Why most leadership teams meet too much.
More meetings rarely unlock a stuck decision. Why leadership teams get caught in a meeting rhythm and what actually creates movement.
Strategy
Why the best strategy conversations rarely start at a meeting table.
Ask a leadership team where last year's most important insights landed. Almost never during the strategy day. In the car, at the bar, or on the walk to the car park.
In the margins people talk differently
As soon as something is official, it becomes careful. In the margins there are no minutes and no audience, so an idea is allowed to be half finished. Those half ideas are exactly strategy in the making, and they rarely reach the meeting room.
A strategy day rewards finished answers
Whoever shows up with a doubt looks weak. Whoever shows up with a plan looks strong. So everyone brings a plan and the conversation becomes about who has the best plan instead of about what is really going on.
Movement takes the edge off, not the substance
While walking, people tell longer stories and draw conclusions later. For strategy that is an advantage: you hear the assumptions a proposal rests on instead of only the conclusion.
Organise the margins instead of hoping for them
You can build the corridor in: no slides, changing conversation partners, a question instead of an agenda, and only recording the choices at the end. Then the margin is no longer an accident but the format.
In short
If your best conversations happen in the margins, move the meeting to the margins.
Why entrepreneurs do not look for a coach, but do need a sounding board.
Entrepreneurs rarely ask for coaching, but they do want someone who keeps asking without an interest in the outcome. The difference between a coach and a sounding board, and why it matters.
Is it stuck at your company too?
We always start with a thirty-minute call: your question, the right format, the right length. After that you'll know whether this fits.