Stage B is where improvement becomes part of daily work — not a project, but a 4-phase system.
This phase establishes how improvement work will be practiced across the organization. Through a structured training sequence andearly immersion in day-to-day work, leaders and staff develop a shared mental model for improvement, learn what "good" looks like in practice at your organization, and understand their responsibilities in sustaining it.
The focus is on clarity, seriousness, and consistency - before any major change work begins.
This phase is intentionally rigorous. It creates stability and alignment before application.
In this phase, I:
In this phase, I work side by side with staff in their real workflows. We focus on problems that matter to them — not “perfect” problems — and build confidence by learning through action.
Leaders are coached to listen closely, understand what’s getting in the way, and take responsibility for reducing friction in daily work. Improvement becomes a shared effort — not something delegated downward.
This is where improvement becomes real, visible, and legitimate.
In this phase, I:
You care deeply about your mission.
But old habits keep getting in the way
That’s the gap this work is meant to close.
In this phase, teams shift from learning improvement to practicing it together. Staff translate their thinking into simple, usable documentation and learn how to share work clearly. Improvement becomes visible, grounded, and connected to real decisions.
Leaders learn how to reinforce these systems without micromanaging — through clear expectations, coaching, and steady presence.
In this phase, I:
In this phase, improvement shifts from team-led work to leadership ownership. I synthesize patterns observed across teams, surface system-level barriers, and support leaders in making the cross-cutting decisions that unlock the next level of progress.
Rather than saving this work for the end, leadership engages in regular sense-making conversations throughout the engagement. By this stage, nothing is “new” — it is simply clearer.
I leave organizations with capability — not just tools — to continue learning, improving, and making difficult system-level changes without external support.
In this phase, I:
Leading improvement work is demanding. You’re balancing urgency, limited capacity, and the responsibility to get it right. Stage B is designed to meet you in that reality — with structure, partnership, and steady follow-through.
Most engagements begin with a focused phase (8–12 weeks) and expand as capacity and priorities evolve.
