The Problems
Start with what’s actually happening.
Not our vocabulary. Yours. Each page starts with the problem the way you’d describe it at 11pm, then works back to what’s actually causing it.
How do I hold my team accountable without micromanaging?
If I check in, I’m hovering. If I don’t, it slips. The answer is a mindset line and a three-outcome structure.
Why do our strategic plans keep dying in Q1?
Your plan didn’t fail in Q2. It failed in the hallway, the day it was born.
Everything runs through me.
The founder bottleneck: rational early, dangerous later, and fixable by design.
My leadership team isn’t leading.
Titles without ownership make department heads, not leaders. The difference is design, not talent.
We keep having the same conversation and nothing gets decided.
The topic survives three meetings with a new subheading each time. Usually nobody owns the decision.
We start more than we finish.
Eleven things in flight, none of them done. Deprioritizing without killing costs more than it saves.
We know what’s wrong and nothing changes.
Describing a problem well provides real relief. That relief is why it survives for years.
I’ve been carrying someone I should have dealt with a year ago.
Check the conditions before you conclude it’s the person. Three of the four causes aren’t.
Nobody knows what good looks like except me.
The work comes back technically complete and somehow wrong. An unwritten standard isn’t a standard.
Every page above ends in the same two places. Executive Coaching for the patterns that live in the leader. Strategic Planning for the ones that live in the plan. If you are not sure which is yours, book a conversation and we will tell you, including when the answer is neither.
InPossible · free, weekly
Stop being the only one thinking about the business.
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