25 Ways to Lead When Your Team Has the Same Working Geniuses

Your leadership team loves strategy sessions but nothing ships.

You sit in the room and watch it happen. Three people get energised talking about the vision. Two more want to refine the process. No one volunteers to make the calls, chase the follow-up, or push the thing across the line. The meeting ends with great ideas and zero momentum. Six weeks later you are back in the same room having the same conversation, and you realise the problem is not effort or talent. It is wiring.

When your team shares the same Working Geniuses, the work that energises everyone is the same work, and the work that drains everyone gets avoided until it becomes a crisis. Patrick Lencioni created the Working Genius model to help leaders understand the six types of work that exist in every project. Wonder, Invention, Discernment, Galvanising, Enablement, Tenacity. Most people have two that energise them, two that are competent but draining, and two that frustrate them entirely. When a team is well-distributed across all six, projects flow. When a team clusters around the same two, the workflow breaks in predictable places.

I have facilitated this model in schools, nonprofits, and executive teams across the world, and the teams that struggle most are rarely the ones with conflict. They are the ones where everyone gets along, everyone is talented, and everyone unconsciously avoids the same type of work. The principal who hires three deputies who all love Wonder and Discernment ends up with a leadership team that can talk about problems for hours but never lands on a decision. The CEO who builds an exec team full of Galvanising and Enablement has a team that can mobilise people beautifully but cannot figure out what they are mobilising toward.

This is how you lead when your team has the same Working Geniuses.

RECOGNISING THE PATTERN

Before you try to solve the problem, you need to see it clearly. Teams with duplicate geniuses do not look broken from the outside. They look engaged, collaborative, and thoughtful. The dysfunction only becomes visible when you track where projects stall, which conversations repeat, and which types of work never quite get done. The recognition work is not about blaming anyone for their wiring. It is about naming the structural gap so you can build around it.

1. Notice where your projects consistently stall

Every team has a predictable point where momentum dies. If your team is heavy on Wonder and Invention, projects die in the decision phase. You generate ten possible directions and spend six weeks debating the merits of each one, but no one pulls the trigger. If your team is heavy on Galvanising and Enablement, projects die in the initiation phase. Everyone is ready to move, but no one has figured out what you are actually building. If your team is heavy on Discernment and Tenacity, projects die in the ideation phase. You are great at evaluating and finishing, but terrible at starting something new because no one enjoys the creative ambiguity of early-stage thinking.

Map your last five projects and mark where each one lost energy. Do not track where they officially ended. Track where the team stopped feeling energised and started feeling like they were dragging the work forward. That inflection point is almost always the moment you hit a phase of work that no one on the team is naturally wired to do. If four out of five projects stalled at the same phase, you have found your structural gap.

The stall point tells you what is missing from your team’s natural wiring.

2. Track which meeting types energise your team and which ones drain them

The energy in the room is the clearest diagnostic you have. A team heavy on Wonder lights up in blue-sky strategy sessions and goes flat in execution reviews. A team heavy on Tenacity comes alive in status updates and accountability check-ins, and visibly disengages when you ask them to brainstorm five years out. A team heavy on Galvanising gets animated when you talk about stakeholder engagement and communication strategy, then checks out the moment you shift to internal process design.

Run this audit: List the recurring meeting types your leadership team participates in. Strategy sessions, operational reviews, project kick-offs, stakeholder planning, budget reviews, team retrospectives. Next to each one, note whether your team walks out energised or depleted. If six out of eight meeting types drain your team, you are spending most of your time in work that does not match their wiring. If only one or two meeting types energise them, your team is likely clustered around the same geniuses, and the rest of the work is being done in competency or frustration mode.

Energy patterns show you what your team is built to do and what they are forcing.

3. Listen for the language your team uses when they describe tasks

People reveal their geniuses and frustrations through the words they choose when talking about their work. Someone with Wonder as a genius says things like, “I have been thinking about why this keeps happening,” or “What if the real issue is something we have not named yet?” Someone with Invention says, “I have got three ways we could approach this,” or “Let me sketch out a concept.” Someone with Discernment says, “That will not work because,” or “Here is what I am noticing about this plan.” Galvanising says, “Let me take this to the board,” or “I can get people excited about this.” Enablement says, “What do you need from me?” or “I will make sure that gets done.” Tenacity says, “I will see this through,” or “Let me finalise the last details.”

