Building stronger teams - a case study

From Misalignment to Clarity

I recently worked with a team who—let’s be honest—weren’t much of a team.

There was confusion about who did what and by when.

There was conflict when the Team Leader tried to hold people to account.

There was resentment.

And anger.

A total lack of understanding—of each other, of expectations, and of how work should flow—was at the root of it all.

The Workshop

I worked with them during a half-day session, focusing on realigning communication and expectations.

We started with an icebreaker to help team members gain a deeper understanding of each other—not just their roles, but who they were as individuals.

Next, we used a workflow timeline to facilitate conversation.

This revealed underlying issues: mismatched communication styles, unclear expectations, and assumptions that had been left unchecked.

After years of working with teams and leading them myself, I’ve learned how to pick up on comments and interactions that reveal these deeper challenges.

In this case, hybrid working had created gaps in communication, allowing misunderstandings to build unnoticed.

One of the biggest issues? A lack of clarity on workflow expectations.

The Realisation

A simple conversation uncovered the problem:

Team Member 1: “What do you mean I only have to update the CRM monthly? I thought it was weekly.”

Team Member 2: “Oh… I do mine daily.”

Team Leader: “I check it monthly… Well, if some of you are doing it daily, no wonder you're behind on other work!”

Without structured facilitation, this conversation wouldn’t have happened—the confusion would have continued, leading to frustration, inefficiency, and missed deadlines.

Once we surfaced these differences, the team quickly agreed on a streamlined approach, instantly saving time and improving efficiency.

We then explored why clear communication matters—and what happens when it’s missing.

Subtle cues in communication, such as body language, facial expressions, and even small sighs, are often lost in virtual settings.

Without a shared understanding, team members misinterpret silence, interruptions, or a lack of response.

For this team, one major friction point was the Team Leader’s well-intentioned check-ins.

Team members, deep in analysis work, found these interruptions disruptive. To the leader, they were supporting their team.

To the team, it felt like micromanagement.

By setting agreed check-in times, we removed the uncertainty. The leader no longer felt the need to “chase,” and the team felt trusted to get on with their work. Efficiency soared.

The impact

We worked together to redefine expectations and establish a shared way of working. As a result:

• Team members felt heard and understood.

  
  

• There was greater clarity on responsibilities and workflow.

  
  

• Communication became clearer, faster, and more effective.

  
  

By the end of the session, the tension had lifted.

What was once a group of individuals working in silos was now a team—aligned, focused, and confident in their communication.