After 10+ years across the creative industries, executive education, and think tanks, I keep returning to questions about teams. These are the ones I'm sitting with right now:

  1. How does a team successfully make a strategic pivot from use to work to what needs to work? 

  2. How does a team re-calibrate after a big change? 

  3. How does a team identify its blind spots or protect against developing new ones? 

  4. What can a leader do when it feels like there is no traction despite high effort from the team?

  5. How does a leader keep a high-performer motivated when upward advancement isn’t an option?

Teams are fascinatingly imperfect and are profoundly capable of amazing things.

Above all, they are still a human experience, each member working with their own limited knowledge and responses to change.

10+ Years in Leadership, Learning and Organizational Development

MA English
California State University Fullerton

MS Organizational Leadership
Johns Hopkins University

Accredited Belbin Team Roles Coach

I’m forming the next chapter of this work. If you lead a team or an organization, or work in a team, where any of these questions ring true, I'd welcome a conversation.

Email me