Where do you think that vision came from?
Where did that originate?
What sparked that idea for you?
Oh, yeah, it definitely came from my own experience
when working in larger organizations.
I was trying to be innovative.
I was trying to go faster.
I was trying to accelerate outcomes for the business.
But I was stuck in meetings.
I was stuck in decision-making processes,
stuck in archaic budgeting and planning processes.
And I just wasn't able to get done what I thought
was good for the business.
And that's a tragedy, because if you've
hired capable people to do great stuff,
enable them to do what they need to do.
Don't make sure that everything that's blocking them
is out of their way.
Understood.
So you're a type of organizational coach
for companies.
Yeah.
Let's go into depth about that.
Is it the processes, or is it the people
that you're organizing?
I know every company is different.
But across the board, what are the things
that you're kind of helping with the most?
Yeah, so I'm helping predominantly leaders
and leadership teams to get their organization unblocked.
So every leader has some kind of outcome or some kind of goal
in mind that they want to achieve.
And we have to get calls from the leaders that
are experiencing hurdles in their organization,
and they aren't able to get it done.
And those hurdles can be in lots of different domains.
So maybe they are struggling with decision-making,
or maybe it's about people not taking ownership,
or maybe it's the meeting culture of the organization,
or psychological safety in teams.
And for all of these different types of challenges,
we have modern work practices that
are based on trust rather than control, that foster self
organization.
And that frankly just reduces the need
for hands-on micromanagement, but still provides
the boundaries within results can emerge.
OK, so it's not so much you doing the organizing,
but teaching people how to organize themselves.
Yeah, we're teaching leaders new ways
to approach all these aspects of work.
I mean, leaders, they grow up in either through organizations
that they just learn how other organizations do it,
or they get an MBA.
But frankly, most of the work practices
in larger organizations are just based on old ideas.
They're based on the periods where
we were able to just go slow, and we didn't
need these long-term.
Let me rephrase that for a second.
A lot of the management practices in organizations
were invented in a period where we still
had very simple problems and very repeatable processes.
Well, these days, we require ways
of working that are based on complex decision-making,
on teams, on sensing and responding.
And frankly, a lot of the ways of working organizations
are not fully compatible with that.
So we're teaching leaders how to deal with complex problems
to get better outcomes.