Adapting to Change in Fast-Paced Environments

Speed doesn’t kill startups. Lack of structure does. At Super.com, we scaled to $150M+ in revenue and 200+ team members without losing our edge. How? We built what we call Mission-Aligned Teams (MATs): a system inspired by Amazon’s single-threaded owners (STOs). STOs looked great for Amazon's scale but felt impossible for growing companies like ours. These 2 critical barriers made it impractical for most businesses and scale-ups: 1. Engineering Squad Requirements: True STO demands complete engineering teams (including managers) reporting to a single owner. At our size, we couldn't justify full engineering squads for each business unit. To make it work, we would have to quadruple our engineering headcount. 2. P&L Owner Complexity: STO leaders need unicorn-level skills: deep business acumen and P&L management experience. Not only are these leaders rare and expensive, but requiring all these skills in one person would have limited our talent pool and slowed our ability to launch new initiatives. What we needed was a model that captured STO's focus and accountability but worked for our size and growth needs. That's when we created Mission-Aligned Teams (MATs), a hybrid model that changed our execution (for good) Key principles: • Each team owns a specific mission (e.g., improving customer service, optimizing payment flow) • Teams are cross-functional and self-sufficient • Leaders can be anyone (engineer, PM, marketer) who's good at execution • People still report functionally for career development • Leaders focus on execution, not people management The results exceeded our highest expectations: New MAT leads launched new products, each generating $5-10M in revenue within a year with under 10 person teams. Planning became streamlined. Ownership became clear. Today, I’m giving away our Mission Aligned Teams Guide and Template and offering select high-impact 1:1 advisory calls on Intro, alongside the founders of Zillow, Reddit, Inc., and veteran VCs and experts like Andrew Chen If your team can’t answer “What matters most this week?” in under 5 seconds, it’s not a team. It’s a traffic jam. If you're scaling and structure is slowing you down, I can help. ✔️ Team design for execution ✔️ Scaling from founder-led to systems-led ✔️ Growth loops and organizational clarity ✔️ OKRs that actually drive results ------------------- 🚨 Want the exact Mission Aligned Teams Guide and Template we used to go from $0 to $150M+ revenue/year for FREE? • Like and share this post • Comment "MATs" I'll send you our entire MATs Guide — including the real team structures, internal templates, and step by step implementation guide that fueled our growth and built Super.com These are the same docs behind a Harvard case study and our $85M raise. No fluff — just what actually worked. This won’t be public for long, and due to time constraints, I'll be giving priority access for folks who shared this post. (photo credits to Manu Cornet)

🏭 The Machine Wasn't the Problem. The System Was. 🌋"Great Leaders Fix Systems. Average Leaders Fix Blame." A few years ago, a production line in a manufacturing plant was repeatedly producing defective products. Management's first reaction was predictable: ❌ "The operator is not paying attention." The operator was counseled and retrained. Yet, the defects continued. A week later, the maintenance technician was blamed. ❌ "The machine must not be maintained properly." Additional maintenance was performed. The defects still continued. Finally, a cross-functional team conducted a Root Cause Analysis. What did they discover? 🔍 The work instruction had been revised months ago, but the latest version had never reached the shop floor. The operator was following an outdated procedure. The machine wasn't faulty. The operator wasn't careless. The technician wasn't negligent. The real problem was a broken document-control process. One system gap had created weeks of defects, rework, frustration, and finger-pointing. 💡 That day, the team learned a valuable lesson: People create errors occasionally. Systems create recurring errors. As quality professionals and leaders, our responsibility is not to find someone to blame. It's to ask: 👉 What process failed? 👉 What control was missing? 👉 What risk did we overlook? 👉 What in the system allowed this to happen? When defects recur, improve the process. When targets are missed, improve the system. When engagement is low, improve leadership. 🚀 The strongest organizations are not those that make the fewest mistakes. They are the ones that learn the fastest and improve the system after every mistake. Before asking, "Who did this?" Ask, "What allowed this to happen?" That's where real continuous improvement begins. "In my experience during customer audits and quality investigations, the root cause is rarely a single individual. More often, it is a gap in communication, training, procedures, or leadership. The moment we stop looking for culprits and start improving systems, performance and culture both improve." #Leadership #QualityManagement #RootCauseAnalysis #ContinuousImprovement #OperationalExcellence #Manufacturing #LeanManagement #BRCGS #ISO9001 #QualityCulture

