The Coach’s Playbook isn’t finished.
It isn’t even fully defined yet.
It’s something that’s emerging from the work itself for example:
What are the ghosts that exist, the emotional baggage people bring from one project to another?
How do you decide who's in charge and the roles and repsonsbilties that are needed to make something a success?
How do we get engagement and buy-in on projects?
I work in the middle of complex delivery environments where things don’t quite join up as neatly as the diagrams suggest. My focus is usually on helping teams and leaders make sense of what’s actually happening, rather than what they think should be happening.
The Coach’s Playbook is a by-product of that work. It’s a collection of real situations, observations, and ways of working through them.
Interested in seeing how it develops?