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Building Your Team's Playbook

Why Playbook Development?


Do you want real differentiators?  Do you have what it takes to lead your organization to a level of health unreached by most organizations?  Why unreached? Because it is hard work and requires courage.  Leaders must be courageous enough to confront politics and confusion created by lack of alignment among the highest levels in the organization.  They must be willing engage in an uncommon level of honesty to discover where there is alignment and where there is not and take the necessary action to rectify any misalignment. 


Engaging in the development of a Leadership Playbook that answers six simple, yet critical questions, is the necessary step to achieve alignment, creating so much clarity that there is little room for confusion or damage to the rest of the organization. 

How Does it Work?


An intact leadership team participates in a 2 day off-site session to collectively answer six questions.

  • Active, participatory, full engagement of every team member is imperative

  • Assurance that no one is holding back in the in-depth dialogue is expected

  • Patience is vital

  • Inquiry is critical

  • Having fun is requisite!

What Do We Deliver?


We have developed a unique, interactive process to walk leadership teams through answering 6 critical questions and come away with a two-page Playbook that clearly answers each.  This is the 2nd step in adopting the concepts of organizational health as described in The Advantage.  After your team begins its journey of becoming more cohesive by participating in a 5 Behaviors of a Cohesive Team session you then participate in Playbook Development answering these questions:


  1. Why do we exist?

  2. How do we behave?

  3. What do we do?

  4. How will we succeed?

  5. What is most important, right now?

  6. Who must do what?


Your Playbook, when fully embraced and alive the hearts and minds of every leader, will be the catalyst to minimize politics and confusion, while increasing morale and productivity and decreasing turnover of high performers.  What would keep you from having that in your organization?