Leadership
Design and lead the team
When a team looks busy but produces no result, diagnose its effectiveness against three tests, rebuild its purpose and composition, then manage the process with the right move at the right time.
Is this route for you?
Consider this route if you bring a project team together, take responsibility for a team or want to understand why collaboration is becoming difficult.
Look beyond individual performance to the team’s boundaries, design and working practices. Then explore how to launch a team, manage its processes and develop its culture.
A person problem or a team design problem?
Example reflection exercise: A team of capable people keeps missing deadlines. Which three questions would help you distinguish unclear roles, coordination losses and resource constraints?
Deepen your reasoning with Elenq
Describe an anonymised team situation to Elenq. Ask what evidence supports your first diagnosis and which alternative explanation you should test.
This is an example reflection prompt. In-app exercises and AI-generated responses vary; progress records completed learning, not a validated competence score.
Your learning route
The program order
Complete the programs in order to finish the route. Each one brings short lessons, applied practice and a realistic business case together.
Plus and Pro members can create a verifiable Stratify certificate when the route is complete.
- Program 01
Diagnose team effectiveness
Foundational: you learn to read whether a team is actually working, using three criteria rather than one, and to tell where its failure is coming from. By the end of this program you can assess a team against the three effectiveness criteria, separate process losses from process gains, and diagnose which path to failure a team has taken.
- The team whose boundary dissolved
- The three criteria of effectiveness
- Process loss and process gain
Apply it: Closing case: which path is it falling down
4 lessons · ≈3 hours
- Program 02
Design and launch a team
Intermediate: you learn to set the two levers that do most to determine a team's performance, its design and its launch. By the end of this program you can write a compelling team purpose, decide size and composition against faultline risk, and launch a team properly in its first meeting.
- Design is the strongest lever
- Size and faultlines
- Making the work meaningful
Apply it: Closing case: setting up the first meeting
4 lessons · ≈3 hours
- Program 03
Manage team process and culture
Advanced: you learn to steer a running team with the right intervention at the right moment and to read culture as an output rather than an input. By the end of this program you can match an intervention's type to its timing, build the conditions that raise collective intelligence, and decide how much self-management a given unit should carry.
- Type and timing of an intervention
- Raising collective intelligence
- Culture is an output, not an input
Apply it: Closing case: how much self-management
4 lessons · ≈3 hours