Leadership in Technical Consulting

This series is what we call a hub-series, which means it leads to other Twennie series depending on the unique challenges you’re facing in your operations. The diagnostic tools shown in this video are designed to not only help you rescue struggling business units, but to also help you plan your learning and development in a logical sequence, helping you learn, then fix what you must in the short term to develop more revenue. This video is the first in the series, A Systems Approach to (Re)Building a Business Unit.

Why Celebration Matters explores how recognition—large or small—keeps teams motivated and connected. Drawing inspiration from Tetris inventor Alexey Pajitnov’s idea that “we deserve small celebrations,” the video shows how acknowledging effort sparks pride, trust, and purpose. From quick wins and service milestones to team events and industry awards, every celebration reinforces the message that work is valued. It also distinguishes between genuine appreciation and empty praise, offering leaders simple, meaningful ways to recognize everyone’s contributions.

A Dozen Ways to Occupy People During a Light Workload reframes downtime as development time. Instead of panicking when projects slow, leaders can use this period to strengthen systems, capture lessons, and inspire creativity. The video introduces practical, ready-to-use ideas—from conducting stay interviews and client surveys to creating video profiles, manuals, and learning content on Twennie. It also shows how the When the Workload is Light topic can serve as a shared repository where teams post, assign, and track these projects.

“You’re a micromanager” is usually a signal about control, trust, and communication—not just personality. Sometimes it means you’re stepping into details because expectations aren’t clear; other times it means your team feels watched instead of supported. This video breaks down what micromanagement typically looks like in real projects, how to identify the specific behaviors causing friction, and how to respond without getting defensive or swinging to the opposite extreme. You’ll learn practical ways to set outcomes, create check-in rhythms, and maintain quality while giving people real owner

When someone tells you “you need to learn to let go,” they’re usually reacting to how you handle ownership, delegation, or uncertainty—not your commitment to quality. This video unpacks what that phrase can mean in real workplace contexts: unclear roles, over-checking, rescuing others, or holding responsibility without sharing authority. You’ll learn how to ask clarifying questions, decide what truly must stay in your hands, and set delegation structures that protect outcomes. The goal isn’t to stop caring—it’s to lead with trust, boundaries, and sustainable control.

Workplace culture isn’t defined by productivity metrics or stated values—it’s defined by what happens after something goes wrong, goes right, or challenges the status quo. How leaders respond to missed deadlines, mistakes, success, dissent, or creative risk teaches employees what’s safe and what isn’t. Those moments shape long-term engagement, trust, and loyalty far more than policies or slogans ever will. This video explores how culture is learned through experience—and how leaders can begin shaping it deliberately instead of accidentally.

Mentoring and succession planning aren’t tasks to complete—they’re long-game leadership habits woven into daily work. The most effective learning happens through real-time involvement, spontaneous exposure, and explaining the “why” behind decisions. Leaders must tolerate discomfort, adapt to different learning styles, and gradually let go as others grow. Mentoring expands when responsibility is shared, motivations are understood, and honest conversations guide development paths.

Hiring a project coordinator isn’t about finding someone who already knows everything — it’s about identifying potential and creating the conditions for that person to grow. This unit helps leaders clarify what the role actually requires, what skills can be taught, and where early support matters most. It explores how to recruit with intention, evaluate candidates beyond resumes, and set realistic expectations during onboarding. Done well, hiring a project coordinator becomes an investment in future project managers, improved team capacity, and smoother delivery.

Rage at work doesn’t appear out of thin air, and it’s rarely caused by “difficult people.” For leaders, rage is almost always feedback about how power, accountability, safety, and fairness are functioning fora team. This video helps leaders recognize the workplace conditions that quietly generate rage, even in high-performing, well-intentioned environments. We’ll examine how leadership behaviors, structural decisions, and unexamined norms contribute to anger that eventually surfaces as disengagement, conflict, or burnout.

Proposal and marketing professionals work in ambiguity, supporting technical teams with widely varying levels of business development maturity. Without clear empowerment, they’re forced into reactive roles — proofreading, formatting, and following instructions that may miss the mark. This video examines the tension that arises when non-technical professionals challenge assumptions, deadlines, or strategy, and how easily those moments are misread as overstepping.

The Workplace Rage Reference is a practical tool for employees who feel stuck, angry, or emotionally overloaded at work but need clarity instead of escalation. It helps you name the specific condition driving your rage, separate what you’re responsible for from what you control, and document patterns without venting. The steps guide you toward constructive action—whether that’s initiating a productive conversation, setting boundaries, reducing emotional exposure, or recognizing when rage is signaling that the environment itself may not be fixable.

