The First Operating Review After a Geopolitical Shock
After a shock, the first operating review should separate what changed from what the company is using the shock to avoid. Keep the hour short and factual.
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Coaching Across Dual Headquarters Without Splitting Culture
Two headquarters become two companies when each site keeps a private operating system. Coaching should make one calendar, one card, and one way to disagree.
What ExCo Minutes Reveal About Fear in the Room
Minutes that never record a disagreement are not polite. They are a record of fear. Read last quarter’s notes as a coaching diagnostic.
Decision Rights After a Carve-Out
A carve-out leaves people using the parent’s permissions in a company that no longer has them. Rewrite decision rights before you coach the culture.
When Two Co-CEOs Share One Scorecard
Co-CEOs fail when they share a title and hide two scorecards. Write one public card, and write who breaks a tie before the first fight.
Coaching Founders Who Took the CEO Title Too Early
A founder can hold the title before they hold the job. Coaching should separate product instinct from the CEO work they have not yet learned.
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