"positive momentum in teams starts with a simultaneous moment when everyone realises things can't stay this way"
"positive momentum in teams starts with a simultaneous moment when everyone realises things can't stay this way"
WHEN THE PRESSURE IS ON, WE all LOOK FOR ANSWERS.
But what if what we really need...
is a better question?
​​​I help you see what you may be missing, think beyond the obvious and shape a more aligned, energised way forward together.
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Michelle Bruggeman
COO, Levande
“Kate is really gifted in her ability to help an organisation shift by understanding the real blockers preventing it moving forward. And, building team cohesion along the way"
Honnie Donders
GM, Retail, Bupa.
“The was a definite shift across my leaders and teams. Other programs are like a sugar hit but working with Kate is like being in a candy store for a really long time - and staying there even when she leaves."
Honnie Donders
GM, Retail, Bupa.
“Kate's approach is unconventional which enables flexibility. She has an incredible ability to read a room and take strategy up and down the organisation so that everyone feels engaged energised and aligned"
For leaders who need to create shared direction and movement together.
I work with executive and leadership teams on real strategic and organisational challenges.
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The work may involve shaping direction, resolving competing interpretations, strengthening executive ownership or translating ambition into coordinated action.
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This is not team development detached from the work. The live challenge becomes the vehicle through which the team develops stronger judgement, alignment and ways of working.
Leaders usually come to me because something significant is not moving as it should.
​​The presenting issue may be strategy, alignment, ownership, communication or delivery. The real challenge is often more complex.
A consequential decision is difficult to resolve
The stakes are high, the information is incomplete or different people are answering different versions of the question.
Leaders agree on the ambition, but not the path
There is broad agreement about what matters, but different interpretations of the situation, priorities or choices are preventing coordinated movement.
A complex change lacks ownership
The work is being carried by one executive, a program team or a small group of advocates rather than by the leaders who need to make it happen.
A leader is carrying too much of the complexity alone
The role, decision or organisational challenge is difficult to think through without an experienced and independent partner.
Strategic intent is not becoming action
The direction may exist, but priorities are unclear, activity is fragmented or people cannot connect their work to the outcome.
The expertise is there, but it is not being fully brought to bear
Your leaders are experienced but they hold different parts of the picture. The challenge is surfacing that intelligence, connecting it and applying it to the right problem.