The Senior Project Coordinator oversees project coordination across a business unit or region, establishing standards that improve clarity, predictability, and delivery performance. This role partners with project managers and leadership to identify risks early, reduce rework, and protect schedules and margins without undermining technical authority. Through coaching, system design, and governance, the Senior Project Coordinator strengthens how projects are planned, communicated, and executed. The result is fewer surprises, healthier teams, and more consistent project outcomes across the portf

Design and engineering don’t disagree because one side is wrong — they disagree because they’re protecting different kinds of risk. Designers guard intent and experience. Engineers guard safety, performance, and liability. This unit explores where those priorities collide, why the conversations get emotional fast, and how to move forward without reducing the discussion to “you’re being unrealistic” or “you’re killing the design.” If you’ve ever left one of these meetings frustrated, defensive, or unheard, this one is for you.

Cross-discipline teams often fail not because people disagree, but because no one is truly empowered to decide. Responsibility is shared, but authority is vague — and when things go wrong, blame gets very specific. This unit looks at how authority gaps form, why they’re so destabilizing, and how to surface and resolve them before frustration turns into resentment. If you’ve ever been held responsible for outcomes you couldn’t control, this will feel uncomfortably familiar — and useful.

“Risk.” “Quality.” “Done.” “Feasible.” These words sound universal — but they rarely mean the same thing across disciplines. Engineers, designers, PMs, and business teams often believe they’re aligned when they’re not, because no one realizes they’re speaking different professional languages. This unit explores how translation breakdowns happen, why they’re so hard to detect in the moment, and how to clarify meaning without sounding pedantic or condescending. It’s about preventing conflict before it even shows up.

“Let’s get everyone in the room” sounds responsible — until decisions stall, momentum disappears, and accountability dissolves. This unit challenges the assumption that more collaboration is always better. You’ll learn how to recognize when alignment is essential versus when parallel work is healthier, how over-coordination creates hidden risk, and how to move work forward without being labeled uncooperative. It’s a practical look at collaboration with boundaries — not collaboration theater.

Most professionals don’t create silos — they inherit them. Reporting lines, incentives, workflows, and handoffs quietly push disciplines into defensive positions, even when everyone wants collaboration. This unit reframes silo conflict as a systems problem rather than a people problem. You’ll learn how silos show up in day-to-day work, why “just collaborate more” often backfires, and what individuals can realistically do to reduce friction without becoming political lightning rods.

Lean is often misunderstood as a tool for speed and efficiency at any cost. In technical consulting environments, that misunderstanding can turn thoughtful professionals into reluctant participants in process theater. This unit reframes Lean as a decision-making lens rather than a productivity weapon. You’ll learn how to identify real waste without oversimplifying complex work, how to use Lean principles to improve flow instead of control behavior, and how to apply Lean in a way that respects expertise, context, and the realities of human work.

When a project goes off the rails, the instinct is often to work harder, add meetings, or quietly absorb the damage. None of those actually fix the problem. This unit focuses on how to recognize when a project is no longer healthy, identify the real causes of derailment, and step in with clarity instead of chaos. You’ll learn how to reset expectations, stabilize scope and relationships, and decide what can be saved — and what can’t — without destroying trust or burning out the team.

Most projects end with a quiet fade-out: invoices sent, files archived, lessons forgotten. Strategic teams treat closeout as a critical moment — not an afterthought. This unit explores how to close projects intentionally, with clear communication, documented wins, and thoughtful handoffs that reinforce trust. You’ll learn how to shape the final narrative of the work, surface insights while they still matter, and leave clients and internal teams better positioned for what comes next. Done right, closeout becomes a business development and leadership opportunity, not just an administrative task.

In many organizations, risk management becomes a false sense of security: registers are filled out, boxes are checked, and everyone pretends the important risks are now “handled.” This unit challenges that illusion. You’ll learn how to identify meaningful risks early, distinguish between real and performative mitigation, and talk about uncertainty in a way that builds trust instead of fear. It focuses on risk as a living conversation — one that requires judgment, honesty, and the courage to surface uncomfortable truths before they become crises.

Most professionals understand the Pareto Principle in theory, but struggle to apply it in practice. In consulting environments, everything feels urgent, visible, and risky — making it hard to distinguish between high-impact work and noise. This unit focuses on how to use 80/20 thinking in real situations: proposals, projects, client relationships, and internal priorities. You’ll learn how to identify where effort truly pays off, make intentional trade-offs, and resist the pressure to treat all tasks as equally important. It’s about focus, judgment, and impact — not shortcuts.

Many organizations claim to put people first — far fewer know what that actually looks like in practice. This unit moves beyond values statements to examine how everyday decisions either support or undermine a people-first philosophy. You’ll explore practical strategies for balancing human needs with business realities, making trade-offs transparently, and resisting the quiet pressures that turn “people before profit” into an empty phrase. It’s about aligning leadership behavior, project decisions, and expectations so that caring for people strengthens performance instead of competing with it.