06/12/2026
When I taught biology, the concept we returned to constantly was structure versus function.
Every cell, every organ, every ecosystem. Everything has a structure. Everything has a function. And when something isn’t functioning the way it should, the answer almost always lives in the structure.
I think about organizations the same way.
When someone tells me their team isn’t performing optimally, I don’t ask them why. I ask what structures in their organization are supposed to deliver that performance. When leaders say they can’t maintain groundedness under pressure, I ask whether the systems in their work life have earned their trust enough to let them actually rest.
Most of the time, the function people want isn’t missing because of a personal failing. It’s missing because the structures meant to support it haven’t been built, haven’t been maintained, or have quietly broken down.
Sometimes you need to replace a process. Sometimes you need to replace a meeting. Sometimes the team doesn’t have enough time blocked off to actually recover between sprints, and stress builds up like an ice dam until something gives.
The fix is rarely “try harder.” The fix is structural.
An open floor plan that’s tanking focus needs a designated quiet zone, not a productivity app. A team that can’t recover between sprints needs protected time on the calendar, not a resilience training. A leader who can’t stay grounded under pressure needs a nervous system that’s been trained for it, not another book to read.
We tend to think the parts of our organizations are complicated. They aren’t.
The question is just: do you have the structures and systems in place to live the performance you actually want?