People
The front led by Li Tomazoni: developing the people who lead, building the team, and agreeing how the team works.
Almost every problem that arrives labelled "lack of process" turns out, up close, to be a conversation nobody had. The person leading was never taught to lead, the team grew without agreeing how it works, and the company came to depend on one person remembering everything.
The problem
Promoted for being good at the work. Nobody taught them to delegate, to give hard feedback or to hold the conversation that needs to happen — so they go back to doing it themselves, because doing hurts less than correcting.
Each person understood their role their own way. When two people think the same task belongs to the other, it simply does not happen — and the conversation that follows is about blame, not about the work.
Months without a conversation about performance, then one hard conversation. The person hearing it never had the chance to correct course, and what remains is resentment on both sides.
What keeps the operation standing lives in someone’s head. Their holiday becomes a crisis, and their departure becomes memory loss for the company.
With no clarity about what the role must deliver, the choice is made on likeability in the interview — and the bill arrives three months later, in rework and a dismissal.
What changes
Delegating clearly, giving feedback without souring the relationship, and holding the hard conversation while it is still small. It is practice, not talent.
What each person delivers, what they decide alone, and what must be agreed. One page that fits on a wall is worth more than a manual nobody reads.
A short, frequent meeting with an agenda. Feedback stops being an event and becomes routine — and nobody is taken by surprise.
What the role must deliver in the first 90 days, the questions that reveal it, and how to follow the person’s arrival.
What existed only in someone’s head becomes an agreement, and the company survives holidays, growth and team changes.
How we come in
One-to-one conversations with the leader and with the team. What is said one-to-one is rarely what is said in the meeting — and that is where the real problem shows up.
Roles, agreements and the rhythm of conversations, written with the people who will live by them. No beautiful org chart nobody uses.
Practical sessions using real situations from the company: the delegation that failed, the feedback never given, the conversation being postponed.
Coming back later, seeing what stuck and what did not, and adjusting. Behaviour does not change in a one-day workshop.
Tell us how the team is today — how many people, who leads, what jams most. The first conversation is there to find out whether the problem is people, process or focus.
Talk to Li