Work with your team
Your team is capable of more. You already know it.
I work with executive and senior leadership teams that are smart, busy, and stuck in patterns nobody chose. We change the patterns. In the room, together, and then in the ninety days after, when it counts.
Poor leadership is criminally irresponsible.
What changes
Not a list of outcomes. Three things you will notice.
Decisions stick.
The thing that got decided on Tuesday is still decided on Friday, and everyone can say why.
People say the real thing.
In the room, to each other, without you having to referee. The hallway conversation after the meeting moves into the meeting.
The team takes care of each other.
Not in a wellness-poster way. In a "she noticed I was drowning and took two things off my plate" way. That is what keeps good people from leaving.
What the work looks like
Every engagement is built for one team. But the shape is usually this.
Before
A conversation with you, then one with each member of the team. Thirty minutes each. I'm listening for what nobody says out loud.
The room
Two days, offsite, phones in a basket. We don't do trust falls and we don't do slides about leadership. We do the actual work of the team: the strategy that's fuzzy, the agreement that never got made, the two people who need to have it out. You leave with decisions, not a poster.
After
Ninety days of follow-through. Three check-ins with the team, and the people who need more get it. Some engagements include individual coaching for the leaders who need it most.
Formats I've run: executive team offsites, leadership team agreements, whole-company summits for teams up to 150, and strategy days for founder teams.
Who this is for
Technology companies with 50 to 1,500 people.
SaaS, IT, product. Founder-led or newly professionalized. Leadership teams of four to twelve who have outgrown "we'll figure it out" and are allergic to generic leadership training.
If you're a large bureaucracy looking for a training vendor, I'm not your guy, and I'll tell you that in the first call.
Fleur
Two facilitators. One watching the room, one in it.
Most team engagements, I bring Fleur de Vries. We co-designed and co-run this work. Two facilitators means one of us is always watching the room while the other is in it. It also means your team gets two very different humans who agree about what matters.
Fleur is an executive coach and facilitator based in Chicago, and the founder of Reimagine Leadership Coaching.
Proof
The teams I work with don't put their names on websites, and I don't ask them to. Ask me on the call and I'll tell you what happened, without the names.
How to start
A conversation.
Thirty minutes on video. You tell me what's going on with the team. I tell you honestly whether I can help, and what it would look like if I can. If it's not a fit, I'll say so and point you somewhere better.
