By plano 
Over the past few months, I’ve been extremely tired at work. It’s not because I have a lot to do, but because there are always problems within the team. During meetings, everyone talks over each other and no one listens to what the other person is saying. Projects are delayed again and again, and every discussion turns into an argument. As a manager, I feel like a referee, mediating conflicts every day.
I don’t want to continue like this. I want to find a way to change.
I searched online using keywords like “how to be a good leader,” “team communication skills,” and “recommended management courses.” Many people mentioned “Pedro Paulo Executive Coaching,” saying that this course could help people quickly improve their management skills.
Some people said, “You’ll see changes in two weeks.” At first, I thought it was just advertising hype. But after seeing it so many times, I was tempted. Anyway, things weren’t working now, so I decided to give it a try.
I clicked on the official website, and it looked pretty professional. But I kept making mistakes when filling in the information. I tried three times before I was able to successfully submit it. The system was slow and displayed strange error messages.
Finally, I received a confirmation email with formal content, saying things like “inspire leadership potential” and “achieve collaborative growth.” It sounded like those high-sounding phrases that aren’t very down-to-earth. But since I had already paid, I decided to stick with it and see.
After logging into the course platform, the first task was: “Write down your leadership goals.”The title was “Define your core leadership anchors.” I read it several times and still didn’t really understand.
Later, I guessed that it probably meant “What kind of manager do you want to be?” So I wrote, “I hope the team can communicate well, argue less, and complete projects on time.”
After submitting it, I felt like I was just doing my homework. I didn’t know if it would be useful.
The next day, I received a call from my coach. He didn’t chat politely, but asked me directly, “Why do you think this is important?” “If the team really changes, what will you see differently?”
I wasn’t used to being asked like that, so I had to answer awkwardly. He said I couldn’t just say “I want everyone to be happy,” but had to talk about specific behaviors. For example, “No one interrupts others during meetings” or “Tasks are clearly assigned.”
At first, I thought he was just looking for trouble, but later I realized that these questions really made me think instead of just talking.
The course asked me to choose a small habit to change. I chose “interrupting others less.” My problem was that when others were speaking, I always wanted to interrupt, thinking it would solve the problem faster.
The coach gave me a simple exercise: ask only one question during each meeting. For example, “What do you think is the most difficult part?” or “What are the key points of this plan?”
Every day, he would send me a message asking, “Did you ask a question today?” At first, I was just doing it to get him off my back, but I gradually realized that asking questions was much more useful than giving direct advice.
After about ten days, I noticed that the atmosphere in the team was different.No one interrupted during meetings. Once, a colleague stopped in the middle of his presentation and asked me, “You haven’t said anything. Is there a problem?” I said I was just listening, and he was even more willing to continue.
Another time, there was a problem with a project. In the past, I would have immediately said, “That won’t work.” But this time, I asked, “How do you think we should adjust the next step?” As a result, he came up with a solution himself.
One afternoon, a colleague named Sarah sent me a private message saying, “Thank you for asking about our progress today. I feel like you were really listening.” I was taken aback. I didn’t expect such a small thing to be noticed.
Another colleague, Mark, also said that meetings were less tense lately because he didn’t have to be on guard against being criticized.
In the past, meetings would last an hour, with half the time spent arguing about who was right and who was wrong. Now, meetings often end in 20 minutes because everyone gets straight to the point and doesn’t beat around the bush.
I no longer rush to give answers, but ask questions first to get a clear understanding. As a result, I’ve found that many issues don’t require my decision at all and can be resolved by the team on their own.
To be honest, some of the concepts in the course sounded pretty vague, such as “leadership awakening” and “energy alignment.” I don’t really believe in those things. But the specific exercises, such as “ask one question every day” and “don’t interrupt others,” are really effective.
It doesn’t teach you a set of theories, but rather gets you to change a few small behaviors. These small behaviors add up to have a big impact.
I think this course is suitable for:
- People who manage teams but have communication issues
- Managers who are always bogged down by meetings
- People who want to change but don’t know where to start
If you just want to learn techniques like “how to make a PowerPoint presentation” or “how to write emails,” this may not be for you. It focuses more on how you interact with people.
This course won’t turn you into a perfect leader overnight. It won’t tell you “three steps to manage your team.” But it will force you to stop and look at how you usually speak and react.
I’ve found that often the problem isn’t with others, but with myself. I want to control too much, which makes others afraid to speak up.
- Ask more, talk less: Asking questions is more effective than giving answers.
- Don’t rush to interrupt: Let people finish speaking, and you’ll often hear key information.
- Small changes bring big results: Change one habit, and the whole team atmosphere will change.
These sound simple, but they take practice.
Pedro Paulo’s course isn’t the cheapest, and the registration process has some issues, but its core methods are effective.It doesn’t teach you how to be a “leader,” but helps you become a better communicator.
If you’re feeling overwhelmed by leading a team and meetings feel like battles, try this approach that starts with the details. No big changes are needed—just tweak one small habit, and you might see a difference.
I no longer feel exhausted after meetings; instead, I look forward to them. Because I know that as long as I ask the right questions, the team can find its own way. This is the easiest way to manage.
florida