start with. One session. One shift. The conversations start happening.
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