For trusted advisers
When to introduce
TEICHERT.
TEICHERT is most useful when an organisation needs to adapt, something consequential is not moving and credible people hold different explanations for why.
A useful introduction
The decision matters and the explanation is not yet settled.
Consider an introduction when a CEO, Chair or executive sponsor is deciding whether to coach a senior leader, restructure the organisation, reset the executive team or replace a key person before the cause is clear.
The situation may also involve an agreed strategy that is not producing movement, a senior team that keeps returning to the same decisions, or performance that depends on effort the organisation cannot sustain.
What happens next
The first conversation is confidential and exploratory. Werner listens for what the organisation is trying to adapt to, what was expected to change, where movement first stops, what has already been attempted and which decision now needs to be made.
There is no assumption that a Review is required. If the issue is already clear, the appropriate next step may be Executive Advisory, work with the senior team, BurnoutOS or a referral to another specialist.
Suggested introduction
Copy and adapt this note.
Werner helps CEOs and boards understand what is preventing an organisation from adapting and what should change first. I thought a confidential conversation may be useful because the issue is consequential and the explanation is not yet settled. There is no commitment implied. I am simply connecting you so you can compare perspectives.
Confidentiality
Context can come directly from the executive.
The person making the introduction does not need to provide sensitive organisational detail. Information can be shared by the executive directly and only with their permission.