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Michael works with VC, PE, and hedge fund partnerships to examine how decisions actually get made in the room, using Hogan 360 data and Harrison Paradox Theory.
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Case Studies / Investment Team Alignment
Investment Team Alignment

When a Team Knows What It Values but Not How It Works

A venture partnership had strong trust and a shared investment philosophy. What it lacked was a consistent way of operating together.

Context
Venture Partnership
Team Size
8 Members
Format
Assessment + Facilitation
Service
Investment Team Alignment

The Challenge

Strong values. Unclear operating norms.

The gap was not alignment on what mattered. The partners had strong trust and a shared investment philosophy. What was harder to see was the pattern underneath, the one that kept producing the same friction despite good intentions.

Where things broke down
Feedback was often softened or delayed
Concerns raised in IC discussions were not always fully addressed before the group moved on
Follow-on decisions could tilt toward conviction over data

The Work

From patterns to practices

The engagement began with individual Hogan assessments and one-on-one debriefs with eight team members, surfacing the behavioral patterns each person brought into the system. That data informed a half-day alignment session built around a simple question: what does excellence look like here, and where does it break down in practice?

The team defined excellence across two categories.

Mindsets
Who we are
The values and orientations that define the partnership's identity and investment character.
Mechanisms
How we operate
The day-to-day behaviors and structures that determine how decisions actually get made.

Key themes included direct, in-the-moment feedback, equal voice in IC discussions, and more deterministic, data-driven follow-on criteria. A follow-on session translated those themes into specific, testable behaviors.

01
When a concern is raised, pause and respond before moving on
02
Say feedback directly in the moment
03
Start with data. If conviction diverges, justify it explicitly
04
Challenge the reasoning, not the person
Outcome

A clearer way of operating together

The team left with a shared language for naming misalignment in real time, and specific practices to test between sessions.

Personal operating manuals for each team member
Shared language for naming misalignment when it happens
Specific practices to test between sessions

Engagement Arc

How investment teams move
from values to decisions

Starting point

Tensions in the room

The gap was not alignment. It was how the team actually operated.

Feedback softened or delayed
Concerns not fully addressed in IC before the group moved on
Follow-on decisions tilting toward conviction rather than data
From symptoms to patterns

Phase 01

Individual assessment

Hogan assessments and one-on-one debriefs with eight team members, surfacing the behavioral patterns each person brings into the system.

Patterns surfaced

Phase 02

Alignment session

A half-day session built around one question: what does excellence look like here, and where does it break down in practice?

Mindsets

Who we are as a partnership

Mechanisms

How we operate day to day

Themes identified

Phase 03

Behavioral translation

Named commitments were translated into specific, testable behaviors.

When a concern is raised, pause and respond before moving on
Say feedback directly in the moment
Start with data; if conviction diverges, justify it explicitly
Challenge the reasoning, not the person
Into practice

Outcome

Operating norms in practice

The team left with a clearer way of operating together and a shared language for naming misalignment in real time.

Personal operating manuals for each team member
Shared language for naming misalignment when it happens
Specific practices to test between sessions
Sound familiar?

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