Team Conflict Hampers Agency Performance
In a large agency, one critical team was rife with interpersonal conflicts and bogged down with bad habits that created problems throughout the agency.
I worked with the leader of the agency and the department to set clear goals for success. I then did a confidential 360, talking to each of the team members to understand their concerns and elicit their suggestions for what would improve the team. Then I reported, without attribution, what the team said. Some of it was a surprise to the leader of the team. Then I worked with the leader to establish new ways of managing the group, while coaching key individuals on the team. One member was transitioned out of the company, another junior team member was coached to build specific skills and establish a career plan. We changed the structure of the department to allow for more career growth, and shifted the narrative in a way that helped the team move away from old resentments and into a more service oriented approach.
Conflicts diminished between team members and other teams. Feedback was so positive that I was asked to implement a similar process with another team at the agency. Morale has improved and now all the people on the team are working in concert to move the agency towards better work. The team leader recently received a significant promotion with added responsibilities.