The engagement spanned three months and combined individual coaching and facilitated team development. It began with 1:1 coaching sessions for each leadership team member, including personal values and goals assessments. This groundwork helped surface individual perspectives and set the stage for deeper team work.

The core of the engagement was a leadership team offsite, designed to address underlying conflicts, explore interpersonal dynamics, and begin rebuilding trust. Through a mix of team coaching methodologies, structured dialogue, and purpose and values-based exercises, the team co-created their Team Purpose, Core Values, and ultimately a Team Charter. This process helped shift the focus from uncertainty and siloed thinking to collaboration, alignment, and shared leadership.

One of the key breakthroughs was the collaborative creation of the team’s purpose; a process that required honest dialogue, deep listening, and compromise. Despite differing backgrounds and some initial skepticism, the team aligned around a shared purpose they all genuinely embraced. The unanimous enthusiasm for the final version was a unifying moment.

Another important shift occurred when the team acknowledged how much unspoken tension and resistance had been lingering due to the recent restructuring. By creating space to name and process these emotions, individuals began to recognize their agency in shaping the future of the team, rather than being passive recipients of change.

Perhaps most significantly, team members experienced a sense of belonging and connection, even though they hadn’t worked together before. This sense of unity laid the foundation for healthier team dynamics and a more collaborative culture moving forward.