Cases
The Minefield Team
What was going on
A team leader in a large multinational had a severe conflict: his team was looking for culprits rather than solutions.
It was a team with a powerful purpose, a purpose they all believed in, as they were (really) changing many people's lives.
They were passionate about the company's purpose, to which they were all very committed, but when a conflict arose, no matter how small, they were quick to look for the culprit.
They looked for the culprit every time results differed from what they had expected. Therefore, they lived daily with negativity and a lack of responsibility because no one wanted to be the future culprit.
“You haven't given me all the information.”
“Yeah, but you...”
“And you... “
They spent time being defensive; there was little psychological safety. And, of course, they were far from achieving their desired results.
What we did
Assessment
Understand the situation by observing and analysing the meetings and dynamics.
Agree on the creation of a joint solution through team coaching. Are you interested in working on this conflict with team coaching? What do you want to achieve?
Individual interviews with each team member to understand the situation from all perspectives.
Define clear objectives and metrics.
Plan
We defined a team coaching plan consisting of the following:
Two full days of sessions.
Follow-up for seven months, two hours per month, to ensure the implementation of the agreements achieved in the sessions.
Execution of the Plan
On the first day, the big explosion broke out.
And that was helpful for the team because they were able to move quickly towards the results:
See the issue in front of them instead of between them; stop blaming ourselves.
A lot of ideas on how to resolve the issue. The team chose the best candidates to explore more deeply.
Understanding of how things can get heated when there is uncertainty in the team.
Clear actions were proposed and members taking ownership.
Ideas to work in a very different way.
New approaches to work with conflict from then on.
What was achieved
Conflicts being resolved differently, with less blame, and with solutions they defined.
Increased psychological safety: They felt they could express themselves more freely without fear of being judged or rejected by the rest of the team for their ideas, opinions, or questions.
Reduction in the number of conflicts per week, and the nature of conflicts they did have were focused on the work instead of the people.
Better work environment.
Better communication among team members.
Much more focus on results since there were less destructive conflicts to distract them.
A New Team Coming Together for New Challenges
What was going on
A new team of regional HR leaders in a global organization was formed to deliver a major initiative across multiple countries. Although the team members were highly skilled, they had never worked together before. Their shared purpose was clear, but trust was low, roles were undefined, and decision-making felt ambiguous.
As a result:
They hesitated to challenge one another.
Conversations were polite but unproductive.
Deadlines were slipping because no one wanted to take the lead or step on toes.
The lack of clarity and connection left the team unsure how to navigate its new challenges.
What we did
Assessment
Sessions with the leader to know what to be expected and understand their role in the team coaching process.
Observed team meetings to identify relational dynamics and areas of misalignment.
Conducted individual interviews to understand concerns and perspectives.
Plan
We designed a 12-month team coaching plan:
Two days of in-person kick-off sessions to build clarity, team awareness, and shared agreements.
Monthly 2-hour virtual follow-ups to solidify new behaviours.
Performed a leadership 360 survey and debriefed with the team at another in-person workshop 3 months into the process.
Continued to explore how leadership styles are impacting and impacted by the team’s strengths and challenges.
Execution of the Plan
Explored the team's shared voice and get an understanding of its needs, particularly with how roles will be occupied.
Addressed the team's tendency towards over-polite avoidance and how that impacts the team.
Educated on the need for constructive conflict and introduced tools for courageous authenticity.
Explored the team's leadership competencies and how they relate with their ongoing challenges and collective leadership effectiveness.
What was achieved
Greater trust: Team members understood and appreciated each other’s contributions.
Clear roles and ownership: Each member knew where they added value.
Open conversations: They began to challenge ideas constructively.
Faster decisions: The team developed confidence to act quickly, even under uncertainty.
Improved leadership effectiveness: The team transformed from hesitant individuals into a cohesive unit ready to face new challenges.
The Team that was Suffering with Change
What was going on
A team comprised of designers, engineers and product managers in a software startup was struggling due to unsustained growth. Although the team members were highly skilled, they had never worked together before. In fact, they were many times at odds with each other. They were meant to become a cross-functional team, though they were struggling to adapt to a major organisational change. The shift required new processes and mindsets, but the team was stuck:
Some team members resisted the change, feeling the change was not necessary.
Others rushed ahead, causing misalignment and resentment.
Frustration grew as communication broke down and goals felt unclear.
The team’s resistance was preventing progress, while early adopters created division. Time was also limited with the team.
What we did
Assessment
Conducted a short survey to gather some initial data on the team including strengths and challenges.
Conducted individual interviews to gather more qualitative data and understand emotional undercurrents.
Plan
We designed a 12-month team coaching plan:
Two 2-hour online sessions to build awareness of the landscape and address reactions to change.
Monthly 1-hour online sessions to continue work on what the team prioritised for the session (e.g. staying on purpose, role clarity, challenges, etc).
Execution of the Plan
Named the discomfort and differing reactions in the room.
Reached a breakthrough that for the team, growth meant structure and structure meant to stifle what made them special.
Uncovered all the desires and fears and how to work with them as a team to achieve what the team wanted.
From the initial breakthrough, there was a desire to continue the process as they navigated the ongoing change.
What was achieved
Unified understanding: Team members acknowledged their roles and emotional reactions to the change.
Improved communication: Frustrations were expressed constructively.
Greater resilience: The team learned to navigate change collectively rather than individually.
The team transformed uncertainty into action and collaboration, emerging stronger and better equipped for future challenges.