𝐃𝐨𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐉𝐨𝐛 𝐖𝐞𝐥𝐥 𝐖𝐨𝐧’𝐭 𝐒𝐞𝐭 𝐘𝐨𝐮 𝐀𝐩𝐚𝐫𝐭—𝐈𝐦𝐩𝐫𝐨𝐯𝐢𝐧𝐠 𝐂𝐨𝐧𝐬𝐭𝐚𝐧𝐭𝐥𝐲 𝐖𝐢𝐥𝐥 🚀 For a long time, I thought career growth meant doing my job well. I was wrong. The people who stand out don’t just complete tasks—they evolve, adapt, and refine their skills constantly. That’s what separates high performers from everyone else. When I started embracing continuous improvement, everything changed. 📌𝗜 𝘀𝘁𝗼𝗽𝗽𝗲𝗱 𝘄𝗮𝗶𝘁𝗶𝗻𝗴 𝗳𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗮𝗻𝗱 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝗮𝘀𝗸𝗶𝗻𝗴 𝗳𝗼𝗿 𝗶𝘁. Instead of assuming I was doing fine, I made it a habit to ask, “What’s one thing I can improve?” It was uncomfortable at first, but it helped me grow faster than I ever expected. 📌 𝗜 𝗿𝗲𝗽𝗹𝗮𝗰𝗲𝗱 "𝗯𝗶𝗴 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗺𝗼𝗺𝗲𝗻𝘁𝘀" 𝘄𝗶𝘁𝗵 𝗱𝗮𝗶𝗹𝘆 𝘂𝗽𝗴𝗿𝗮𝗱𝗲𝘀. Waiting for promotions or major training sessions to improve was slowing me down. Instead, I started making small tweaks every day—refining my communication, improving my workflow, and staying ahead of industry trends. Tiny shifts, big results. 📌 𝗜 𝗹𝗲𝗮𝗻𝗲𝗱 𝗶𝗻𝘁𝗼 𝗱𝗶𝘀𝗰𝗼𝗺𝗳𝗼𝗿𝘁. Growth never happens in your comfort zone. I took on tasks I wasn’t completely ready for, knowing that figuring it out would teach me more than any course ever could. And it did. 📌 𝗜 𝘁𝗿𝗲𝗮𝘁𝗲𝗱 𝗺𝘆 𝗰𝗮𝗿𝗲𝗲𝗿 𝗹𝗶𝗸𝗲 𝗮 𝗽𝗿𝗼𝗱𝘂𝗰𝘁—𝗰𝗼𝗻𝘀𝘁𝗮𝗻𝘁𝗹𝘆 𝗶𝘁𝗲𝗿𝗮𝘁𝗶𝗻𝗴. No successful company stays the same for years, so why should I? The best professionals update their skills, mindset, and approach regularly. That’s how they stay relevant. 𝘛𝘩𝘦 𝘵𝘳𝘶𝘵𝘩? 𝘠𝘰𝘶 𝘥𝘰𝘯’𝘵 𝘩𝘢𝘷𝘦 𝘵𝘰 𝘣𝘦 𝘵𝘩𝘦 𝘴𝘮𝘢𝘳𝘵𝘦𝘴𝘵 𝘰𝘳 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘵𝘢𝘭𝘦𝘯𝘵𝘦𝘥. 𝘠𝘰𝘶 𝘫𝘶𝘴𝘵 𝘩𝘢𝘷𝘦 𝘵𝘰 𝘪𝘮𝘱𝘳𝘰𝘷𝘦 𝘧𝘢𝘴𝘵𝘦𝘳 𝘵𝘩𝘢𝘯 𝘦𝘷𝘦𝘳𝘺𝘰𝘯𝘦 𝘦𝘭𝘴𝘦. #ContinuousImprovement #CareerGrowth #SelfDevelopment

