A mid-sized manufacturing company, led by a founder, two co-founders, and a recently appointed director, was experiencing escalating tensions within the leadership team.
Communication had broken down, meetings were unproductive, and strategic decision-making was stalled. The founder, who had previously been the driving force of the organisation, was struggling to lead effectively and felt uncertain about his role in the evolving leadership structure. Investors had grown increasingly concerned about the leadership team’s ability to work cohesively and requested a team coaching intervention to restore alignment and protect the company’s future performance.
Intervention
A structured, three-month engagement was designed and delivered, combining individual insight, team diagnostics, and systemic realignment:
- Individual 1:1 Sessions
We conducted an initial session with each leadership team member to understand personal perspectives, challenges, and own-leadership positioning and current capacity.
- Team 360 Stakeholder Feedback
Through Team connect 360, feedback was gathered from a broader range of stakeholders: investors, employees, peer leadership, team members, governing bodies and other key client groups.
Key themes were identified for the team to explore together, these being their collective leadership, trust in each other, trust by employees and shareholders in the leadership’s capacity and their need for aligned communication.
- Two-Day Systemic Team Coaching Session
We facilitated an in-depth review of the 360 feedback to surface underlying tensions and shared opportunities. The team rapidly moved closer together. First by working on the founder’s inner leadership position and place in the team, and then by supporting the whole team realign with their own inner positioning to allow for greater responsibility potential.
- Follow-Up Team Call
During the final follow-up call, it was determined that no additional interventions were necessary, as the leadership team had achieved a stable and effective working dynamic. They were aligned in purpose and willingness.
Learnings
By transitioning from uncertainty about how to lead a team of leaders to a visionary, people-focused role, the founder empowered other leaders to step confidently into their own leadership positions which improved overall alignment.
This shift supported a cultural reset as the team committed to constructive dialogue and collaborative decision-making, introducing new ways to communicate and engage with the wider organisation.
