Most managers we work with have resisted the idea of 'systematising' their management. Not for lack of will, but because systematisation seemed contrary to who they were as managers — adaptable, close to their team, sensitive to context.
This is a legitimate resistance. Gut-feel management has real qualities: flexibility, reactivity, relational authenticity. The problem is not that it is bad — it is that it doesn't scale, it doesn't transfer, and it depends too much on the person practising it.
Why the transition is hard
The main difficulty is not technical. It is not about learning a new model or adopting a new tool. It is about identity: 'if I start structuring my meetings, following rituals, using diagnostic frameworks, do I lose what makes me effective?'
This question deserves an honest answer: yes, something changes. You lose the feeling of freedom that improvisation gives. You also lose the adrenaline of last-minute calls. But what you gain is infinitely more valuable: a clarity you don't have to rebuild every week, a team that can function without you, and energy you can invest in what really matters.
Where to start
We recommend starting with one thing: installing the Friday ritual. It is the only ritual you can put in place unilaterally, without reorganising the whole week, and that produces visible effects in two to three weeks.
The end-of-week review creates a habit of collective reflection that changes how the team approaches the following Monday. It is the most effective entry point into the TSM system — and it is often the one that convinces the sceptics.
Want to implement this system in your team?
The TSM book gives you the complete framework. The coaching method helps you install it.