Same people. A different team.
Growth and transformation, led by the whole leadership team rather than function by function.
The entry point. Thirty days.
First, what is actually blocking the team. Then 30 days on its real agenda. Three patterns at most.
One order of priorities the whole team owns, checked by the team at day 30.
What the team leaves with
One agenda and one order of priorities the whole team owns.
The two or three patterns holding the team back, replaced by habits it uses the following week.
At day 30, the team checks its own indicators.
For: the CEO and the leadership team that need movement now, before or during a big shift.
Indicators the team might pick: escalations that still land on the sponsor. How long a priority agreed at the top takes to become one clear mandate one level down. A short pulse from the team, before and after.
Outcomes are agreed before the work starts. If the team commits to the agreed practices and the outcomes are not reached, the second half of the fee is not invoiced.
What gets in the way
Three patterns show up in most leadership teams once the change gets serious.
Each leader runs their own piece. The whole business is left to the CEO.
The shift: one shared agenda.
The real issues stay underground. Everyone feels them. Few people name them.
The shift: live issues worked on together.
The team is stuck in operations while the business needs it a level higher.
The shift: the right altitude for growth.
Most change efforts spread across the whole organisation. The intervention starts with the leadership team.
Not a workshop. Not an offsite. Not a framework that looks good on a slide and dies on Monday.
On the agenda it already has, the team names the two or three patterns that hold it back.
Each pattern is replaced while the team works on live issues. The old way stops being the default.
A few simple habits carry the change into the following week.
After day 30, the team and the sponsor choose whether to go further: Core or Extended.
The continuation. Four to six months.
Growth changes the job of the leadership team.
What the team leaves with
A leadership team where every member puts the whole business before their own function, and peers hold each other to account.
Progress measured before, during and after.
A team ready to carry the change into the organisation.
Eight to twelve coaching sessions for the team leader, tied to their part of the whole.
A leadership-team charter, a decision log and the leadership meeting, redesigned and in use.
A handover kit, so the capability stays inside.
Who it is for
It usually follows Focus.
Step by step
A one-to-one with every member, a team diagnostic survey and a pulse from the level below. The team receives its pattern map.
A full day with the whole team, on its own agenda. Two coaching sessions for the team leader on their part of the whole. A check-in with the sponsor. A written record within 48 hours.
A review with the sponsor and the leader, on the indicators the team chose. Together they set the scope of the last stage.
The diagnostic again, to show what moved, and a handover kit to carry the change one level down.
CRAF, a methodology by Mario Villarejo
One stage a month, from reading the business to carrying the change one level down.
Context. The team reads the business it has to lead, as it is now.
Reveal. The patterns that get in the team's way come into view.
Agency. The team makes new practices, habits and behaviours its own.
Forms. The practices spread across the organisation, so the change holds.
A retainer. Alongside the programme.
What the organisation keeps
The change carried into middle management and large groups.
The capability stays inside when the work ends.
An intervention map from the first month: where in the organisation to intervene, and in what order.
Programme discipline and the people side, in one piece of work.
For
The CEO and the CHRO, when the change has to travel past the top team.
Led end to end. One lead throughout, with hand-picked collaborators when the work needs them.
Extended includes executive coaching for the team leader.
The leader. One to one.
Part of Core and Extended, for the team leader.
Coached by someone who has run change from the inside, not only studied it.
What the leader leaves with
The pattern you set, seen and named.
One or two habits changed, where your team can see it.
A sharper read of the team you lead, and of what it copies from you.
The real problem
Formats
When the change has to reach the whole organisation. Part of Strategic Team Intervention · Extended.
For leadership teams, as part of the work at the top.
How the work differs
Teams are the unit of work.
Before anything is touched, the diagnosis shows what is actually blocking the team.
The team chooses its indicators and reads them itself, at day 30 and at day 90.
The team leaves able to do it on its own.
Change run from the inside first. Mario led Epicor's side of a 28-country ERP programme at Merck, alongside Merck's own programme director. Then years of repeat work with large companies. Experience first, credentials second.
The material is the team's own agenda and its own meetings, not a framework imported from outside.
What is seen gets said, even when it is uncomfortable.
Three readers
CEO, business unit leader. A diagnosis first, then 30 days, on your agenda. Read at day 30, on your own indicators.
CHRO, HRBP, head of OD. Rigour you can stand behind: ICF PCC, NTL, ORSC, Gestalt OD. Run with HR, never around it.
The leadership team. No role plays. No games. No slides. Your agenda, your meetings, your numbers.
How progress is read
The team picks its own indicators. For example:
Hitting the numbers, growing and changing at the same time is not a job for a group of excellent leaders. It is a job for a team.
Contact
Where is the pattern at the top slowing the business down?
A first conversation starts from that question.
No proposal or deck on the call.
One 25-minute conversation: the situation, the pattern behind it, and whether Mario is the right person for it.
Conversations in English, French or Spanish, across Europe and beyond.