Track the phrases your leadership team repeats across a two-week period. You are not trying to catch people in anything. You are trying to notice the natural vocabulary that surfaces when they talk about their work. If four out of six people on your team consistently use Wonder language, you have a team full of people who love asking why but struggle to land on what. If everyone defaults to Enablement language, you have a team of supporters with no one naturally wired to set the direction they are supporting.

The words people choose when they are relaxed reveal what energises them.

4. Identify the tasks no one volunteers for

Every leadership team has work that sits in the metaphorical middle of the table for three meetings before someone finally picks it up out of obligation. That orphaned work is almost always sitting in a genius zone that no one on your team naturally occupies. If no one volunteers to facilitate the visioning session, you are short on Wonder. If no one volunteers to build the framework, you are short on Invention. If no one wants to make the final call, you are short on Discernment. If no one takes ownership of the stakeholder communication plan, you are short on Galvanising. If no one offers to coordinate the logistics, you are short on Enablement. If no one commits to driving the thing to completion, you are short on Tenacity.

List every recurring task your leadership team is responsible for.

Mark which tasks get claimed quickly and which ones sit unassigned until someone is voluntold.

Group the orphaned tasks by type.

The pattern will be obvious. If all the orphaned work sits in the ideation and conceptual phase, your team is short on Wonder and Invention. If all the orphaned work sits in the decision and activation phase, your team is short on Discernment and Galvanising. If all the orphaned work sits in the coordination and completion phase, your team is short on Enablement and Tenacity. The tasks your team avoids tell you exactly which geniuses are missing.

5. Notice which team members consistently end up doing work that drains them

When a team has a structural gap, one or two people usually absorb the missing work out of necessity. They are competent enough to do it, so it lands on their desk, but it drains them because it sits outside their geniuses. Over time, this becomes a quiet resentment or a performance issue that looks like lack of commitment but is actually chronic misalignment between their wiring and their workload.

Pay attention to who stays late, who takes longer to respond to certain types of requests, and who seems perpetually behind despite working hard. The issue is often not capacity. The issue is that they are spending 60 percent of their week doing work that sits in their frustration zone, and no amount of effort makes frustration work feel energising. If the same person is always stuck managing follow-through and their genius is Wonder, they are slowly burning out in a role that will never fit their wiring. If the same person is always stuck generating ideas and their genius is Tenacity, they are drowning in ambiguity when they are built for clarity and closure.

The person doing work that drains them is often covering for a gap the whole team shares.

DESIGNING AROUND THE GAP

Once you have named the pattern, the next move is not to try to change your team’s wiring. You cannot train someone into a genius they do not have. The move is to design your workflow, your hiring, and your role distribution in a way that accounts for the structural gap. Some gaps you fill with people. Some you fill with process. Some you fill by naming the gap clearly and creating collective accountability for the work no one naturally wants to do. The goal is not balance for the sake of balance. The goal is a team that can actually execute across all six types of work without grinding anyone into the ground.

6. Hire explicitly for the missing geniuses

When you know which geniuses your team lacks, your next hire should be built around filling that gap. Not as a secondary consideration. As the primary filter. If your leadership team is loaded with Wonder and Invention and you have five great projects that never get finished, your next hire needs to be someone whose geniuses are Tenacity and Enablement. If your team is full of Galvanising and Enablement and you cannot figure out what you are mobilising people toward, your next hire needs to bring Wonder and Discernment. For a deeper look at applying this in recruitment, see the guide on Working Genius for hiring.

Write the job description around the genius gap, not just the job title. Most hiring processes start with responsibilities and then filter for competency. Flip it. Start with the type of work that needs to be done, identify which geniuses that work requires, and then filter for people whose natural wiring matches that work. Someone can be exceptionally competent at execution and still hate it. Someone else can be mediocre at strategy work but love it, and over time they will grow into excellence because the work energises them. Hire for wiring first, competency second.

The fastest way to fix a team with duplicate geniuses is to hire someone wired completely differently.

7. Split projects into phases and assign each phase to someone whose genius matches it

If you cannot hire immediately, you can still design workflow that accounts for your team’s wiring. Most projects move through all six types of work in sequence. Wondering why something matters, inventing a solution, discerning which solution is best, galvanising people to support it, enabling the work to happen, and driving it to completion. When you hand an entire project to one person, you are asking them to do all six types of work, and at least four of those types will drain them. Understanding the natural Working Genius pairings on your team helps you see where the natural handoffs will happen.

