This was the case for a Global Functional Head of a Fortune 200 technology company. His team relied on him to mediate tensions rather than addressing them with each other. Psychological safety existed with him, but not between them—and the cost was rising. Priorities blurred, deadlines slipped, and the team appeared siloed and hesitant. In trying to protect them, the leader was unintentionally shielding them from developing the very capability they needed most.

Over six months, we helped the team surface the real issues: naming tensions, understanding why they existed, and recognising the cost of avoidance. We deliberately didn’t jump to tools or models early - knowing they wouldn't stick. Instead, we built the team’s insight into what was causing the need for harmony, and the confidence to have honest, constructive conversations—reframing candour as an act of care rather than a risk.

Through integrated team and individual coaching, the team learned to balance harmony with honesty, staying grounded in respect and positive intent. Tough feedback became a trust-builder, not a threat. The leader also saw where stepping back—not stepping in—would unlock greater ownership and collective accountability.

Today, the team reports stronger communication, connection, and collaboration. Stakeholders now see them as more unified and decisive. They continue to practise contracting, debating, and aligning on priorities—with honest conversation embedded as a core performance habit.