𝗔𝗳𝘁𝗲𝗿 𝟮𝟳 𝘆𝗲𝗮𝗿𝘀 𝗶𝗻 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁, 𝗜 𝗰𝗮𝗻𝗻𝗼𝘁 𝗲𝘃𝗲𝗻 𝗲𝗻𝗷𝗼𝘆 𝗮 𝗳𝗹𝗶𝗴𝗵𝘁 𝗮𝗻𝘆𝗺𝗼𝗿𝗲 ... 😉 𝗟𝗲𝘁 𝗺𝗲 𝗲𝘅𝗽𝗹𝗮𝗶𝗻. I was settling into my seat, ready to switch off. Then I watched the cabin crew prepare for boarding. One flight attendant reached for the overhead bins. She could not reach high enough to close them. So she got a box, placed it on the floor, and stepped up. Then a second attendant did the same. Then a third. Three people. The same workaround. Nobody surprised. That box is the most interesting thing on the aircraft. It is a problem that everyone fixed and nobody logged. This is what 27 years at Johnson Controls, Danaher and P&G does to you: • You stop seeing a flight attendant reaching for an overhead bin. • You start seeing compensating behaviour, • and compensating behaviour almost always points to an improvement opportunity. Here is the perspective from continuous improvement. It works on a plane and it works on your shop floor. 1. Look for the workaround. The homemade tool, the spare box, the second spreadsheet nobody admits to. 2. Ask why it exists. People do not invent workarounds for fun. They invent them because they care more about the job than the current process allows them. 3. Decide, do not inherit. Most leaders remove the box and call it a fix. That is how you lose the person and keep the problem. Now the part most people skip: • Sometimes the box is the right answer. A box is cheap and it works. • The point is to choose it, not inherit it. A workaround you decided on is a solution (and better standard work). • A workaround you never noticed is a problem. The crew were not the problem. Their box was proof that someone designed the galley without watching them work. Your people are doing the same thing right now. Quiet fixes for problems you have stopped noticing. The opportunities are everywhere. The only thing between you and them is the time you refuse to spend at Gemba. 𝗪𝗼𝗿𝗸𝗮𝗿𝗼𝘂𝗻𝗱𝘀 𝗮𝗿𝗲 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗽𝗿𝗼𝗼𝗳 𝗼𝗳 𝗼𝗻𝗲.

Meetings cut in half. Escalations down 75%. No new tools required. A cross-functional marketing team at a major global retailer was drowning: only 22% thought their meetings were a good use of time, and just 39% understood the metrics they were being evaluated against. No calendar audit fixed it. What did? Getting their team working norms aligned, starting with cross-functional goals. With help from Sacha Connor at Virtual Work Insider, the team worked through five intensive 90-minute sessions over two months. Three focus areas made the difference: 🔹 Align goals before anything else. They mapped KPIs side by side and found one function's top priority barely registered for the other. They worked to get aligned, and shared understanding of team metrics went from 39% to 83%. 🔹 Clarify decision rights first. Designated points of contact absorbed a brutal 15:1 staffing ratio, without adding headcount. It also cut down on meetings ("where are we on X") and reduced escalations by 75%! 🔹 Create norms for communication. One rule on Teams: drop an eyeball emoji to acknowledge you've seen a message. Information-flow effectiveness jumped from 41% to 83%. As Sacha put it about Team Working Agreements: most companies put a toolkit on the intranet, maybe a couple teams download it, work through the logistics and call it done. It's not. Three-quarters of teams have never established formal norms. If you're about to layer AI on top of that foundation, you're building on sand. 👉 Full case study in today's newsletter, linked in comments What's actually standing in the way of your team doing this work? #Meetings #Management #AI