Split the project into phases and hand each phase to the person on your team whose genius aligns with that type of work. The person with Wonder leads the discovery phase. The person with Invention leads the design phase. The person with Discernment leads the decision phase. The person with Galvanising leads the communication phase. The person with Enablement leads the coordination phase. The person with Tenacity leads the completion phase. Each person does the part of the work that energises them, then hands it to the next person.

This only works if you have at least some distribution of geniuses across your team. If your entire team shares the same two geniuses, you will need a different approach, but most teams have at least some variation. Use the variation you have.

8. Create a Working Genius matrix for every major project

At the start of every significant project, map the six types of work the project will require and identify who on your team is best positioned to lead each type. Do this visibly. Use a simple table. Down the left side, list the six geniuses. Across the top, list the team members involved in the project. In each cell, mark whether that person’s wiring makes them a natural fit, a competent fit, or a poor fit for that type of work.

Genius	Sarah	Marcus	Lin	Dev
Wonder	Natural	Poor	Competent	Natural
Invention	Natural	Competent	Poor	Competent
Discernment	Competent	Natural	Poor	Competent
Galvanising	Poor	Natural	Competent	Poor
Enablement	Competent	Poor	Natural	Competent
Tenacity	Poor	Competent	Natural	Poor

The moment you map it, the gaps become undeniable. If two rows have no natural fits, you know exactly where your project will stall. If one person is sitting in their frustration zone for half the project, you know exactly who is going to burn out. Use the matrix to redistribute work before the project starts, not six weeks in when everything has already stalled.

9. Build process around the work your team avoids

If you cannot fill the genius gap with people, you can fill it with structure. Teams avoid the work that sits outside their wiring, but they will do that work if the process is clear, the expectation is explicit, and the accountability is visible. The mistake most leaders make is assuming that if the work is important, people will naturally do it. They will not. If the work drains them, they will delay, delegate, or avoid it until it becomes a crisis.

Identify the type of work your team consistently avoids, then build a forcing function around it. If your team avoids decision-making because no one has Discernment as a genius, create a decision protocol. Every project has a decision deadline. Every decision has a named decision-maker. Every option is evaluated against a standard set of criteria. The process does not make the decision enjoyable, but it makes the decision unavoidable. If your team avoids ideation because no one has Wonder or Invention, schedule quarterly ideation sessions with a structured format. Use prompts. Set a quantity target. Remove the ambiguity that makes ideation feel overwhelming to people who are not wired for it.

Process cannot replace genius, but it can prevent the work from being silently neglected.

10. Name the gap explicitly and create shared accountability for covering it

Most teams operate under the unspoken assumption that someone else will pick up the work that does not match anyone’s wiring. The principal assumes one of the deputies will drive the project to completion. All three deputies assume one of the others will do it. Six weeks later, nothing has moved, and everyone is quietly frustrated with everyone else. The fix is not to assign the work to someone who hates it. The fix is to name the gap in a team meeting and create collective responsibility for covering it.

Try this in your next leadership team meeting. Put your Working Genius profiles on the screen. Walk through the six types of work. Identify which types of work no one on your team is naturally wired to do. Then say it clearly. “No one in this room has Tenacity as a genius. That means follow-through is always going to feel harder for us than it should. We are not avoiding it because we are lazy. We are avoiding it because it drains all of us. Here is how we are going to cover for that gap.” Then build a rotating accountability structure. One person owns completion for each major project, and the rest of the team checks in weekly to keep that person from carrying the load alone. If you want to facilitate this conversation well, consider running a Working Genius workshop to surface the profiles and gaps in a structured setting.

Naming the gap removes the shame and creates space for the team to solve it together.

11. Rotate people out of work that sits in their frustration zone

Competency work drains you slowly. Frustration work drains you fast. If someone on your team is spending significant time doing work that sits in their frustration zone, they will not last. Not because they are weak. Because no one lasts when they spend most of their week doing work their brain actively resists. The issue is not willpower. The issue is wiring.

