the worse, the better
The worse the situation, the greater the opportunity for meaningful change.
A crisis creates a readiness for transformation that comfort could never achieve.
A crisis reveals the truth about an organization – when everything falls apart, you can finally see where the real problems lie.
In 2019, I joined a corporation where a 200-person team had not delivered anything for 18 months. Panic, blame games, heroics. Everyone was looking for someone to blame or for a “silver bullet.” I started with questions: What’s blocking the flow? Which decisions are we making over and over again?
It turned out that 85% of the work was stuck in “almost done” status, and priorities changed every week. We introduced aging WIP reviews, flow limits, and clear classes of service. After 10 weeks – the first deliveries; after 90 days – a predictable delivery rhythm.
I look where it hurts. I don’t seek easy paths or popular solutions. A crisis is a signal that the system needs repair – and the best opportunity to make it happen. The biggest breakthroughs are born in the hardest moments, when the organization is ready for real change.
If you find yourself in such a situation, I’m here for you.
there is no simple explanation what I do in Enterprise…
for the Community:
- Official translation of Scrum@Scale Guide: scrumatscale.com
- Polish Agile Association: agile.org.pl
- 4 cycles of free Agile Coach Mentoring programs
about me
I’m a pragmatic, product-centric and value-focused Leadership Coach & Enterprise Agile Coach.
Systems-thinker, with superb record of boosting organizational effectiveness. Go-to for advanced expertise on tools and techniques.
Exceptional cross-functional liaison, challenger and catalyst for sustainable change. Scrum enthusiast, not an evangelist.
How I work
- Only real outcomes, no “coaching for the sake of coaching” – we work toward something: decisions, priorities, results. If it doesn’t translate into business value and real behaviors, we stop and change the approach.
- We start with a clear problem and hypotheses – we establish a shared language of value, outcomes, and behaviors so we can “see the same thing” faster and not lose the purpose in the tools.
- Partnering with leaders – we build leadership capacity to organize priorities, set conditions for execution, and reach decisions without politics.
Frequently Asked Questions
What typical problems do I solve? Here’s a handful of example questions that often come up when working with clients. Do any of these sound familiar?
-
How to objectively assess coaching process quality?
Observe behavioral shifts during sessions: ratio of questions to statements, deliberate pauses before answering, and exploration of alternatives—leading indicators of organizational change effectiveness.
-
Can coaching replace traditional leadership development programs?
Coaching is a critical component but not a full substitute for education. I focus on applying knowledge in real business contexts—complementing, not competing with, traditional programs.
-
What is the optimal duration for executive coaching?
Typically 6–9 months with sessions every 2–3 weeks. Early results appear in 4–6 weeks, while durable mindset shifts require at least six months of consistent work.
-
What role does communication play in change design?
Communication is not just about informing, but about designing the change experience. Every message, meeting, and artifact must reinforce the narrative of “why this matters” and “what this means to me.” This is part of the architecture of change.
-
How to design inter-organizational changes?
I start by mapping stakeholders and their incentives – what each party gains or loses. Then I design a governance model and communication protocols, which provide the foundation for operational changes.
-
Can we clean up the portfolio without a big framework rollout?
Yes. We use lightweight governance: 3 rituals (demand review, aging WIP, decisions), 3 portfolio rules (WIP, classes of service, size limits), and 3 outcome metrics. No framework install.