The Adaptable Chameleon Podcast

José Fernando Costa
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  • Self-Improvement
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Figuring out how to become a COO while enjoying the process.

  1. 3d ago

    #105 Working Together Takes More Than Agreement

    What does working together require from people who have different priorities, doubts, and deadlines? Teams need space to challenge plans, clear expectations for execution, and a reason to help each other. That breaks down when the people doing the work miss the discussion, every decision waits for unanimous enthusiasm, or the same people keep giving support without receiving it. This episode explores how to make cooperation worth choosing: involve the people whose knowledge can change a decision, address objections, and commit to a test that everyone gives a fair chance. It examines why helping each other pays off across an ongoing relationship—and what happens when taking without contributing carries no consequence. The aim is a team that can disagree, act, learn from results, and count on support when its own plans fall apart. Connect with José Fernando Costa- LinkedIn: linkedin.com/in/jos%C3%A9-fernando-costa-397137153/- Medium: medium.com/@villager1598- Substack: substack.com/@villager1598

    #105 Working Together Takes More Than Agreement

  2. Oct 5

    #104 The Communication Gaps That Keep Work Stuck

    You explained the priority, booked the meeting, and asked everyone to track their issues. So why is the team working on the wrong things while decisions sit untouched? Communication fails when it leaves people to guess what matters or wait for answers they need to continue. A presentation leaves gaps that appear during implementation. A vague invite turns a decision meeting into preparation for another meeting. A weekly review lets blocked work consume the days before a deadline. This episode explores how to make communication support execution: put priorities into the tasks people pick up, give people the trade-offs before asking for a decision, and match reviews to the pace of change. The test is what people can do with the information you give them. Connect with José Fernando Costa- LinkedIn: linkedin.com/in/jos%C3%A9-fernando-costa-397137153/- Medium: medium.com/@villager1598- Substack: substack.com/@villager1598

    #104 The Communication Gaps That Keep Work Stuck

  3. Sep 28

    #103 Your Good Ideas Are Overloading Your Team

    Your team has a new tool, a new process, and the same pile of unfinished work. Every change promised improvement. So why is delivery getting worse? Good ideas compete for the same time and attention. Learning a tool takes work before it saves work. And telling everyone to copy a successful team means little if you don’t understand what makes that team succeed. This episode explores how leaders turn improvement into overload and how to stop. We discuss protecting a chosen priority, making room for the cost of adoption, and finding working examples whose conditions you can reproduce. The challenge is deciding what to pursue, what to postpone, and what people need to make the change work. Before you announce another improvement, what will you take off your team’s plate? Connect with José Fernando Costa- LinkedIn: linkedin.com/in/jos%C3%A9-fernando-costa-397137153/- Medium: medium.com/@villager1598- Substack: substack.com/@villager1598

    #103 Your Good Ideas Are Overloading Your Team

  4. Sep 21

    #102 Your Effort Isn’t Proof Your Leadership Works

    You’ve offered coaching, pushed for better performance, and sent the team through training. What changed? Good intentions can keep a manager busy while the same problems persist. Coaching becomes pressure when someone hasn’t agreed to it. A lack of direction gets mistaken for a lack of motivation. Training attendance becomes proof of learning while the work shows no improvement. This episode explores what makes support useful: finding the cause of a performance gap, getting agreement on the work that change requires, and judging learning by what people do. How do you hold people accountable without treating every struggle as an attitude problem? When does helping become interference? And what evidence would show that your effort made a difference? Connect with José Fernando Costa LinkedIn: ⁠linkedin.com/in/jos%C3%A9-fernando-costa-397137153/⁠Medium: ⁠medium.com/@villager1598⁠Substack: ⁠substack.com/@villager1598

    #102 Your Effort Isn’t Proof Your Leadership Works

  5. Sep 14

    #101 Make Your Work Easier to Challenge

    Good work depends on being willing to hear what is wrong with it. But useful criticism rarely happens by accident. Ask someone for vague “thoughts” and you get whatever observation comes to mind. Let friendship make disagreement uncomfortable and weak work passes without challenge. Test an idea only against the assumptions that created it and you can prove yourself right while missing the problem that will break it later. This episode explores how to build better scrutiny into everyday work: asking questions that produce actionable feedback, separating criticism of the work from judgment of the person, and searching for evidence that could prove your decisions wrong. The goal is not more criticism. It is better criticism, aimed at the right thing, early enough to change the outcome. Connect with José Fernando Costa LinkedIn: linkedin.com/in/jos%C3%A9-fernando-costa-397137153/Medium: medium.com/@villager1598Substack: substack.com/@villager1598

    #101 Make Your Work Easier to Challenge

  6. Sep 7

    #100 What deserves the time of your team?

    Leadership breaks down when movement is mistaken for progress. A busy team can still be wasting weeks. One strong result can create false confidence. A quick yes can break an earlier promise. A reversible choice can drown in discussion, while a sound proposal dies under the weight of slides. This episode examines the judgment required to decide what deserves action, attention, and commitment. It explores how to separate repeatable performance from favorable circumstances, expose the cost hidden inside each new priority, and match the depth of analysis to the consequences of being wrong. It also makes the case for stopping work that has no clear purpose and replacing promises with proof people can inspect. The goal is not to move at any cost. It is to stop wasting effort on decisions that evidence, clear trade-offs, and a small real-world test could settle.

    #100 What deserves the time of your team?

  7. Aug 31

    #99 Stop fixing people, fix the system

    Most team problems look like people problems. Someone isn’t collaborating. The team ignores the process. Two leaders are fighting over resources. Communication keeps getting lost. Delivery slows down and everyone asks for more people. But treating the visible behavior rarely fixes what created it. Leadership means looking beneath the symptom. What incentives are people responding to? What process exists only inside someone’s head? What problem are two people trying to solve while they argue over competing positions? What decision is getting buried underneath unnecessary context? Where is existing capacity being wasted before more capacity gets added? This episode explores how leaders can stop reacting to symptoms and start designing better conditions for their teams. Because people adapt to the systems around them. Incentives shape behavior. Documentation creates consistency. Clear communication creates action. Shared problems turn opponents into collaborators. Better use of existing capacity can remove bottlenecks before another person ever needs to be hired. Before asking people to behave differently, look at what you have built around them.

    #99 Stop fixing people, fix the system

  8. Aug 24

    #98 When everyone agrees on different things

    Teams rarely fail because nobody is working. They fail because people move with different definitions of the work, different interpretations of the decision, and different standards for what counts as done. The result looks like progress. Products ship. Meetings multiply. Proposals get explained. Deadlines get met. Underneath that activity, nobody has confirmed that the work serves a purpose, that everyone understands the same thing, or that the quality leaders advertise matches the quality they approve. This episode examines how assumed alignment turns ambiguity into bloat, rework, resistance, communication silos, and weak output. It exposes why more explanation and more meetings can preserve the failure, then explores what leaders must do instead: test what people understand, connect those who hold the missing context, define the work and its purpose, and make standards visible through decisions. If the work depends on everyone filling the gaps alone, the organization isn’t aligned. It is gambling that private assumptions will produce the same outcome.

    #98 When everyone agrees on different things
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Figuring out how to become a COO while enjoying the process.

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