Audit each person’s workload and identify how much of their week sits in genius, how much sits in competency, and how much sits in frustration. If more than 20 percent of someone’s workload is frustration work, start redistributing immediately. Hand that work to someone whose genius aligns with it, or split it across the team so no one person is carrying all of it. If redistribution is not possible because the whole team shares the same frustration zone, hire for it, contract for it, or build process around it. What you cannot do is leave it on the same person’s desk and expect them to keep showing up with energy.

Frustration work does not get better with practice. It just becomes tolerable resentment.

12. Acknowledge when someone is working outside their genius and name it as service to the team

When someone does work that drains them because the team needs it done, that is not baseline expectation. That is sacrifice. If you treat it as normal, you train your team to resent the work and resent you. If you name it clearly and acknowledge the cost, you build trust and make it easier for people to keep doing hard things when the situation requires it.

The next time someone on your team does work that sits outside their genius, name it in front of the team. “Lin, I know coordination work drains you, and I know you spent the last two weeks doing nothing but coordination because we needed this project to land. That was not your job because it matches your title. That was your job because you were the only person available, and you did it anyway. Thank you.” The person doing the work feels seen. The rest of the team is reminded that covering for gaps is a team responsibility, not something that falls invisibly on the same person every time.

Acknowledgment does not make draining work enjoyable, but it makes it bearable.

CREATING WORKFLOW THAT MATCHES YOUR TEAM’S WIRING

Recognition and role design get you halfway. The final piece is workflow. How you structure meetings, how you sequence projects, how you assign tasks, and how you make decisions all either amplify your team’s wiring or fight against it. Most teams inherit workflow from the previous leader or borrow it from another organisation, and then wonder why their talented team feels stuck. The workflow was not designed for this team. It was designed for a team with different wiring. When you redesign workflow to match the geniuses your team actually has, execution becomes easier, energy increases, and the team stops feeling like they are constantly pushing against resistance.

13. Start every project with the type of work your team loves

If your team is heavy on Wonder and Invention, start every project with a discovery and ideation phase. Give them space to explore why the problem exists and brainstorm possible solutions before anyone has to make a decision or take action. If your team is heavy on Galvanising and Enablement, start every project with a stakeholder mapping and resource planning phase. Let them figure out who needs to be involved and what support structures need to be in place before the work begins. If your team is heavy on Discernment and Tenacity, start every project by narrowing options and setting clear parameters. Give them a shortlist of directions to evaluate and a concrete outcome to execute toward.

Match the project kickoff to the geniuses your team shares. When people begin a project doing work that energises them, they build momentum that carries them through the phases of work that drain them. When people begin a project doing work that drains them, they start behind and never catch up. The sequence matters as much as the work itself.

Teams that start projects in their genius zone finish more projects than teams that start projects with compliance tasks.

14. Schedule meetings at the time of day that matches the energy your team needs

Wonder and Invention work best in the morning when cognitive load is low and creative capacity is high. Discernment works best midday when your team has enough context to evaluate clearly but is not yet decision-fatigued. Galvanising works best in the afternoon when people are thinking externally and socially rather than internally and analytically. Tenacity works best at the end of the day when people want closure and are ready to clear their task list.

Map your recurring leadership meetings to the time of day that aligns with the type of work that meeting requires. Strategy and ideation sessions go in the morning. Decision-making meetings go in early afternoon. Stakeholder planning and communication strategy sessions go in mid-afternoon. Project status reviews and completion check-ins go at the end of the day. You are not trying to control anyone’s circadian rhythm. You are trying to schedule the work when your team’s natural energy is most likely to support it.

This is a minor adjustment that produces noticeable changes in meeting quality.

15. Use structured facilitation for the work your team avoids

If your team avoids ideation, do not run an open-ended brainstorming session. You will get silence, discomfort, and three mediocre ideas offered out of obligation. Use structured ideation. Give people prompts. Set a quantity target. Use a framework like SCAMPER or the Six Thinking Hats. Reduce the cognitive load by making the process concrete. If your team avoids decision-making, do not ask them to weigh in on an open question. You will get circular conversation and no resolution. Use structured decision-making. Present three options. Name the criteria. Set a decision deadline. Make one person the decision-maker and everyone else an advisor.

Structure does for process what genius does for energy. It makes hard work easier by reducing ambiguity and creating a clear path through the task. The more your team resists a type of work, the more structure that work needs. The closer the work is to your team’s genius, the less structure you need because motivation and clarity come naturally.

