The JEM Culture-to-Execution Sprint
This leadership team coaching sprint is built for a senior executive sponsor and an intact leadership or cross-functional team. It centers on one shared business priority. Jim facilitates practical work on priorities, decision ownership, handoffs, and follow-through, so the team can practice its agreements in the work itself.
Is this the right room?
The Culture-to-Execution Sprint is for a senior executive sponsor and an intact leadership or cross-functional team working on one shared priority. It fits when the people closest to execution can examine how priorities, decisions, ownership, and handoffs shape the work.
Follow-through depends on reminders, escalation, or one person keeping the work moving.
Trade-offs keep reopening, so the team struggles to protect a clear focus.
The same issue returns because ownership or the next move remains unclear.
Several people are involved, but the handoff or final owner is hard to see.
Work slows as it moves between functions, leaders, or stages of delivery.
The executive table keeps absorbing issues that could be resolved closer to the work.
Strong fit
Probably not this vehicle
Where the work focuses
The sprint examines the working practices around one live priority. The specific agreements and progress signals depend on the team and context; they are not promises of a particular business result.
The work stays focused on a live business priority the intact team needs to address.
Clarify who decides, who contributes, and where a decision or issue should move next.
Make ownership visible as work passes between people, leaders, or functions.
Set expectations for communication, commitments, and raising risks in the work.
Choose observations that fit the live priority and the team's context.
The four-phase method
The work moves from understanding one shared priority to practicing team agreements and reviewing progress across twelve weeks. The Team Performance Review shapes the cadence and scope.
Weeks 1-2
Get specific about the shared issue, its constraints, and the patterns around decisions, ownership, and handoffs.
Weeks 3-5
Make priorities, decision ownership, and practical handoff expectations clear enough to use.
Weeks 6-9
Use the agreements in real team work, then adjust them as the group sees what holds up and what needs attention.
Weeks 10-12
Look at the agreed progress signals and decide which working practices the team wants to keep reviewing.
Full 12-week roadmap
Four phases keep the work connected to one shared execution priority, from understanding the current pattern to practicing agreements and reviewing progress.
Participant mix, cadence, and delivery details are set during the Team Performance Review.
Engagement sequence
Weeks 1-2
Diagnose
Make the shared execution issue and its constraints concrete. Look at the decisions, ownership, and handoffs around the work.
Focus areas
Weeks 3-5
Align
Surface trade-offs, clarify ownership, and agree how work should move across the team.
Focus areas
Weeks 6-9
Install
Use the agreements around current commitments, decisions, and handoffs. Adjust them as the team learns what works in its context.
Focus areas
Weeks 10-12
Reinforce
Look at the agreed progress signals and decide which practices the team wants to keep reviewing.
Focus areas
Scope and delivery
The JEM Culture-to-Execution Sprint brings an executive sponsor and an intact team together for twelve weeks around one live business priority. The team program is separate from individual Executive Coaching.
The 12-week engagement centers on a shared execution priority, not a preset leadership topic.
The participant mix is shaped around the people who own decisions and handoffs for the priority.
The group works on priorities, decision ownership, handoffs, and follow-through in the context of the live issue.
Virtual work is the default so distributed teams can work together across the engagement.
Onsite sessions can be considered when they fit the priority and agreed scope.
Touchpoints support the sponsor and selected leaders as they apply the team's working agreements.
The team and sponsor can agree on signals that make sense for the shared priority.
Scope is set individually. Participant mix, investment, cadence, onsite work, and any between-session support are discussed in the Team Performance Review.
Measurement and confidentiality
Progress checks give the sponsor and team something practical to discuss. They do not establish that the sprint caused a change in revenue, productivity, engagement, or retention.
A simple check at the beginning and close gives the sponsor and team a shared reference point for discussion.
Possible signals include decision-cycle time, issue age, milestone adherence, action completion, escalation volume, or handoff clarity. The team chooses what fits.
Updates focus on work patterns, progress markers, and decisions the business needs. They do not turn private coaching into surveillance.
One-to-one coaching conversations remain private. Themes may shape the work only without exposing personal coaching content.
Possible proxy indicators: decision-cycle time, issue age, milestone adherence, action completion, escalation volume, and handoff clarity. The sponsor and team choose only the signals that make sense for the live priority.
Examples, shaped to scope
Depending on the agreed scope, working notes may capture the priority, decisions, handoffs, and progress signals the team chooses to review. The Team Performance Review determines which materials and formats fit the work.
A working view of the live issue and the conditions shaping it.
A practical record of how decisions and work move across the team.
The expectations the team chooses to use for communication and follow-through.
Signals the team agrees are useful to review as it works on the priority.
How we start
Submit a request for a Team Performance Review. Jim reviews the situation and coordinates the next conversation about fit, participants, and the work your team can take on in twelve weeks.
Request a Team Performance ReviewShare the shared execution issue, the decisions around it, and the constraints that shape the work.
Talk through the executive sponsor, the intact team, the delivery context, and the time available for practice.
If the sprint fits, Jim recommends an approach and investment for the team. If another form of support fits better, he will say so.
Questions executives ask
The sprint is individually scoped around one shared priority. These answers explain the working approach, boundaries, and first step.
The engagement brings a senior executive sponsor together with the intact leadership or cross-functional team connected to the priority. Jim and the sponsor identify the right participant mix during the Team Performance Review.
Virtual-first is the default so distributed teams can work together across the engagement. Onsite sessions can be considered when they fit the priority and the individually agreed scope.
The sprint combines facilitated team work on shared operating practices with private coaching touchpoints for the sponsor and selected leaders. Jim helps the team work on execution practices; he does not replace your operators or write your strategy.
Private coaching conversations remain confidential. Team sessions are working forums. Sponsor updates focus on work patterns, progress markers, and decisions the business needs without disclosing personal coaching content.
The engagement runs over twelve weeks, with team work and any coaching touchpoints scheduled to fit the agreed scope. Exact hours and cadence are set once the priority, participants, and delivery mix are clear.
The engagement focuses on one live execution priority and the team's practices around it. It is not a broad transformation program, open-enrollment training, therapy, or a guarantee of a particular commercial result.
Team scope and investment are determined individually. During the Team Performance Review, Jim learns about the priority, participants, and constraints, then recommends an approach before you decide.
Submitting a request is not a calendar booking. Jim reviews the details and coordinates the next conversation, where you can discuss fit, participant mix, and a possible scope for the team.
The JEM Culture-to-Execution Sprint
Request a Team Performance Review to test fit, map the right participants, and decide whether this 12-week engagement is the right vehicle for your team.
Request a Team Performance ReviewSubmit a request first · Jim reviews the details and coordinates the next conversation
For individual work, explore one-on-one executive coaching. Learn more about Jim Marsh.
