A Belgian company in the construction sector faced substantial challenges due to deep conflicts within its executive leadership team. For nearly four years, the team had been dysfunctional, hindering growth opportunities and creating a tense, emotionally charged environment. The team's inability to communicate effectively outside formal meetings led to personal struggles, internal competition, and a profound lack of trust.
The first step involved two one-on-one coaching sessions with each leadership team member. The initial session focused on increasing self-awareness by exploring personal strengths, behavioural roadblocks, and recurring conflict patterns. The second session evaluated the team's functioning from each leader's perspective.
Through these sessions, it became evident that a lack of trust, fear of conflict, and poor accountability were the primary drivers of the team's dysfunction. Using Lencioni's framework, the team's effectiveness was assessed across five key dimensions: trust, conflict, commitment, accountability, and results. Unsurprisingly, the assessment revealed significant challenges in all areas, with trust emerging as the most critical issue.
The team coaching intervention began with a workshop aimed at addressing dysfunctional team dynamics and aligning the members around a shared vision for the company. It was the first time the entire leadership team came together to openly discuss the issues affecting their collaboration.
During the workshop, the CEO clearly communicated that commitment to both the company's growth strategy and the improvement of team dynamics was essential for every leader's continued role in the organization. The workshop revealed deep-seated frustrations and emotional barriers among team members. One leader decided to leave the company, recognizing that he could not align with its future direction and values. The remaining team members expressed their willingness to rebuild trust and strengthen their collaboration. The workshop focused on fostering open dialogue, building empathy, and creating a shared commitment to the company's goals.
Following the workshop, the leadership team began implementing the insights gained during the sessions. Trust-building became a central theme, with team members committing to open and honest communication. Psychological safety was prioritized to encourage team members to express vulnerabilities and concerns without fear of judgment or conflict.
Regular follow-up coaching sessions were conducted to reinforce these behavioural changes and address ongoing challenges. The team also worked on establishing a clearer decision-making process and strengthening accountability. With Bart's guidance, the leadership team developed new norms for giving and receiving feedback and worked to break down silos between functional areas. Gradually, the team shifted from a focus on individual responsibilities to a collective approach, taking ownership of the company's broader strategic goals.
Eighteen months after the intervention, the executive leadership team demonstrated significant improvements in trust, collaboration, and accountability. The team functioned far more cohesively, characterized by open dialogue and a shared commitment to the company's success.
The CEO, who had previously felt isolated and stressed, reported that the company's growth strategy was back on track and that he was engaged in promising discussions to sell the business. The transformation of the leadership team created a positive ripple effect throughout the organization, fostering a more collaborative and supportive culture.
The intervention also highlighted three high-impact strategies for building high-performing teams: investing in a deeper understanding of human dynamics, conducting team coaching in a safe and reflective environment, and maintaining psychological safety to support long-term team success.
Open dialogue and shared commitment replaced internal competition and distrust across all team dimensions.
The CEO re-engaged with the growth strategy and entered promising discussions to sell the business.
A more collaborative and supportive culture spread throughout the whole organization.
The intervention highlighted three high-impact strategies for building high-performing teams: investing in a deeper understanding of human dynamics, conducting team coaching in a safe and reflective environment, and maintaining psychological safety to support long-term team success.