“We have more staff than ever and somehow get less done.”
Every position has a binding role. Every meeting has a purpose.
Found: Headcount had grown, leadership had not. Much of the work ran on self-management.
More gets out the door again.
Projects
Organisational consulting
Settle who is responsible.
Your business should decide faster. For that, it has to be settled who decides what.
I check which decisions land on your desk today, where two people both feel responsible and which position is missing. That becomes the structure your team works by without having to ask.
QuestionResponsibleDecision
Book a fit callTwenty minutes, free of charge.
Situation
Sound familiar?
All on me“Every little thing ends up on my desk.”
Then nothing says what may be decided without you. Your people wait because they have to.Place 03 · What keeps running because nobody stops it
Good people“Marketing isn’t delivering, and we’ve got good people in there.”
Often the role in between is missing: someone who sets what gets done when.Place 01 · The decision that was never made
Two in charge“Sales and marketing are fighting over who owns the customer.”
Then every decision is made twice. Or not at all.Place 01 · The decision that was never made
Responsibility is a decision. If it isn’t made, whoever acts first decides.
It happens to good businesses. Usually when they have grown faster than their decisions.
What becomes possible
- What lands on your desk is what only you can decide.
- Every decision has a name, and everyone knows it.
- A new position fills a gap that has been described beforehand.
Who takes on what
I
- read where decisions land today
- prepare the structure
- record for every role what it decides alone
- lead the rebuild
- check against the criteria and hand over
You
- decide what you hand over and to whom
- approve the structure
- fill the positions and sign off
Your team
- works by the structure
- flags where a responsibility is missing
How I go about it
- ReadI read five zones: decisions, roles, interfaces, control and yardstick. Each ends in a question that is answered before a position is filled.
- DecideEvery decision that lands on your desk today gets a place: it stays with you, goes to a role or is dropped. I prepare, you decide.
- LeadFirst the architecture: which roles, responsibilities and approvals are reset and which position gets filled. Then I lead the build.
- CloseI check against the criteria set at the start and hand over. For every role an operating manual: what it is there for, what it decides alone, whom it asks.
What may lie behind it
What an organisation without clear responsibility costs.
Decisions waiting for a meeting. The same question for the third time. Good people who leave. Service providers taking orders from three sides.
If it is about handing over the business, a second question hangs on the same one: what runs without you.
How you know it is done
- For every role it is in writing what it decides alone and whom it asks.
- Approvals have an amount and a name.
- What lands on your desk is what you decided beforehand should land there.
- What the architecture says has been built. Signed off point by point.
The criteria are set before anything is built.
Decided
Limits
I don’t recruit, advise on employment law or facilitate team workshops. I set who decides what and which position that takes. You fill the position, with or without a recruiter, and you fill it better when it is settled what for.
For comparison: What does an interim manager do? · What is an advisory board?
Conversation
Before the next position is filled, it is settled who decides what.
Twenty minutes, free of charge, nothing to prepare. You describe your situation, I tell you whether and where I would start. You know what a format costs before we begin.