One Day in the Room Can Fix What a Year of Meetings Won't.
XCL Intensives put your whole team in front of an operator who has sat in your seat — and a model with enough teeth to change how you work on Monday. Three intensives. Each one built to be used, not admired.
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Both models by Patrick Lencioni, The Table Group.
Your Team Doesn't Need Another Offsite. It Needs the Conversation It Keeps Avoiding.
Most leaders already know what's wrong. The wrong people are carrying the wrong work. Meetings are polite and nothing gets decided. The budget depends on three donors nobody has called in months. A good intensive doesn't tell you something new — it puts the whole team in one room, names the thing, and leaves with a plan everyone owns.
Three Rooms. Pick the One Your Team Needs First.
The 6 Types of Working Genius®
Every person on your team has two kinds of work that give them energy, two they can do, and two that quietly drain them. Put the whole team's wiring on one page and the friction finally has a name — and a fix.
- The model: six geniuses, three stages of work, and the altitude each one flies at
- Every participant reads their own assessment — genius, competency, frustration
- Team Map: where your team is stacked, where it has gaps, and who's carrying work that isn't theirs
- The Genius of Meetings: four meetings, each at its own altitude, so decisions actually get made
- A completed Team Map and the three gaps costing you the most
- Agreed action items — who stops doing what, starting this week
The Five Dysfunctions of a Team
Smart is not enough. Healthy wins. This intensive walks your team down the pyramid — trust, conflict, commitment, accountability, results — and makes them look honestly at which level is cracked.
- The Org Health frame: why the healthiest team beats the smartest one
- Each dysfunction — what it looks like on your team, the root cause, the antidote
- Your Team Assessment results, read together: an unfiltered look at where you actually sit on the pyramid
- The personal-histories exercise, run live — leader shares first
- A 90-day team health plan: this week, 30 days, 90 days
- One tabled issue debated to a real decision before you leave
- A team scoreboard of three to five collective numbers
Building a Giving Culture
Transactional fundraising treats a donor like a wealth rating. Transformational giving treats them like a partner in the mission — and the gifts outlast any single ask, and any single fundraiser.
- Your key leaders' survey answers, on the table: how your people actually see giving today
- The paradigm shift: transaction vs. transformation, and what each one costs you
- Who your major partners actually are — and what they value before they ever give
- The major-donor cycle: identify, qualify, cultivate, ask, steward — with the question bank for each stage
- The ask: partnership, never desperation — timing it to their giving cycle, not your budget cycle
- A named list of your top partners and the next right conversation with each
- A reporting rhythm that tells the truth and keeps the relationship
- A culture plan: giving as discipleship, not a department
But in fact God has placed the parts in the body, every one of them, just as he wanted them to be.
Three Steps. No Canned Deck.
Every intensive is rebuilt for the team in the room — your language, your numbers, your actual problem. The model stays faithful to its source; the application is yours.
The Call
Forty-five minutes with Josh. You tell him what's actually going on. He tells you which intensive fits — or that none of them do yet.
The Design
Assessments and surveys go out, the agenda gets built around your team, and the leader gets a prep call so nothing in the room is a surprise to you.
The Room — and After
Half-day or full-day, in person or virtual. You leave with a plan, owners, and dates. A 30-day follow-up call checks whether it held.
An intensive is a day. The change is a year. If the room surfaces something bigger than a day can fix, we'll tell you — and point you to Peak or The Ascent only if it's the right next climb.
An Operator, Not a Presenter.
Josh Chumley
Josh has run the P&L, led large teams, and carried the fundraising number himself. Before XCL he held executive roles at University of Phoenix and DeVry, then carried the fundraising at Choices and Dream City Church — where the approach in the Giving Culture intensive raised more than $30 million in three years.
He facilitates Working Genius and the Five Dysfunctions under certification from The Table Group, and he has run these rooms for churches, nonprofits, and businesses. He doesn't read slides. He asks the question the team has been avoiding, and then waits.
Working Genius® Certified FacilitatorFive Dysfunctions of a Team — Certified FacilitatorBefore You Book
How big a group can you run?
Working Genius and Five Dysfunctions work best with an intact team of 5 to 25. For whole-staff Working Genius days, up to about 60 with table facilitation. Giving Culture is strongest with board and senior staff in the same room — typically 8 to 30.
Is the faith content required?
No. Working Genius and Five Dysfunctions are delivered as The Table Group built them, and they run in a business setting without a verse in sight. Giving Culture was built for ministries and assumes a Kingdom frame. If you want faith woven in anywhere, say so on the call and it will be substantive, not decorative.
Do participants need to take the assessment first?
Yes, all three have pre-work. Working Genius and Five Dysfunctions use the official Table Group assessments, completed by every participant before the day. Giving Culture starts with a short feedback survey your key leaders complete beforehand, so the room opens on where giving actually stands — not where the annual report says it does. It all goes out in the design step and is built into the intensive.
What does it cost?
It depends on the format, the size of the room, and travel. You'll have a number before the call ends — no proposal theater.
Can we combine two intensives?
Yes. Working Genius plus Five Dysfunctions as a two-day team intensive is the most common pairing — the first day shows the team how they're wired, the second deals with how they behave.
Tell Josh What's Actually Going On.
Forty-five minutes. No pitch. You'll leave knowing which room your team needs, what it will take to run it, and whether it's worth doing now.
Prefer email? [email protected] — tell us the team, the size, and the problem.
Stop Managing Around the Problem. Put It in the Room.
Your team is going to spend the next year together either way. Spend one day of it getting honest about how you're wired, how you behave, and who's funding the mission — and go back to work with a plan everyone owns.
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