Actually, there have been no MT meetings for months. We don't have time for it." A regional director told us this during an interview. Since he was responsible for Benelux, almost all attention had been on a crisis situation in Belgium. Customers left, pressure increased, experts were flown in. The successful branches received less attention. Absenteeism and workload increased, motivation declined. He slept badly and felt solely responsible. In a follow-up interview, it became clear what was going on in the MT: tensions, islands and escalations. Everyone was working hard, but mainly for their own part. The common goal was getting out of the picture.
We decided to start with the MT. Because without a strong MT, there is no strong organisation. During a two-day MT-deepdive, we asked the regional director to be open about his choices, doubts and appreciation of the team. In the first 20 minutes, he told his story. Things got quiet. Understanding came. And for the first time in eight years, a subcutaneous tension between two executives was expressed. That vulnerability set the tone. What followed were two days of honest conversations, clear agreements and renewed connection. The energy was palpable. The situation was not suddenly easier. But the MT was able to carry it together.
"After these two days, I no longer feel alone," he said later.
Do you want your management team to provide direction, work together and lead by example once again? We support management teams in complex situations. Please feel free to contact us.
