The very first remote work experience I remember was in 1999: I was 19 years old, we still paid the internet by the minute and modems screamed their infamous dial-up tones into the room. I sent the draft of a letter via email (sic!) to someone, 100 km away, for review. We discussed it on the (land line) phone while he was making edits to it on the PC. The way towards distributed teams was paved much earlier than we initially realised. And here is one of the many accounts to recount the story.

When I introduce myself to founders as a consultant who helps series A and B startups scale, they ask me back: “Do you mean technical scaling? Or financial scaling?” My answer is “No, I help with the 3rd pillar of scaling: team dynamics.” Let’s explore what this means and why it’s a game-changer for scaling - for the better.

One of the most recurring issues I hear from team members to top executives is how frustrated they are with their meetings: Too many meetings, too many participants, too long, no tangible outcomes, lots of uncertainty afterwards. Here’s what I have seen improving things in countless teams.

From 2018 to 2022, I have facilitated anti-corruption workshops in Madagascar and trained officers from the National Anti-Corruption Agency BIANCO in corruption prevention methods. The fact that the protest movement just led to an overthrown government, comes not as a surprise to me. Because corruption in Madagascar had gotten way out of control and can be considered the top cause for the protests. In this blog post, I explain why.

In our current economical logic, organisations, team leaders and working individuals have a strong tendency, to quickly "move on" and "turn the page" - for the sake of productivity. The truth is though, that under the surface, certain events keep working in us, because they remain unresolved.