Who Am I

Make the impossible feasible, then successful.

I’m skilled at helping groups of people grow into a functional team.  I do this with a understanding of human behavior, I see patterns in everything, and all that allows me to see the underlying obstacles – what’s going on underneath the surface.

I take all that data, add in a lot openness and transparency.  Then, I build a framework of recommendations based on right-sized solutions to address the obstacles, find a place where the team can be functional, and allow success to thrive.  This is how everyone gets on the Same Road, at the Same Time, in the Same Direction.

Reach out so I can help

I love the puzzles where I have to find the right fit between smart processes, meaningful communication, and all the personalities.  I am happiest when I am shoulder deep in a challenge.  But, I really shine when I step in when a group is on the edge – the bigger the flames, the better I am.

Team dynamics are the unconscious, psychological forces that influence the direction of a team’s behaviour and performance. They are like undercurrents in the sea, which can carry boats in a different direction to the one they intend to sail.  http://www.teamtechnology.co.uk/team/dynamics/definition/

I start with listening to you.  Why did you reach out?

Then, I listen to everyone else. Attend meetings, listen, listen and more listening. I ask a LOT of questions but, not necessarily in those meetings but after when it’s more appropriate.  You’ll hear me say ‘I’m checking for understanding…’ and ‘Help me to understand why…’.  I’ll request conversations with people, in groups and one on one, to get their input and their insights.

My goal is to understand and document what the current situation is as quickly as possible.  Where the culture is, who are the personalities, what are the power struggles and why, who, what, when, where, how.  What are the current processes, automation, reports, and communications in place now?  What are the pain points? I’ll get as much as information as possible of any pain point as these are typically integrated with other problems/issues.  It’s typically a tangled web which is why it’s so hard to see.

Then, I put it together and often get to deeper questions.

We begin the iterative process.  This is your organization so I don’t tell you what to do.

I bring ideas and justification for them and we talk about potential for success of each one. New information comes out during these conversations which is why it is iterative.  We do this a few times until a full framework is agreed upon.  Then, we agree on how the framework will be implemented – step by step.

We implement. We present the new framework and I’m the enforcer and instigator.  Depending on any resistance received, I address individual issues offline to contain any discontent.  Change is hard.  If I implement the change, I am the target for any one person’s pain while they adjust to a new way to doing things.  Once each person feels how the changes benefit them, I’m really no longer needed.  I am transitioning to the person who will take over  and this includes training on human behavior to address any future issues.

Lessons Learned. This is a 360 view with core team members.  This is a positive chance to look back and see what worked great and what are opportunities for improvement going forward.  There is no finger pointing but open and honest conversations.  While I do get feedback, this is mostly a time for open and honest communication within the team to help forge good working relationships moving forward

I check in with weekly updates, then monthly updates and then quarterly updates as the ‘new’ processes grows into the way you always do things.  There’s a natural habit to return to our ‘old’ ways so keeping tabs on things is helpful to stay the course in the beginning.

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