"Most leaders think their teams need to get better at change. The truth? Their teams need to get better at disagreeing." Across SEA, stakeholders keep telling me: "We can handle change. We just can't handle how fast everything changes." But here's what I see when I dig deeper: Teams don't break because change happens. Teams break because they can't adapt together. And the World Economic Forum December 2025 report confirms this: Flexibility will be critical economic skills from 2026–2030. Not new frameworks. Not better tools. Human capabilities. COMB has been solving this exact problem for nine years, long before WEF made it official. Earlier this year, I worked with a cross-functional team in crisis where marketing said product was too slow. Product said operations was too rigid. Operations said everyone dumped last-minute requests. Leadership labeled it "lack of adaptability." But during our COMB session, the real issue surfaced: A manager said honestly: "We don't struggle with change... We struggle because we don't trust how people will respond when we speak honestly." That was it. Teams cannot adapt to external uncertainty when they feel unsafe with internal uncertainty. Because adaptability isn't just technical. It's emotional. When people don't feel safe, they: ❌ Won't challenge ideas ❌ Won't ask crucial questions ❌ Won't disagree constructively ❌ Won't reveal blindspots ❌ Won't collaborate at speed This is why psychological safety isn't "soft culture work." It's the backbone of competitive advantage. For nine years, COMB has been developing what we call "soft power skills", the human capabilities that drive organizational adaptability. Long before WEF identified flexibility as critical, we've been training teams across Indonesia and Singapore to master constructive conflict, emotional regulation, and trust-building under pressure. Most teams avoid conflict because they only know destructive conflict: defensive reactions, personal attacks, shutdowns. But we teach the real engine of adaptability: Constructive conflict. Where teams learn to say: "I see it differently, here's why" or "Help me understand your constraints." When teams master constructive conflict: 💥 Speed increases dramatically 💥 Decision-making sharpens 💥 Innovation accelerates 💥 Client communication improves 💥 Silos dissolve naturally Because trust isn't built when people agree. Trust is built when people can disagree safely. What the WEF identifies, COMB operationalizes. From 2026–2030, companies will rise or fall on one capability: how well their people adapt to uncertainty together. Lead Beyond Yourself. Rise Beyond Limits. If your teams hesitate, avoid difficult conversations, or slow down when the world speeds up — is it really a skills issue or a safety issue? Ready to build adaptability as your competitive edge? Let's talk. #softpowerskills #teamadaptability #psychologicalsafety #futureskills #organizationalchange #cassandracoach

One of the key takeaways from last month's IIA conference was the future evolution of internal auditors into strategic advisors. With evolving stakeholder expectations and new risks on the horizon, the agility and adaptability of internal audit are more important than ever. But how do we get there? According to a report by The Institute of Internal Auditors Inc., one critical step is embracing a growth mindset. This brings to mind several key areas: 1️⃣ Embracing challenges and persevering in the face of setbacks:  By closely observing and understanding rapidly changing trends, we can anticipate and address challenges that may disrupt our business. This insight allows us to develop effective strategies to protect our businesses from such uncertainties. We can enhance the operational resilience of our organisation by providing independent advice on robust crisis management and business continuity planning. 2️⃣ Learning from criticism:  Asking for regular feedback from all our stakeholders is invaluable for continuous improvement. It should be seen as a tool for growth rather than a personal attack. Embracing this dynamic approach fundamentally transforms our role as advisors, moving beyond the outdated perception of auditors merely as watchdogs. 3️⃣ Drawing inspiration from successful audit practices:  As internal auditors, we can learn from the successes of our peers and benchmark ourselves against industry best practice. Studying successful audit functions, following successful audit leaders on LinkedIn and their innovative approaches can inspire us to adopt new methodologies and improve our own practices. This perspective encourages continuous improvement and helps us stay at the forefront of our field. 4️⃣ Effort as a path to audit excellence:  Operational excellence in internal audit is achieved through diligent effort and continuous upskilling. By consistently investing in our professional growth, whether through certifications, training, research, reading, or learning new technologies, we strengthen our ability to deliver high quality, value-added audits. This commitment to excellence is essential to maintaining the trust of our stakeholders. By providing strategic, independent and objective assurance, we're not just adding value - we're innovating decision making and safeguarding stakeholder interests. I'm really excited about the future and how, together, we can help our internal audit community thrive in this ever-changing world. If you haven't already, I encourage you to read the Vision 2030 report: https://ia-vision2035.org/   #InternalAuditing #FutureOfWork #IIAIC