When you are asking people to do work that drains them, structure is kindness.

16. Build handoff points into your workflow

Most teams run projects as continuous workflows where one person or one subgroup owns the entire thing from start to finish. This works when the project requires one or two types of work. It fails when the project requires all six types, because no one is wired to do all six well. Instead of one owner, build handoff points. For more on how to structure this as a Working Genius team building exercise, see that guide.

Design the project as a relay. One person leads discovery and hands off to the person who leads design. That person hands off to the person who leads decision-making. That person hands off to the person who leads communication. That person hands off to the person who leads coordination. That person hands off to the person who leads completion. Each handoff happens at a defined milestone. Each person does the part of the work they are wired to do, then passes it forward.

The risk of this approach is dropped passes. The benefit is that each phase of the work is led by someone who is energised by that phase. You gain speed and quality because people are working in their genius zone. You lose continuity because no one owns the whole thing. The trade-off is worth it when your team has enough distribution of geniuses to support a relay structure. If your team is too small or too clustered, the handoff model breaks down.

17. Make decision-making a separate meeting from ideation

If your team has Wonder and Invention as shared geniuses, they love generating ideas and hate making decisions. If you try to do both in the same meeting, the decision either does not happen or it happens badly because everyone is still half in creative mode. Separate them. Run one meeting for ideation. Capture everything. Do not evaluate. Do not decide. Just generate. Then run a second meeting 48 hours later for decision-making. Present the shortlist. Evaluate against criteria. Make the call.

The gap between the two meetings gives people time to shift mental modes. The person with Wonder can stay in possibility during the ideation meeting without feeling pressured to narrow prematurely. The person with Discernment can come into the decision meeting prepared to evaluate without feeling like they are killing creativity. Separating the two types of work respects the fact that they require different mental states, and most people cannot toggle between them in real time.

Trying to ideate and decide in the same meeting produces mediocre ideas and delayed decisions.

18. Create visible accountability for the work no one wants

The work your team avoids does not disappear. It just becomes invisible until it becomes a crisis. If no one on your team has Tenacity as a genius, follow-through will consistently fall through the cracks unless you make it visible. Use a project tracker. Update it weekly in your leadership meeting. Name every open project. Name the person responsible for driving it to completion. Name the next milestone and the deadline.

Visibility creates accountability without nagging. When the tracker shows that the same project has been stuck at 80 percent complete for three weeks, the conversation happens naturally. The person responsible either moves it forward or names the barrier. Either way, the work stops being invisible. This is not micromanagement. This is making the workflow explicit so the hard work does not get quietly dropped.

What gets tracked gets finished. What stays invisible stays stuck.

19. Run post-project reviews through a Working Genius lens

Most project retrospectives ask what went well and what could improve. Add one more question. Which phases of this project energised the team, and which phases drained them? Map the energy to the six types of work. You will see patterns immediately. If the team consistently loses energy during the coordination phase, you know Enablement is a gap. If the team consistently loses energy during the decision phase, you know Discernment is a gap.

Use the retrospective data to refine your workflow and your hiring priorities. If three projects in a row stalled at the same phase, you have a structural problem, not a one-off issue. The retrospective gives you the evidence you need to make the case for process change or a new hire. It also gives your team language to talk about what is hard without blaming individuals. The issue is not that someone is underperforming. The issue is that the team lacks the wiring to support a particular phase of work.

Retrospectives that name genius gaps lead to workflow changes that actually stick.

20. Let people trade tasks based on wiring, not just workload

Most teams try to balance workload by distributing tasks evenly. Person A has 12 tasks. Person B has 14 tasks. Move two tasks from B to A and call it balanced. This ignores the reality that not all tasks cost the same energy. A task that sits in someone’s genius zone takes half the time and a quarter of the emotional energy as the same task sitting in someone’s frustration zone. Start by sharing your Working Genius assessment results openly so everyone knows each other’s wiring.

Let your team trade tasks based on wiring. If Lin has three coordination tasks that drain her and Sarah has three ideation tasks that drain her, and their wiring is opposite, let them trade. Lin takes Sarah’s ideation work. Sarah takes Lin’s coordination work. Both people end up with the same number of tasks, but now each person is doing work that fits their wiring. The total workload stays the same. The total energy cost drops significantly.

