Four Activities, Five Outcomes: A Day-Long Leadership Workshop with Master Vani Kabir Multiverse

How The TeamEx (TEX) designed an outcome-first leadership workshop for 25 leaders at Master Vani Kabir Multiverse in Gurgaon — built around five learning pillars (communication, problem-solving, leadership, change, growth) and four signature TEX activities.

Industry:  Spiritual  |    Format: In-person, Day-Long Workshop    |    Date: 20 March 2026

The Brief

Master Vani Kabir Multiverse assembled their 25-person leadership team at Ramada, Gurgaon for a day-long workshop with structured, outcome-driven goals. They didn’t want a generic team-building day. They wanted a curated workshop that addressed five specific learning pillars: communication, problem-solving, leadership, change, and growth. And they wanted the day to bring out the best in their leaders through experience, not instruction.

https://drive.google.com/file/d/1h9Cn2CVK-UNmPTbP-bMbl859rYpWOp1d/view?usp=drive_link

The TEX Solution

We built the day around a deliberate design principle: each pillar deserves its own activity. Trying to teach communication, problem-solving, leadership, change, and growth through a single experience risks none of them landing well. Designing four distinct activities, each mapped to specific outcomes, lets the day do the work — leaders practise multiple muscles in a single day rather than memorising one.

We selected four signature TEX activities, sequenced for the arc of the day:

•  Save The Boss — for innovation and problem-solving under pressure

•  Nuclear Punch — for the constant need for change and observational awareness

•  Idea Ring — for an innovative mindset and solution-oriented thinking

•  Domino — for collaboration

The sequence wasn’t accidental. We placed problem-solving early when energy was high. We placed change in the morning when the team’s awareness needed to be most alert. We placed innovation post-lunch to push past the post-lunch dip into generation mode. And we closed with collaboration — the activity that depends most on everything that came before.

The Experience

Each activity ran with full focus. We didn’t rush between modules.

The 25 leaders moved through Save The Boss with the urgency the activity is designed to extract — puzzles, time pressure, decisions made collectively under a ticking clock. They moved through Nuclear Punch noticing — and missing — the changes the activity is designed to surface, learning in real time what it costs a team to stop watching the conditions around them. They moved through Idea Ring out of evaluation mode and into generation mode, in a format that gave equal airtime to every voice in a leadership room. And they moved through Domino with the patience that real collaboration requires — where one person’s misstep affected everyone downstream, the way it does in a real organisation.

By the time we reached the debrief, the day’s five pillars had each surfaced — through participant behaviour, not facilitator instruction. The room had practised, in turn, problem-solving, observation, generation, and sequencing — and seen, in turn, what it looked like to do each of those things well or poorly. That’s a different conversation in the debrief than “we did one fun activity together.”

The Debrief

The closing reflection anchored the day’s five outcomes back to the leadership team’s operational realities. Each pillar had been earned through play, not instruction. We asked one final question: which of these will you carry into Monday morning? The answers were specific, and the answers were varied — and that variety was the point. A leadership team isn’t a single muscle. It’s a set of them.

The Outcome

A workshop’s value shows up in the months after, not the hours during. Master Vani Kabir Multiverse runs across multiple offices, and the leadership team had been wrestling with internal coordination issues across its branches — the kind of organisational drag that doesn’t show up in a single team meeting but compounds quietly over quarters. The workshop wasn’t explicitly framed as a fix for that. It became one.

The behaviours the day had asked the leaders to practise — listening across functions, adapting to shifting conditions, generating without evaluating, sequencing collaboration — carried into how they ran their offices afterwards. In Director Aman Mittal’s own words, the coordination gaps that previously hampered the multi-office setup have been rectified to a great extent.

What the Client Said

“TeamEx offers something genuinely unique. Through gamified techniques, our employees surfaced operational and creative blocks they couldn’t see in the office. The coordination gaps across our multiple branches have been rectified to a great extent. Highly recommend Kalyan and TeamEx.”

— Aman Mittal, Director, Master Vani Kabir Multiverse

The TEX Frame

A leadership team isn’t built by listening to a talk on leadership. It’s built by practising the things leaders do — under structured conditions, in a day that earns the energy. Master Vani Kabir Multiverse walked into Ramada as 25 leaders. They walked out as a leadership team that had practised, together, the exact muscles their multi-office reality would call for.

Looking for a day-long leadership workshop in Gurgaon or Delhi NCR?

Get in touch with TEX.