Team situation
High turnover, polite exit interviews.
Ops & Technology
Aligned around building systems that scale without breaking, fixing what's already broken
Bring your team →In most organizations, there is a list of things that everyone agrees are broken and nobody is fixing. The list exists in shared consciousness — mentioned in 1:1s, acknowledged in retrospectives, carefully avoided in planning.
Operations and technology problems that cross team lines are almost never purely technical. They are ownership problems. The system breaks at the boundary between two teams because neither team is responsible for the boundary.
The coaching work here is about making the list explicit, deciding which items are actually worth fixing, and creating the conditions for real ownership rather than collective tolerance.
“What are we tolerating that we know needs to change but nobody owns?”
What is on your organization’s shared list of known problems that nobody owns fixing?
What system failure has happened more than twice that hasn’t produced a permanent fix?
Where does accountability for a cross-team system or process genuinely not exist?
What would it cost you — in time, morale, credibility — to keep tolerating what you’re tolerating?
When a system failure, migration, or significant process change crosses both ops and engineering