This only works if your team knows each other’s Working Genius profiles and if you create a culture where trading tasks is normal, not a sign of weakness. Make task trading a standing agenda item in your weekly leadership meeting. Ask if anyone is holding work that would be better suited to someone else. Most of the time the answer is yes.

21. Use external people to fill genius gaps for short-term projects

If your team lacks a genius and you cannot hire someone permanent, bring in external support for the phase of work your team cannot cover. Hire a consultant with Invention to design the framework your team needs. Hire a project manager with Tenacity to drive the thing to completion. Hire a facilitator with Discernment to help your team make the decision they have been avoiding for six months.

External support is not an admission of failure. It is strategic resource allocation. You would not expect your finance person to run your marketing campaign. You should not expect your Wonder-heavy team to execute a Tenacity-heavy project without help. Bring in the person whose genius matches the gap, let them do the work they are wired to do, and move on.

The cost of hiring external support is almost always lower than the cost of forcing your team to do work that drains them.

22. Protect your team from work that sits entirely outside their collective wiring

Some projects require all six types of work, and if your team is missing two or three of those geniuses, the project will fail or it will burn people out. Your job as the leader is to recognise when a project is mismatched to your team’s wiring and either decline it, redesign it, or bring in the external support needed to make it viable.

Before you commit your team to a major project, map the six types of work the project will require. If three of those types sit outside your team’s geniuses and you have no plan to cover the gap, do not say yes. Declining a project because it does not match your team’s wiring is not weakness. It is clarity. Saying yes to a project your team cannot execute wastes time, damages credibility, and demoralises the people who spent months trying to force work that never fit.

Protecting your team’s energy is part of leading well.

23. Celebrate the work your team does in competency mode

Genius work feels easy. Competency work feels like effort. When someone on your team spends a week doing work that sits in their competency zone, they worked hard even if the output looks simple. Most leaders only celebrate outcomes. Celebrate effort too, especially when that effort was spent doing work that does not come naturally.

In your next team meeting, name the person who did competency work and acknowledge the cost. “Marcus, you spent the last two weeks coordinating logistics for the event. I know that is not your genius. I know it drains you. You did it anyway, and you did it well. Thank you.” The acknowledgment costs you nothing. It buys you goodwill and makes it easier for people to keep doing competency work when the team needs it.

People will do hard things if they know you see the cost.

24. Teach your team to name when they are working outside their genius

Most people do not have permission to say, “This task drains me.” They assume that admitting it makes them sound uncommitted or incapable. Create a culture where naming your wiring is normal and expected. Teach your team to say, “I can do this, but it sits outside my genius, so it will take me longer and cost me more energy than it would take someone wired for it.”

Model this yourself. The next time you take on work that drains you, say it out loud. “I am not wired for detailed budget reconciliation. It frustrates me, and I will probably need someone to check my work. But we need it done, so I am doing it.” When the leader admits their own wiring limitations, the team learns that naming your genius is not an excuse. It is self-awareness.

Teams that talk openly about wiring make better decisions about who does what.

25. Remember that genius is not an excuse, it is a design principle

Working Genius is not a free pass to avoid hard work. It is a framework for understanding why some work feels hard and some work feels easy, and for designing roles and workflows that match people’s wiring wherever possible. Everyone will do competency work. Everyone will occasionally do frustration work. The goal is not to eliminate hard work. The goal is to stop asking people to spend the majority of their week doing work that their brain actively resists.

Use genius as a design principle, not a justification. When someone on your team says, “That is not my genius,” the response is not, “Too bad, do it anyway.” The response is, “You are right. Let me see if we can hand that to someone whose genius aligns with it, or let me build structure around it so it is easier for you to do.” Sometimes the answer is still, “We need you to do this even though it drains you.” But at least the person knows you see the cost.

Genius is not permission to opt out. It is a lens for designing work that does not grind people down.

Leading a team where everyone shares the same geniuses is not a permanent disadvantage. It is a design challenge. The pattern is predictable. The solutions are practical. The teams that succeed are the ones where the leader sees the gap clearly, designs around it intentionally, and refuses to treat mismatched wiring as a character flaw.

Your next step is to map your team’s Working Genius profiles and identify where you cluster and where you gap. Then pick three strategies from this list and implement them in the next 30 days. If you need help facilitating this work with your team, reach out at jonno@consultclarity.org.