Corporate Services

It’s Thrival not Survival!

Building Cultures of Resilient Success

Don’t just survive. Make an appointment with Brian Rogers, 0832817245; This email address is being protected from spambots. You need JavaScript enabled to view it.; and Thrive!

We offer “needs-based” training, coaching and mentorship that:

  • stimulates creativity,
  • builds organisational character,
  • improves formal and daily learning  capabilities,
  • maximises team selection and cohesiveness, and
  • improves productivity levels.

Making a difference for tomorrow’s generations is really why we do this. We love building resilient happier people, groups, organisations and communities.

So what makes us different?

Our expertise in building sustainable cultures of resilience is founded on solutions established in Trauma-Informed Care, which in turn is now instituted via the most modern perspectives gained through Neuro-science. T-IC literally transforms lives for the best in communities, educational institutions and business environments.

We believe that we humans (read especially South Africans) have tremendous powers of personal recovery and survival. Yet, in the highly competitive world today, is that enough? Is “survival of the fittest” the best for the species – or your company?

Your needs are what is most important but here’s some of what we offer that might tick some boxes for you.

Character, not Personality, is the Architecture of Resilience

Character is characterised by permanence. Personality is characterised by transience.

Buddy Care provides individual and team character assessments, needs analysis and enhancement strategies. 

Resilience for tough and hardy people

South Africans are tough and hardy but are we and our culture truly resilient? Probably not, but we can be.

Organised Critical Incident Management

The famous last words: “It won’t happen to us!” Next week: “Customer blows store managers brains out! Traumatised staff will return to work in a week.”

Get this straight. You don’t need to call in the Trauma Brigade. You need attentive staff back at work and getting on with their lives as soon as possible. You need Psychological First Aid (PFA).Who says so? The World Health Organisation, International Red Cross, Australian Psychology Association, every US agency that exists…


Character Assessment - Character, not Personality, is the architecture of Resilience

You may be looking for quick win solutions, long term stability or a mix of both. Does your team have the character to make it happen? How do you know? Can you be sure? How can you plan to deal with shortcomings?

Character is about winning.Have you ever thought about what the opposite of the word “character” is in the English language? Can’t find it on a Google search? We think it’s about coming second, or third, or…

We wonder why the obsession with only personality tests? You can change personality in a whisper, (like changing clothes and makeup) but isn’t it really character that you want to understand in your organisation?  Is character too tough for your organisation to deal with?

Through our association with the American VIA Institute, not only will we provide character test results we will work with the VIA and their ever growing data base of results and strategies to identify your personnel and team needs.
(The VIA Institute was formed by the “father of Positive Psychology” Martin Seligman to focus entirely on character building. Their journey began with an analysis of every religion, every major philosophy and philosopher and every ancient spiritual culture still surviving today.)

How can we help?

We will show you how 6 states of virtue and associated character traits can turn your company’s interpersonal skills into more effective, more productive winning formulas.

  • Courage:Bravery, integrity, honesty, vitality, zest, perseverance, persistence
  • Wisdom: Perspective, curiosity, creativity, judgement, openness, love of learning
  • Temperance: Prudence, self-regulation, humility, modesty, forgiveness and mercy
  • Justice: Leadership, fairness, equity, “citizenship” – teamwork
  • Transcendence:Humour, gratitude, hope, spirituality, appreciation of beauty
  • Humanity: Love, kindness, social intelligence.

How does this work for you?

Teams should include a balance of character traits just as much as a balance of professional skills and possibly personalities. Let’s say you are sending in a top negotiating team that consists of marketing, finance, sales and production representatives. It’s likely they will have different personalities as marketing and sales guys tend to be a little more extrovert , have the gift of the gab and know all about eye contact and building rapport ….and so on. But what if the team you are sending in consists entirely of people who share the following three primary character traits: Perspective; Self-regulation; and Perseverance?

That team will probably always be “trying to get to the bottom of things” and dotting every “I” and crossing every “t”!!! Maybe they might just miss what the client wanted you to do – seize the moment!

Now that would mean we needed to have some of these primary character strengths in the team: creativity; curiosity; and open mindedness. That should help to cut through the clutter the others are creating.

Of course, in negotiating teams, someone should have top scores in leadership; bravery; and social intelligencein order to have the guts and savvy to pick the moment and close the deal. Right? And if the boss could just learn that humilityis not her abiding character strength she might realise it’s not her, right?

And have you ever had that hard won client account quickly turn pear shaped? The best team to win the business is not always the best to make it work in the future. It might just need that lady who has high integrity, curiosity and teamwork as her strong points!

But it’s not all about assessing your current staff. How about applicants for new posts? You are going to learn a lot more than old Meyers Briggs has been telling you all these years, that’s for sure. When last did you take out the Meyers Briggs personality report on the guy you hired and ask if he might be good for xyz. You’ll do that with a character assessment because it will guide you and save you or make you money.

Resilience for tough and hardy people

Southern Africans are tough. Southern Africans are hardy. But are we as resilient as we would like to be? Probably not. We lack plasticity. Resilience is not just about surviving the storm it’s about coming out more capable. Resilience is not about being stronger, it’s about being more productive. It’s also about being happier.

We often stand firm in the face of adversity, using all our survival skills to weather the storm and are rightly proud. Yet there is a cost. Bad things happen to good people and there is a cost for taking metaphorical thumpings from Super League rugby life tackles - tackle after tackle.

It’s not as flippant as learning to “roll with the punches” but that’s not a bad place to start the thought process.

