case study: the devil in weatherall
A group of leaders came together to explore how they show up in moments of pressure, conflict, and uncertainty. Traditional training often stops at theory - these leaders wanted something immersive that would test their instincts and reveal blind spots in real time.
the approach
We ran a leadership role-playing game set in the fictional village of Weatherall. Each participant took on a character with:
Leadership qualities (e.g. courage, curiosity, tension)
Personal goals that mirrored real-life aspirations
Quirks and special items to encourage play and authenticity
Through dice rolls, choices, and team collaboration, participants navigated a fantasy storyline involving a magical fire, dancing sheep, shady traders, and ultimately a showdown with a demon-touched villain.
The design forced leaders to act under pressure, negotiate risks, and make decisions together - all while staying in character.
what happened
Immediate crisis response: Leaders had to decide whether to fight fires, save villagers, or investigate deeper causes. Their instinctive choices revealed different leadership styles - some rushed in, others held back to strategise.
Moral and strategic dilemmas: As the plot unfolded, participants had to balance short-term wins against long-term consequences. One had to decide whether to speak up and risk conflict, while another deliberately stepped back to let others lead.
Team collaboration: Players snuck into rooms, interrogated townsfolk, and pieced together clues - each drawing on their unique leadership “quality” to solve problems.
Resolution under pressure: The final confrontation required decisive action, clear delegation, and courage to take risks with incomplete information.
The game ended with the leaders celebrated as heroes of Weatherall but the real victory came in the debrief.
Participant feedback and insights
During reflection, participants shared what the game revealed about their leadership:
Decisiveness vs. caution: One realised they’re often too reflective in real life, and the game showed the value of quicker action.
Holding back opinions: Another saw the benefit of not forcing their view, letting the group find a different yet still effective path.
Risk-taking without fear: The safety of the game allowed experimentation, reminding them that in the workplace not every risk needs to feel high-stakes.
Navigating tension: Leaders recognised how a shared purpose helps de-personalise conflict and align a team.
Comfort zones: Simply joining the game pushed some outside their usual patterns, reinforcing the importance of growth through stretch experiences.
Takeaway
By the end of the session, leaders walked away with:
A “cheat sheet” of personal insights to apply back at work
Greater appreciation of diverse strengths on their teams
Practical lessons about decision-making, tension, and collaboration
Renewed confidence in experimenting with different leadership behaviours