Meeting the messy problems
How do we move forward when the road ahead is unclear, when the challenge we face is not just technical but existential?
That is the work of leadership. Not merely solving problems, but staying present with complexity, ambiguity, and emotion long enough to allow something new to emerge.
It was this kind of work that led me to develop Rapid Peer Coaching. Over the past 13 years, I’ve watched this method become a sanctuary for thoughtful leaders: those who know that insight doesn’t always arrive through expertise, and that wisdom often comes dressed as a question, not an answer.
The problems we bring into leadership spaces, the real ones, are rarely tidy. They’re not about KPIs or dashboards. They’re about people. About us. The things we feel but don’t say. The things we see but struggle to name. The tensions we carry between who we are and who we are expected to be.
In such moments, our well-worn problem-solving tools falter. Because they’re built for mechanics, not meaning.
Why Rapid Peer Coaching
We’ve been trained to think linearly: define, diagnose, decide. That works for machines. But for humans? For leadership? For teams? That path often bypasses what matters most.
Rapid Peer Coaching offers another way. A slower, braver way. In just 30 minutes, through a deceptively simple structure, it invites us to sit with peers. Not to fix, but to see. Not to advise, but to attend. Not to manage the problem, but to notice the person in the problem.
The process is grounded in curiosity. It leans into silence. It invites metaphor, emotion, and association. And in doing so, it often reveals something we didn’t know we knew—because we hadn’t yet spoken it, or because we hadn’t yet felt seen.
This is not performance. It’s presence. It’s not about efficiency. It’s about intimacy with ourselves and with others.
Rapid Peer Coaching is not a tool for getting things done. It’s a practice for helping people become.
And in that becoming, real progress becomes possible.