Robert’s challenge, as I saw it, was twofold: he had to change himself and his environment simultaneously—which meant aligning his team’s behavior with his own. I had a simple off-the-shelf structure for him that had worked with clients many times before. It took the form of six basic questions. The questions weren’t a big surprise to Robert—except for the fact that he’d never created the time or circumstance to pose them to himself and his people.
