The manager’s ambitions for the team were high and the way was clearly mapped out in terms of content, but the team did not seem to be engaged or committed.

Connecting the team, challenging leadership and limiting undesirable behavior

After discussions with team members and a first meeting, a clear picture of the team’s challenge emerged. The ambition was clear in terms of content, but team members did not commit. Experienced team members kept their distance and focused mainly on the short term. A few veterans disrupted the conversation about ambitions, in order to leave everything as it was. Meanwhile, new team members slowly lost the energy to collectively create something new. In a number of meetings with the team – where we deployed serious gaming and training actors, among other things – we worked on restoring trust, boundaries and commitment. We gave the manager insight into how she can make the team more committed by giving more direction as a manager and limiting undesirable behavior. Our intervention helped the team to create a clear multi-year plan with full team commitment.

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Raising team energy and engagement

Raising team energy and engagement

The team we met was performing well, with turnover increasing. But it also seemed a bit stuck. The manager saw the potential: “How do we move on to real performance where everyone is committed and where everyone also feels that something special is happening?” Greater...

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 Lucas Schröder
 Partner &Connect