We love Neuro-science. It’s changing the world to a place where you don’t need to be a scientist, a doctor or a psychologist to appreciate why you are like you are and why you behave like you do. People should be masters of their own destiny and are mostly keen to learn how to do that. So we give them the knowledge tools. We help build the capacity for individuals to be super heroes, legends…

How can you be a Special Forces Human?

Our skills are flexible to your needs but here’s an outline of what we can do:

  1. Facing fear.What? Well this is the big one when it comes to hardy people. Do you know “hardy” people are less likely to come out mentally unscathed long term when confronted by severe danger? Hardy people have a powerful internal locus of control that makes them mighty leaders and performers. They are the Masters of the Pre-Frontal Cortex Universe! But fear strikes our most unguarded and vulnerable places where our advanced human brain actually has no control. Learn why Special Forces Soldiers are such a special breed and how to become a Special Forces Human.
  2. Reframing. Sorry, but this one is a must. If you take the course you MUST learn reframing. Bust this myth: You have to be creative to reframe. Entrench this principle: You do need to be able to reframe to be resilient.
  3. Boundaries: mastering the art of boundaries makes people feel safer and ironically far more communicative. We are social animals. We need each other in the work place but we each need some “space” in the crowded room of life. People who feel safe ultimately contribute more. People who feel safe communicate better and learn and grow (oh, and teach! – but there is a boundary in that too.)
  4. Building rapportfirstly means the perceptual skill of efficient calibration (assessment/summing up) of others and secondly mastering the art of listening. Relationships are built on listening properly.
  5. Brain Fitness, Mental fitness and Physical Fitnessare three legs of the same resilience stool. You need all of them. Your accountant’s model of the world won’t agree with this, but actually it’s not the brain that keeps the score, it’s the body. We show you how to be a “solitary confinement torture victim” with no food and little water and protect your body from fatal harm.
  6. Emotional Fitness.Quite rightly there is a lot of emphasis in the work place on Emotional Intelligence.  Healthy and constructive management of one’s own emotions and recognising and responding to the emotions of others is right up our Buddy Care Boulevard. We take it one step further – Emotional Hygiene. Like the dreaded dentist – the more you take care of your teeth the less you need to sit in the chair…We teach the skill of continuous self-evaluation, awareness and appreciation of the sometimes less obvious internalised emotional conflicts

– and oh yes, we do the anger managementthing for the likes of you know who!


PFA is as simple as riding a bike. You just need us to show you how and hold the saddle a couple of times. 

Resilient Organisational-Kindness Cultures

Organizational culture matters because cultural elements determine strategy, goals, and modes of operating. Get that wrong and expertise, experience and past history really don’t matter as factors of future performance. A sudden rush to build empathetic cultures is regrettably missing the mark. Empathy has been misinterpreted and has become a fashionable buzz-title. “We have empathy. Please give us a Noddy badge. Now let’s go home”. Kind people don’t go home before they have got the wheels of safety and connectedness actually functional. Build kind cultures.

Empathetic is a recent term; it comes from empathy, which was coined by the German philosopher Rudolf Lotze in 1858. Lotze believed that when you look at a work of art, you project your own sensibilities onto it. In the T-IC world the last thing we want is people projecting their personal stuff onto others. What might be sensible to them is likely to miss the mark with the person whose pain they assume they know all about. 

Are you a high end wellness or leisure service organisation? One of these? - Hotels; Gyms; Residential Retirement; Nursing services; Security company…

You may not know this, but solid research has shown us that service personnel and caregivers in these industries cause an enormous amount of mental health damage because they simply aren’t aware of what they are doing wrong.  It’s not a South African problem it’s a global one.

Are you going through organisational change that embraces employee wellness for the first time(or the umpteenth time) or perhaps initiating disability programmes?

Well you may just get it wrong if your programme focuses on what is “wrong” with people. Empathetic people are sympathetic to what is “wrong” with someone”. It’s actually none of our business.

Trauma-informed practices are about what happened to people, what is happening to people and what can happen to people. Kind people are not bothered about what’s “wrong” with someone.

Example: A female employee falls down the stairs and breaks her leg. Important we must call the Para-medics because the broken leg is what is “wrong” with her. But T-IC recognises that she took fright because she thought she was about to be assaulted – that’s what happened to her.  What’s happening to her next is she is in a state of emotional shock and there are so many ways anyone can do the right (or wrong thing – the well-meaning Koeksister-tannies might not be the best thing and hey, we can’t wait to call out a psychologist.)

What’s also happening in this imaginary example is that the rest of the staff is about to lynch the man who they think caused the incident. (Never make assumptions in Trauma-Informed cultures). They are the ANGRY, rather misguided, people. The Empathetic ones are standing back offering sympathy and probably encouraging the angry ones!

The Buddy Care approach will save you a lot of reputational damage, legal fees and staff morale problems. Having handled the incident appropriately staff will be back at work.

(Oh, and our female employee gains in loyalty for the way she was respected and gains enlightened compassion for the poor chap who was simply having a minor epileptic response which gave him a speech impediment and a balance problem. Which is what happened to him, not what was wrong with him, of course.)

So, how do we create cultures that promote and support kind change that makes things happen positively?

How do we maximize each other’s strengths and minimize each other’s weaknesses?;

How do we create workplace cultures that buffer us from the impact of repetitive stress?

And so how do we decrease your staff turnover, decrease use of coercive measures, decrease critical incidents, staff injuries, and client injuries, and thereby enjoy the fruits of greater client and staff satisfaction?

Don’t just survive. Make an appointment with Brian Rogers, 0832817245; This email address is being protected from spambots. You need JavaScript enabled to view it.; and Thrive!