Working with me – Manifesto
Everyone has a specific working style that can be adapted.
Below are a few elements I pay special attention to.
We agree on:
1. 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.
2. Partnership, not a pedestal – we operate as peers, directly, with no theater and no tool worship. Mentoring where you need to “know how” fast, coaching where you need to “see,” facilitation where you need to “align.”
3. Decisions over discussions – priority conflicts become a procedure: a decision forum, clear roles (e.g., RAPID), selection criteria based on flow and value, and an escalation mechanism.
4. Limited data? We start with simple measures – minimal definitions of “done,” a weekly rhythm, and after a few weeks we have enough signal for forecasting and credible conversations about risk and commitments.
5. Collaboration over silos – product–platform works when we align service interfaces, release cadence, classes of service, and shared flow metrics; turf wars turn into a flow contract.
6. Accountability without micromanagement – simple decision scopes, a decision log, and an outcome review cadence; autonomy within boundaries, transparency instead of magnifying‑glass control.
7. A roadmap that actually leads – we slice large items, limit work in progress, set a steady cadence, and build the roadmap on risk and capacity, not wishful thinking.
8. Quality in the flow, not “on the side” – we embed quality gates into the process itself (definitions of done, WIP review) to reduce rework and stabilize lead time.
9. No more “everything is top priority” – classes of service, queue rules, and explicit policies; priority follows rules and value, not who is loudest in meetings.
Working style and expectations:
1. 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.
2. Rhythm and cadence over spurts – fixed delivery windows, clear handoff points, and a shared calendar reduce waiting, ping‑pong, and context switching.
3. Transparency by default – what isn’t explicit doesn’t exist in management: decisions, criteria, limits, and collaboration policies are written down and enforced.
4. Balance: people x system – change happens in behaviors and organizational mechanics at the same time; we design an environment that reinforces the right choices every day.
5. Minimum bureaucracy, maximum decisions – process simplicity supports decision speed and execution, instead of multiplying checklists with no impact on outcomes.
6. Direction without OKR theater – fewer objectives, tied to flow, with clear boundaries for work; that gives real steering, not slide‑deck rituals.
Mentoring and leadership over tool fashion:
1. Mentoring both soft skills (feedback, communication, change management, etc.) and hard skills (how to run decision forums, how to set work boundaries, how to read value and risk metrics). Short loops, fast implementation.
2. Partnering with leaders – we build leadership capacity to order priorities, set conditions for execution, and reach decisions without politics.
3. Shifting the power dynamics – from “who shouts louder” to “what delivers value and supports flow”; fewer ad‑hoc negotiations, more rules that work regardless of personalities.
How we work in practice:
1. We agree on decision forums and roles, and tie them to value and flow metrics – a priority dispute becomes a process, not a tug‑of‑war.
2. We jointly define minimal completion standards and a measurement rhythm – after a few weeks we have a reliable picture to forecast, discuss risk, and make commitments.
3. We make the roadmap real and close quality in the process – slicing big items, limiting WIP, and embedding quality gates stabilize delivery without “side projects.”
Need more?
We’ll align.