You have decided where to take the company. We will help the team follow you
Beside you is an experienced executive — not a coach and not a psychologist. We help you formulate the owner’s position, convey it to the team and bring the change to a working state.
A single session or a track of 4–8 meetings. Led by the founding partners in person.
“The decision is made — and then the hardest part begins. People will applaud you without our help. At that moment an owner needs someone who has carried such decisions through themselves and will say plainly where you are losing the team.”— the partners of Thesis Partners
This is about you if
Six situations that owners and chief executives (CEOs) bring to us most often. If you recognise at least one, the conversation will have substance.
The team nodded — and everything stayed as it was
You announced the changes and everyone agreed. A month later you look at the work — as if the conversation had never happened.
Agreement in words only
Your top managers back you in the meeting and quietly stall the decisions in practice. No one argues — and nothing moves.
An unpopular decision lies ahead
A round of redundancies, a change of structure, parting with a strong but toxic manager. There is no one to talk it through with before the announcement.
Only you see the whole picture
The strategy lives in your head. Every retelling loses half the meaning, and you are tired of being your own translator.
The change has stalled halfway
The first steps have been taken, and after that everything gets bogged down in day-to-day business. Without your daily pressure nothing moves.
No one to think out loud with
Inside the company there is no one with whom you can weigh the options honestly, and discussing this with business partners is risky.
What this format is
Beside you is someone who has run a company themselves and carried unpopular decisions through themselves. That is what sets this format apart from coaching, therapy and consulting.
We speak plainly
We have an opinion and we say it. A coach would lead you to your own answer with prompting questions — that is not how it works here.
The subject is the management situation
We work through the decision and the people around it. Your inner state is the psychotherapist’s territory, and we do not go there.
The decisions remain yours
We do not take the task over as a “turnkey” project. Our work is to make sure your decision is thought through to the end and reaches the team without losses.
Our position
A team follows a decision when it understands the logic and sees that its objections have been heard. That does not require consensus — alignment is enough, and forcing things through only does harm. We help the owner build exactly that kind of conversation: without losing momentum and without losing people.
The work is led by the two founding partners in person: 50+ projects behind them, with mid-sized and large businesses among the clients, including state corporations. Between meetings the partner stays available: a difficult conversation with the team rarely waits for the next session.
What you get
After every meeting you are left with a working document, not with the notes of a good conversation.
A formulated position
A decision set out so that it withstands questions from top managers and the board of directors: the arguments, the boundaries, the answers to the main objections.
A plan for the conversation with the team
Who to speak to first and in what words. Where to expect resistance and what to do about it.
A review of how the change is going
We look at where the team has moved and where it is stuck, and adjust the steps — until the change reaches a working state.
How we work
Kick-off meeting
45 minutes online or at the office. You describe the situation, we say where we can be useful, and we agree the format. Many begin with a single session on one specific decision.
Meetings 1–2. The position
We work through the situation and formulate your decision so that it withstands questions from the team and the board of directors.
Meetings 3–4. Getting it across
We design how the position will reach people: who hears it first, what objections it will meet, how to answer them.
Meetings 5–6. Reality
The change is already under way. We work out what is actually happening and correct the course where the team is stuck.
Meetings 7–8. Making it hold
We make sure the change lives on once you stop pushing it every day. That is where the track closes.
Frequently asked questions
Our clients and partners
Market leaders, state corporations and top business schools
Press about us
Our partners’ expertise in business and industry media.
Automating industrial plants: overcoming resistance
Thesis Partners partner Boris Kaptelov on why resistance to automation is an argument about the distribution of benefits and risks, who should own the outcome of a project and how not to get stuck in “pilot purgatory”.
Tell us what change you have to carry through
Leave a request — we will reply within one business day.
Contacts
We work directly with owners, chief executives (CEOs) and senior leadership.