Steve couldn’t believe how bad things were between the seven members of his leadership team.
At the last staff meeting two managers started a yelling match which stopped only when both stormed out of the conference room. The team often talked about yet didn’t take action on important decisions, and there were meetings after those meetings where people got together one-on-one to complain about what should’ve happened. To top it all off, one of the most valuable members on the team just quit.
Discouraged, Steve reached out to his peers. One recommended connecting with Trebuchet Group to see what could be done with the team to improve how they were working together and the results the team needed. Steve met with an advisor to share what he had done so far, what wasn’t working, and what he most hoped for his team and him.
“I’ve been working with each team member individually and coaching them,” he shared with some frustration. “We’ve talked about it as a group multiple times, and still the situation isn’t improving. I just don’t know what I can do differently to get this team to be better. Can you help?”
Steve was relieved to hear that his situation was more normal than anyone would like to admit, and that together with the advisor they could help the team work together better.
Over the next few weeks, Steve shared his assessment of the situation and need for improvement with the team, and introduced the advisor as his improvement partner. She then spent time individually with each team member to build trust and understand the issues at hand. Using themes from those conversations, Steve and the advisor created an improvement plan centered on a two-day team offsite with follow-up reinforcement workshops. While Steve was a bit nervous, the advisor continued meeting with him to talk through concerns and ensure Steve was ready to lead and participate fully in the process.
When the offsite began, Steve and the advisor noted the two people who had the yelling match sat as far apart as they could. But by the end of the second day, when the whole team was gathered around a whiteboard covered in neon sticky notes, the two were standing side-by-side, discussing issues respectfully. Steve privately shared cautious optimism with the advisor that the team might be on a new path.
At a follow-up half-day workshop a month later, the team’s mood was considerably lighter. They reported team meetings flowed better, were easier, and they were making real progress. And they credited Steve’s willingness to believe they could be better and getting the advisor’s support as key to their improvements.
At Steve’s final debrief meeting with the advisor, he spoke delightedly. “In the past, budget conversations were the worst. I hated them, and I think most everyone else did, too. But this time, it was completely different: the conversations went smoothly, we got through it pretty quickly, and no meetings after the meetings!” he said with a smile. “I almost can’t believe it!”
