Great. Then, when can we expect that?

Most rooms are good at two things: complaining and nodding. Solving things — not so much.

Someone names the problem. Heads nod. Ideas fly. Everyone knows what needs to happen. Meeting ends. The next one starts. Same problem, different context. No resolution.

It's not laziness. When responsibility sits with a group — not a performing team — it belongs to no one. The more people in the room, the more everyone assumes someone else will move. And when years of micromanagement are on top of that, people stop trying altogether. They keep the thoughts. Sometimes share them. But act to solve? That stopped somewhere along the way.

So when the room agrees on something, I don't let it breathe too long.

"We need to do that. That's clear." — Great. When can we expect it?

"I need to check." — You said it's a priority. Next meeting then?

"The manager needs to approve it." — Manager, we are moving on with this topic, ok? Is there any reason to block it that we are not aware of? If yes, please share it with us.

Not pressure for the sake of it. Just closing the gap between words and action. No waste.

The team is usually more ready than they think. They just stopped believing they had the autonomy to move. When there are real blockers, we go after them. Right there, in the room. And remove them as much as possible. If not, we work around.

Self-organization doesn't happen by itself overnight. Sometimes it just needs someone to remind them of that, empower them, and put leadership on the same page. Fear away, free road ahead.

I pave the way. People own the run.