For newly-formed teams
Promoted, hired, or restructured into a leadership team that hasn't yet decided how to operate together. The Canvas is the deliberate kick-off most teams skip and later wish they hadn't.

One hour. One conversation. A shared canvas for how your leadership team will lead together.
Promoted, hired, or restructured into a leadership team that hasn't yet decided how to operate together. The Canvas is the deliberate kick-off most teams skip and later wish they hadn't.
New people have joined, old habits have set in, and the way you lead together looks different from how you'd describe it on paper. The Canvas surfaces what's drifted and re-aligns it.
A restructure. A funding round. A culture shift. A senior departure. Before you walk into the next hard thing, get on the same page about how you'll lead through it together.
One manager runs performance reviews one way. Another does it differently. One holds people to a high bar; another lets things slide. Employees start comparing notes, then start resenting the inconsistency. The leadership team doesn't see it because each person thinks their way is the right way.
A decision is made in one room. Then re-litigated in another. Then quietly reversed by whoever felt left out. By the time it lands, half the team is already moving in a different direction and nobody's sure who's in charge of what. It looks like a process problem. It's actually a leadership-team problem.
Everyone assumes everyone else knows what "good" looks like here. Nobody actually agreed it. So when someone falls short, it feels personal instead of structural. Konik Leadership puts it well: unspoken expectations are pre-planned resentments.
Most team alignment workshops fail because they try to do too much. Vision, values, behaviours, OKRs, communication frameworks, conflict styles, all crammed into a day. People leave with a folder of frameworks and no sense of what to actually do differently on Monday.
The Leadership Canvas does one specific thing well: it gets your leadership team to agree, out loud and on the record, how you'll operate together. That's it. No personality profiles. No values poster. Just the operating decisions every leadership team needs to make and most never deliberately make.
Because we've narrowed the scope to the highest-leverage conversation, an hour is enough. And because everyone's in the room making real commitments to each other, the agreements stick.

A 1-2 page document of the operating agreements your team made together. Specific behaviours, named commitments, decision-making norms.
The team leaves with the same vocabulary for how they lead, which makes every meeting after this one easier.
Each leader walks out having said, in front of their peers, what they'll do differently. That's harder to backslide on than a private intention.
The conversation itself tends to change things. You'll often see it in the room before the hour is up.