Outcomes
Meetings surface clearer decisions, not just discussions
Speaking time reflects responsibility, not just hierarchy
Missed opportunities are named while they still matter
Feedback feels supportive, direct and private
System is shareable with colleagues
Team norms improve without public call-outs
Pavel leads and participates in frequent meetings. Some are strategic. Some are messy. He cares about good decisions, healthy team dynamics and personal growth. He's also responsible for developing the skills of his team. He doesn't want performative feedback or another dashboard to manage.
Providing quality feedback gets deprioritised under time pressure
A few voices dominate while others quietly disengage
Feedback arrives too late to change behaviour
Reflection is either vague or uncomfortably public
Improvement depends on memory rather than evidence
Time cost
3.5 hours per month
1
The foundation layer
Qualifying meetings are reviewed and reflected back with focus and intent.
2
The personal layer
The system understands context before it judges behaviour.
It has been taught how this team works, what good decision-making looks like, which behaviours create impact and which quietly erode trust. It notices who spoke, who didn't, and whether that matched what the meeting needed.
After difficult meetings Pavel receives a short private message highlighting one missed moment, where a clearer decision could have been pushed forward.
3
The ergonomic layer
Feedback only appears when it is actionable. There are no summaries for the sake of it. No metrics without meaning.
The regularity of small, private, precision feedback creates behavioural change that removes the emotional resistance of receiving critiques.
Details we love
Feedback is grounded in team values and decision norms, not generic advice.
Behaviours are surfaced privately, preserving trust while enabling growth.
Timing that matters
Reflection arrives while the meeting is still fresh enough to change the next one.
