Change doesn't break teams. It reveals them.
I run the conversations leadership teams have been putting off. Usually everyone already knows which one it is.
The problem
What it sounds like in the room
"It's fine, we'll figure it out."
Nobody agrees on what "it" is
"Let's take that one offline."
It will not be discussed again
"Yep, I'm on board."
I'll comply. I won't commit
Your people are capable. What breaks down is how information moves between them once things get busy. Companies treat that as a soft issue until it starts showing up in missed dates and work that gets done twice.
The work
How I work with teams
Facilitation
I run the session myself. The group slows down enough to say what's going on, and people leave having agreed to something specific. This comes up during transitions, or when two departments keep colliding with each other.
Training
Built around whatever your team is dealing with at the moment. We might work on communication, or on what accountability looks like when nobody wants to say the hard thing. It's interactive, so people spend most of the time on their own situations.
Who it's for
Who I work with
Executives and HR leaders, usually somewhere in the middle of growth or a transition that's putting pressure on how people work together.
The work suits people who want a calm room and a straight conversation. If what you're after is energy in the room before a big quarter, there are people who do that better than I do.
Proof
What it's like to work with me
He clarified and demonstrated how we could communicate as a team without barriers, and at a much higher level.
Justin's expertise, input, and strategies shared during our staff meeting were absolutely invaluable.
He helped me verbalize my own thoughts and ambitions instead of offering his own advice.
Helped me unlock my own ideas, and ultimately find focus toward specific goals.
There's a lot of times we are so buried into the business that we don't know which end is up or down, left or right.
Just the first meeting with Justin changed my perspective, and the power of asking the right questions.
Principles
How I run a session
The group stays on the decision in front of them, because most teams already have more information than they can use. I talk less than people expect me to. What matters to me is the few weeks afterward, when everyone is back in their normal work and whatever got agreed either holds or it doesn't.
Who you'd work with
Justin Kier
I work with leadership teams while they're going through something. People tend to notice that I stay calm when a conversation gets uncomfortable, which is usually right when the real problem turns up.
Next
Start with a conversation.
Twenty minutes on the phone. You tell me what's going on with your team and I'll tell you whether this is something I can help with. If it isn't, I'll usually know someone who can.