Leadership Alignment
& Operating Reset
Most leadership teams are busier than they are effective. A lot of energy goes in. The impact does not always match it. When something is not quite working at the leadership team level, it shows up everywhere below it, in how priorities get set, how decisions land, how fast things actually move. And it is often hard to name exactly what the problem is, let alone where to start.
Some teams come to this with a clear trigger: a reorganisation, a merger or acquisition, a company moving from startup to scaleup, a newly formed team, or a major initiative arriving on top of everything else. Others just know something has been off for a while and cannot quite name it. Both are the right moment.
A 1 to 2 day structured working session designed to surface what is actually going on, find where the team is out of sync, and agree on the specific shifts that will make the most difference. It works across four areas:
Most teams have a direction in theory. The real test is whether every leader would make the same call, tell the same story, and say no to the same things when something new comes up.
How leaders actually work together when things get hard. The candor, the trust, the willingness to name what everyone in the room already knows.
How the team makes decisions, runs its rhythms, and coordinates. What worked two years ago may now be a source of friction, and no one has stopped to redesign it.
The gap between what gets agreed and what actually happens. Priority lists that keep growing, with nothing ever taken off.
- A shared diagnosis of how the team is operating, built together in the room
- Named priorities: two or three concrete shifts the whole team has committed to
- A first-action roadmap: specific steps, named owners, agreed timelines
- Clarity on what to tackle first, so the session's momentum carries forward
Amanda Byanski, founder of Novaspex, has spent over 20 years working with leadership teams across global organisations, through large-scale restructures, complex transformation programs, new operating models, and newly formed teams finding their footing. She has seen what gets in the way, what unlocks things, and what the difference looks like between a team that works and one that is working against itself. That is what she brings into the room.
If something here is resonating, there are two good places to start.