About TM&Co
Performance problems rarely start where they show up.
A team misses the mark. A leader becomes the bottleneck. A change doesn't stick. A structure looks right on paper but behaves differently in practice.
The visible problem gets attention. TM&Co looks underneath it.
We work at the intersection of leadership, culture, behaviour and performance, finding the conditions creating the problem, then helping leaders change them.
What we see
People problems are often system problems in disguise.
Performance is shaped by more than capability. It is shaped by how decisions get made. What leaders tolerate. What gets rewarded. Whether people speak up. Where accountability sits. Whether structures work as designed, or have been replaced by workarounds without anyone noticing.
That is why isolated interventions so often disappoint. A coach can strengthen a leader. A workshop can align a team. A new process can clarify the work. But if the conditions around them stay the same, the old pattern usually returns.
TM&Co works on the conditions.
Built from practice
The work came from business before it became a methodology.
Teresa Mitrovic came through commercial leadership, not consultancy. Her corporate career included Hasbro in New Zealand, The Walt Disney Company in New Zealand and Universal Pictures in the UK.
At Hasbro, changing the way the business operated, and the way she led it, eliminated overtime, improved engagement and quality, and tripled annual profit against target within nine months.
At The Walt Disney Company, as Country Manager for the Consumer Products business in New Zealand, Teresa introduced a strategic partnership approach supported by a new meeting and communication cadence. It restored key relationships and built partnerships that delivered sales uplifts of between 100% and 400%.
The lesson was simple: performance changes when the conditions around people change.
The work in practice
Different environments.
The same underlying job.
For more than fifteen years, Teresa has worked with organisations across corporate, government, infrastructure, higher education and complex operational environments.
The contexts vary. The work does not. Find where leadership behaviour, culture, structures or wider organisational conditions are undermining performance, distil what matters, and turn it into practical work that changes the result.
That has included work with global organisations, executive teams, large-scale change programmes and, most recently, leadership and organisational performance work inside a maximum-security correctional facility.
The distinction
We don't start with the intervention.
We start with the cause.
A training programme is not the answer if the problem is leadership behaviour. A restructure is not the answer if leaders keep working around it. A culture initiative is not the answer if the operating environment rewards the opposite behaviour. And a coach cannot fix a system that keeps recreating the same pressure.
TM&Co diagnoses first. Then we align what needs to change across leadership, behaviour, culture and the operating environment, and help embed it until the new pattern holds.
The work solves the immediate problem while increasing the organisation's ability to recognise and respond to the next one. Leaders learn to spot drift earlier, understand what is producing it and intervene before the old pattern becomes embedded again.
The aim is not to create dependence on the adviser. It is to strengthen the organisation's ability to see, adapt and correct for itself.
The IP
Some of that practice became the Psychological Safety Performance Model™.
Over time, one pattern kept appearing. Psychological safety, trust and performance were being treated as separate ideas, even though they were constantly shaping one another.
The Psychological Safety Performance Model™ was developed to make that relationship visible and usable. It looks at performance through four connected lenses:
Self. Team. Leader. System.
Its assessment and development architecture measures psychological safety, trust and performance across those levels, revealing where the strongest conditions sit, where risk is building and what needs attention first.
The model turned years of practice into something structured, teachable and measurable. It was peer-published in Emergence: The Journal of Business Agility in 2022 and builds on the thinking behind Teresa's earlier work on trust.
The model is part of the practice. It isn't the whole practice.
Why it matters
The aim is not another intervention.
It is a different operating reality.
The work is successful when:
Leaders no longer have to compensate for what the system is failing to provide.
Teams can think, challenge and act without waiting for the most capable person in the room.
Agreed structures are actually used.
Accountability becomes clearer.
Performance stops relying on heroic effort.
Leaders can recognise drift before it becomes the new normal.
The organisation can respond without waiting for someone external to tell it what to do.
That is what it means for the new pattern to hold.
Teresa Mitrovic
Commercially grounded.
Behaviourally informed.
Very interested in what is actually happening.
Teresa Mitrovic is the founder of TM&Co and a senior adviser in leadership and organisational performance. Her career spans more than thirty years across corporate leadership and international consulting, including Hasbro (NZ), The Walt Disney Company (NZ) and Universal Pictures (UK).
Her work combines commercial judgement, behavioural science, neuroscience, coaching, facilitation, leadership development and organisational diagnosis.
She is particularly good at seeing the pattern behind a problem, especially when the obvious answer has already been tried.
Her role is rarely to arrive with a pre-built solution. It is to help leaders see what is actually producing the result, decide what needs to change, and make that change practical enough to survive contact with the real organisation.
Credentials
The qualifications support the work.
They aren't the work.
Teresa holds two coaching diplomas with distinction and a suite of psychometric accreditations. She is the author of The Currency of Connection: How Trust Transforms Life, Relationships and Work (2020), which explores how trust is built and sustained across three interconnected levels: self-trust, social trust and organisational trust. The Psychological Safety Performance Model™ is trademarked and peer-published.
But the deeper credential is practical: real businesses, real P&Ls, real executive teams, real organisational pressure, and more than fifteen years spent helping leaders change what happens next.
Change the conditions.
Change what becomes possible.
If a performance problem keeps returning despite good people, good intent and repeated attempts to fix it, there is usually something underneath it worth examining. That's where TM&Co starts.