In the field of people development, we often talk about theories, models, and concepts. Yet when we examine what truly endures for professionals over time, a clear pattern emerges: we remember what we experience, not just what we are told.
As companies, business schools, and leaders navigate environments where attention is scarce and complexity is high, they increasingly seek learning experiences that spark reflection, dialogue, and meaningful behavioural change.
For years, I have worked as a trainer in interpersonal and leadership skills. In parallel, I’ve maintained magic as a personal passion since childhood. Although I kept both worlds separate for a long time, I eventually noticed a clear connection: when people experience something surprising, a unique opportunity appears to influence how they interpret reality.
Over time, that insight evolved into a methodology that blends experience, analysis, and practice, with magic serving as simply one resource within a broader experiential approach.
When people experience something surprising, a unique opportunity appears to influence how they interpret reality.
Experience as a starting point
Experiential learning is not a new concept; models such as David Kolb’s long shown that people learn by moving through a cycle of experience, reflection, conceptualisation, and application.
Yet translating that cycle into executive learning remains a challenge. Many programmes offer sound content, but something crucial is missing: an emotional trigger that “activates” learning.
That is where certain tools (magic in my case) can help create that initial opening. Not because the trick itself matters, but because it generates a moment of full attention: an instant in which our cognitive routine is interrupted and the mind becomes more willing to question assumptions and explore new ways of thinking.
Magic as a tool, not the purpose
It is important to clarify: my work is not about performing magic in workshops, but about designing learning experiences that help participants integrate interpersonal skills more deeply.
When used, magic is simply one medium, among many, to introduce a concept, illustrate an idea, or provoke a thoughtful discussion. An effect can serve as an entry point to talk about perception, selective attention, or cognitive biases. But the real value lies not in the effect itself, but in the conversation that follows.
The goal is never to impress; it is to help participants understand how their own attention works –what they notice, what they miss, and how this shapes their professional behaviour.
The process: feel, understand, apply
Over time, the methodology I use has taken a fairly clear shape:
- Live an experience (not necessarily magical): a challenge, dilemma, team activity, something that sparks curiosity.
- Understand what happened: analyse the psychological, communicative, or relational principles behind the experience.
- Connect it to professional reality: link that dynamic to real situations in leadership, communication, conflict management, or teamwork.
- Turn it into action: each participant defines how they will apply the insight in their daily work.
Magic can be particularly helpful in the first step, as it gently disrupts habitual patterns of attention. But what truly matters is that the session moves toward the key outcome: learning transfer.
When content becomes secondary
Today, vast amounts of knowledge are available in books, videos, and digital learning platforms. In many cases, what differentiates a powerful development programme is not the content itself, but how people integrate it.
In that sense, learning resembles a journey:
- the content is the destination,
- learning styles are the different routes,
- the methodology is the vehicle,
- and the trainer is the guide.
If we want people to truly reach the destination, it is not enough to show them the map. They need to walk part of the path, symbolically, at least, within the session itself.
Experience as a shared language
When a group lives a shared experience – whether a practical exercise, a team dynamic, a simulation, or a magic effect – a common language emerges. This shared moment becomes a neutral and accessible starting point for discussing behaviours with honesty and openness.
From that moment, it becomes possible to talk about situational leadership, listening, emotional regulation, or mediation from a place of authenticity.
When learning begins with experience, barriers drop, participation increases, and reflection becomes more meaningful.
Where this approach truly adds value
Not every subject requires an experiential methodology, and certainly not all need magic. But in areas such as:
- communication
- influence
- negotiation
- conflict resolution
- leadership
- team cohesion
…the experiential element becomes a powerful accelerator. It helps participants not only understand the concepts but feel them, challenge them, and translate them into their own reality.
A different way of teaching, focused on impact
Organisations today are searching for new ways to learn. Not because it is fashionable, but because traditional models are losing effectiveness in environments defined by rapid change and limited attention.
Integrating experiences, whether through dynamics, simulations, cases, or occasionally magic, is not an end in itself, but a way to ensure that learning becomes:
- more memorable,
- more applicable,
- and more meaningful.
Magic, in this context, adds a distinctive ingredient: surprise, emotion, and a powerful metaphor for how we perceive reality. But it remains only one piece within a participant-centred approach focused on meaningful change.
Ultimately, the essence is not the trick or the spectacle. It is the experience that enables each person to discover something relevant about themselves and about how they relate to others.
And when that happens, learning stops being something we listen to and becomes something that transforms us.
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