Help a decision you’ve made become working practice
Execution after the decision. I work next to you and the team in an agreed role: owners, deadlines and results checked. The term, my involvement and the exit are named before we start.
When it is needed
Change stalls
The decision is made, but a month later things look the same.
Everything runs through the owner
Every decision passes through you, and you have become the bottleneck.
Agreements don’t hold
The team agrees in the meeting and goes back to the old way afterwards.
Forms of involvement
- A fractional role or interim lead for a product, technology or change project.
- An execution rhythm: a decision log, reporting, meetings.
- Changing processes and rolling out ERP, CRM or a knowledge base when the decision requires it.
- Execution control: owners, deadlines, results checked.
- Advisory: a lighter form with an explicitly named scope.
Boundaries
- You make the final decisions; the team does the work.
- My involvement is named in the agreement and changes only by agreement.
- A mandate is needed: who makes the uncomfortable calls and can make them stick. Without authority and the owner’s participation, carrying a decision through cannot be promised.
- Co-management is a time-boxed expedition for a task, not an open-ended operating role.
The repeating cycle
At the start: the goal, the starting point, access, participants, the meeting rhythm and completion criteria. Then the cycle:
Observe
What is really happening: data, conversations, behaviour.
Choose the priority
One main thing for this cycle, not everything at once.
Commit the action
Who does what by when. An entry in the decision log.
Check the result
Compare the expectation with what happened and change the next step.
What stays with the team: the decision log, a few key metrics, owners and review dates. The work ends with a handover: the team keeps the rhythm without me.
What it looks like in practice
A real case names its source: my own company, or a client who agreed in writing. An example is labelled as one: the company, the people and the numbers in it are made up, the situation is typical.
My building materials company: buying a year ahead
Once a year I decided what to buy, and how much, for the year ahead. The forecasts came within about 5%.
Real case · my own companyAn invoice €17,000 over the estimate, without the site manager’s signature
Pay on the foreman’s word or wait for the site manager to measure. The decision is on record, and the rule that no invoice gets paid without the site manager’s signature is written down as a company decision.
Example · made-up companyA familiar supplier, someone else’s bank account
An invoice in a known supplier’s name with changed bank details, caught by chance. How to stop it depending on chance.
Example · made-up companyA job taken at seven to eight per cent
The decision went into a card with what it rests on, and was reviewed on the dates set in advance.
Example · made-up companyE-bike rental: making a business manageable
The company described as it is, a system of record, and decisions checked in one meeting.
Real case · with the client’s consent
Discuss co-management
Which decision needs carrying out, what has been tried and where it stalls. I reply personally.
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