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Leadership notes from Troy Frostad
Short, practical writing on how leaders actually communicate, decide and hold a team accountable — the same ground the coaching work covers.
How do you hold a former peer accountable?
Holding a former peer accountable starts with one direct conversation about the new roles, then the same standard for everyone, applied early and in private.
Why does your team keep getting it wrong when you were clear?
Clarity is measured by what your team walked away and did, not by what you said. If three people left the same conversation with three plans, it was not clear.
How do you stop a new supervisor doing the job themselves?
Your best technician became your busiest supervisor. They are not refusing to lead, they are retreating to the only part of the job they know how to be good at.
Why does the same coaching work on one supervisor and not another?
Two supervisors can show you identical behaviour for completely different reasons. Coach the reason, not the behaviour, or you will fix one of them and lose the other.
How do you build resilience in a team that is already worn down?
Resilience is not a personality trait a team either has or lacks. It is a set of conditions a leader builds, and most of them cost nothing but attention.
How do you give feedback to someone who gets defensive?
Defensiveness is usually a mismatch between how you deliver feedback and how the other person is wired. Adapt the delivery and the message can finally land.
How do you run a debrief without it turning into blame?
Most teams review a failure by quietly deciding whose fault it was. A real debrief separates the decision from the outcome, and it is a learnable discipline.
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