§ Team Engagements
Most stalled businesses don’t have a strategy problem. They have a communication problem that looks like one.
Decisions sit with the wrong person. Bad news arrives late. Partners agree in the meeting and diverge in the hallway. Clients get a different company depending on who answers the phone.
The work below starts with data: how each person on your team is actually perceived, measured with the Fascinate assessment. It ends with specific changes to how the team operates — changes we measure at the start and again ninety days later. The assessment is where the work begins. It is not the deliverable.
Every engagement begins with a conversation.
Engagement 01
Team Operating Diagnostic
- For
- Leadership teams of three to twenty-five where things run slower, louder or more fragile than they should.
- What happens
- Each member completes the assessment. I hold short, confidential conversations with each person. Then I map the results against where the business is actually stuck: how decisions get made, who governs what, where capacity runs out, and what breaks when someone is absent.
- You leave with
An operating map of your team:
- Where decisions are really made, and where they wait
- Which handoffs fail, and why
- Which working relationships carry friction, and what is driving it
- How your team comes across to clients, and who should own which client relationships
- A short list of changes, in priority order
- How we know it worked
- A baseline at the start. A recheck at ninety days.
Engagement 02
Working Session
- For
- Offices and teams that need to work differently by Monday, not understand themselves better.
- What happens
- A half day on site. Everyone takes the assessment beforehand. In the room, we use the results to write the rules the team will actually run on: how decisions get made and announced, how bad news travels, what belongs in email and what needs a conversation, and who speaks for the team to which clients.
- You leave with
- A written set of operating agreements. The team drafts them and signs off on them, and each one reflects how the people in that room actually communicate.
- How we know it worked
- We check at thirty and ninety days whether the agreements are still in use — and what changed because of them.
Engagement 03
Partner Alignment
- For
- Two or three principals — co-founders, a founder and an operator, family owners — who have stopped moving in the same direction.
- What happens
- Individual assessments. Separate conversations with each principal. Then working sessions together. Confidential throughout.
- You leave with
- A clear division of decision rights, an agreed way to handle disagreement before it reaches the staff, and one consistent way the partnership presents itself to employees and clients.
- How we know it worked
- We count the decisions that are open and contested at the start, and how long each one takes to resolve. Then we count again.
§ What this isn’t
It isn’t a personality workshop or a team-building day. Nobody leaves with a label and nothing to do differently. Results are never used to make hiring or selection decisions.
§ The instrument
I’m a Certified Fascinate Advisor. The assessment is licensed from How to Fascinate. The frameworks that turn its results into operating changes are my own, built over years of work with founder-led businesses.
§ Start here
Take the individual assessment, or ask for a conversation. If there’s a fit, we’ll talk about which of these makes sense — or whether something else does.
Fascinate® and Fascination Advantage® are trademarks of How To Fascinate and/or Sally Hogshead.