We help people change their Daily Operating Rhythm to improve business performance.

We start by defining client needs and leverage our tools and techniques to design practical change solutions. We engage people in ways that break down barriers to change, encourage better self-management and collaboration, and enhance cultures.




Our customized learning approach combines principles of neuroscience and behavior change to help people build new skills and increase their capability. We apply Neurobehavioral techniques to help people overcome emotional barriers to success and think, act, and collaborate more effectively. Our experience-based designs include individual assessments, group reflection, and on-the-job application.

Learning for the New World of Work: Kintla's neurobehavioral approach

We design our learning experience to integrate with ongoing work, day-to-day and moment-to-moment. A typical course involves an initial learning experience to develop skills followed by a sequence of on-the-job experiences where learners apply their new skills with the aid of coaching and peer support.

Kintla's Approach

Spaced learning over time with on-the-job experience between learning touch points

Small doses of content with fluency building, mostly focused on application

Discovery learning that permits exposure to challenges and errors in applying learning

Variety in practice across settings for several months to increase generality

Intentional reflection built into learning, coaching, and networking interactions

Micro-behavior change strategy to intentionally embed new patterns into the Daily Operating Rhythm

Active learner network with planned discussions, reflections, and peer feedback

Traditional Approaches

Massed learning events in multiple-day workshops or extensive conferences

Large doses with limited fluency building, mostly focused on mastering content

Instructor-driven learning that limits opportunities to experience challenges and errors

Limited variety of practice in workshop with brief or no application learning

Unplanned reflection happens as a byproduct of the learning process; learners do not formally capture or review experiences

Macro-behavior change strategy where adopting new patterns is left to learner after the initial learning event

Passive learner network with no arranged reflection or peer involvement



Kintla® views coaching as a collaborative process in which leaders use feedback from others in combination with their own observations to assess their existing patterns and shift them. The goal of this process is to create sustainable personal change. Our process supports both established executives and emerging leaders as they increase productivity, improve creativity, and avoid the emotional tripwires that can derail their performance.

A Neurobehavioral approach to coaching

The way we work is changing. The way we coach must match up. Kintla's coaching philosophy considers virtual work environments, cross-cultural teams, telecommuting, overloaded schedules, technology stress, and the blurred line between work and personal life.

At Kintla®, coaching is a collaborative process that begins with understanding what changes need to be made and ends with a plan for sustaining new patterns without direct coaching. Skills for sustaining the change trajectory are built into every step.

Unique features of Kintla’s approach

Three-Dimensional Assessment Model  

Leaders consider their strengths and opportunities for improvement using self-assessment, input from others, and a summary of past feedback which is used to plot their personal trend over time. Feedback is viewed as a series of snapshots from the past that reveal the developing image of a leader's impact.

Daily Operating Rhythm (DOR)

Leaders complete a Daily Operating Rhythm analysis to identify ways of embedding new practices into ongoing patterns. Through Daily Operating Rhythm, small, manageable shifts in behavior repeated over time make a significant impact. Leaders also learn to utilize Daily Operation Rhythm after formal coaching for continuing change.

The Power of Reflection

Leaders become skilled at codifying and reflecting on their experiences. Increased sensitivity to experiences in the moment helps them take in feedback and adapt their Daily Operating Rhythm as they work. Reflection is positioned as a powerful tool for continued learning and change after formal coaching. 

Neuroscience and Personal Change

Leaders learn and apply thinking from the areas of neuroscience and behavior change to optimize their effectiveness and avoid emotional “tripwires.” Kintla’s TripleRC℠ approach makes neuroscience practical by focusing on four important tools: Recognition, Regulation, Reflection and Change℠. 



Kintla® helps leaders design a blueprint for success and energize their teams to take on challenging business problems. Teams work together to plan and implement shifts in their Daily Operating Rhythm, reflect on their progress, and make adjustments as needed to sustain the change. They apply neurobehavioral tools to understand and cope with the personal risks of trying new approaches.

The increasing pace of change in business operations and the markets they serve demands agility. Organizations must adapt quickly and constantly in order to thrive. We help organizations develop and apply a customized approach to change using our 4-step model.


Once fluent in the change model, organizations can respond quickly to new challenges. Change-fluency gives organizations  a strong competitive advantage.

Why Kintla's Model is Different

Several powerful tools drive the 4-step approach

Building the Change Blueprint involves identifying desired outcomes and working backwards from those outcomes to identify what individuals need to do to make change happen. Desired changes may include closing gaps in performance or implementing strategy, or making more fundamental improvements in areas like teamwork and creativity.

Daily Operating Rhythm builds a bridge between learning experiences and daily habits and helps embed learning and change into daily patterns. Daily Operating Rhythm helps individuals identify what they can do more of to enhance their daily impact and what to do less of that might be interfering with their effectiveness. It targets small, attainable, persistent changes every day that add up to significant value over time.

Group Reflection is used to bring together teams involved in a change process to review what is going well and what can be improved. Individuals share brief stories about their own experiences and ask for input from others. When applied in a deliberate and persistent way, these sessions can solidify change and ensure that change is implemented permanently.

The High Performance Team (HPT) Process is used to engage natural teams in aligning their energy and efforts with productive change. We assess team effectiveness, debrief the team on our findings, and facilitate reflection sessions to develop a plan for moving the team forward.

Tools and techniques for immediate impact

As people learn and apply TripleRC℠ and implement longer-term change, we offer them several practices that work immediately. These practices were selected from our experience in a variety of organizations as the best methods for interrupting old patterns and starting new ones.

Handling resistance

The brain works best under predictable conditions. Unfortunately, what is comfortable for the brain is often not the best for business. Kintla’s change process leverages our neuroscience tools to help people understand their natural tendency to resist change and to calm emotional reactions to change as it is implemented.