Myth: Team stability equals team performance. Reality: Team adaptability drives innovation. Just watched a project team rotate 40% of its members mid-sprint and deliver their best results yet. The secret? Strong knowledge documentation and rapid onboarding protocols. The ability to adapt to change is crucial. By embracing fluidity and empowering your teams to evolve, you can unlock new levels of innovation and performance. Key strategies to foster team adaptability: ➡️ Invest in knowledge management by creating a centralized repository for project documentation, best practices, and lessons learned. ➡️ Develop robust onboarding processes by ensuring new team members are quickly integrated and productive. ➡️ Foster a culture of continuous learning by encouraging knowledge sharing, cross-functional collaboration, and experimentation. ➡️ Empower your teams by giving your teams the autonomy and tools they need to adapt to changing circumstances. By prioritizing adaptability, you can build teams that are resilient, innovative, and future-ready.

In the face of an overwhelming volume of to-dos, turning to time management as a solution is a dead end. What do people who are really good at time management get? More work! Time management is important, but it's a productivity tool - not a solution to pressure. Instead, take aim at the three things that create volume pressure in the first place: tasks, decisions, and distractions. When you're faced with what feels like an overwhelming pile, consider the following: 1) What tasks have I taken on that are not linked to my major goals? Can they be deferred or deprioritized? 2) What decisions regularly create cognitive load for me? Are there any that can be replaced with policies or principles so I don't need to carefully weigh them each time? 3) How can I use structure to stop relying on will-power to reduce distractions? This can be as simple as a pomodoro timer, going on airplane mode for 30 mins, or physically isolating yourself in a conference room. If you pair time management with task, decision and distraction management you'll have a more sustainable approach over the long haul.

To all the #consultants out there - this ones for you: Managing Tough Clients Without Losing Your Cool (or Your Confidence) Clients come in all types: A client who keeps changing requirements. Another who demands overnight miracles. And one who simply doesn’t empathize with your team’s constraints. Sound familiar? Dealing with tough clients isn’t just about “managing relationships.” It’s about managing your response — balancing service, boundaries, and self-respect. 1️⃣ Stay Calm — Emotion Is Contagious When clients are unreasonable or aggressive, our instinct is to defend or push back. But escalation rarely builds trust. Calm is your superpower. Research in emotional intelligence (Daniel Goleman, HBR) shows that emotional contagion is real — your calm regulates the other person’s tone. The moment you match their anxiety or frustration, you lose influence. Breathe. Pause. Respond — don’t react. The calmer voice often ends up steering the conversation. 2️⃣ Anchor on the “Why” When clients shift goals or change directions, resist the urge to complain. Instead, get curious. Ask: “Help me understand what’s driving this change.” Often, their behavior reflects external pressure — not malice. By uncovering the “why,” you can reframe the conversation from friction to problem-solving. 3️⃣ Use Clarity as Your Shield - this is a big one The more chaotic the client, the more disciplined your communication must be. Document discussions and decisions. Confirm timelines in writing. Summarize calls with clear next steps. Clarity protects relationships. It also prevents “you never told us” moments later. 4️⃣ Set Boundaries Without Being Defensive Boundaries aren’t barriers; they’re professional guardrails. It’s perfectly fair to say: “We can absolutely meet that timeline, but it will mean reducing the scope of X or adding Y resources.” Boundaries said with respect build credibility, not conflict. Setting the right expectation first time and every time is important. 5️⃣ Manage Up and Manage Within If client behavior is consistently draining the team, escalate with context, not emotion. “We’ve noticed X pattern that’s affecting delivery. Can we align on how to reset expectations?” Internally, protect your team’s morale — recognize their resilience, and debrief after tough interactions. People need to feel seen when dealing with high-pressure clients. 6️⃣ Remember — Tough Clients Build Tough Leaders Some of your best negotiation, empathy, and communication skills will be forged in difficult client situations. They teach patience, precision, and grace under pressure — qualities every future leader needs. You can’t control every client’s behavior. But you can control how you show up — calm, clear, respectful, and firm. #Leadership #ClientManagement #Communication #EmotionalIntelligence #Consulting #ProfessionalExcellence