In a business defined by precision and pace, the leadership team of a global bank’s Transaction Banking division were known for their expertise and delivery. Each member was exceptional in their field – decisive, commercially astute and action-oriented. Yet, despite this capability, something wasn’t landing. 

Performance targets were met, but collaboration felt brittle. Conversations moved fast, but real dialogue was rare. Decisions were made efficiently, but alignment and connection were harder to sustain. As one leader put it, “We’re great operators – but not yet a great team.” 

Our diagnostic work revealed the pattern beneath the surface. Strengths that had driven individual success were now constraining collective performance. The culture rewarded pace and decisiveness but left little room for reflection, difference or challenge. The system was running hot – high output, low connection – and it was beginning to show. 

Over a multi-phase journey, the team began to pause, look up and see themselves more clearly. They explored what it meant to move from coordination to collaboration – from parallel performance to a more cohesive, values-led team. Together, they defined what high performance would look like in their context, and the behaviours that would get them there: trust, shared leadership, inclusiveness, open communication, accountability and alignment. 

As trust grew, so did the courage to give and receive feedback. Real conversations replaced polite ones. Emotional intelligence became a muscle, not a theory. The team learnt to “slow down to go fast” – shifting from transactional meetings to generative dialogue. 

The change was visible. As the Global Head reflected: 

“That was fantastic - a great contribution to the development of the team. You found the right balance to keep nudging the team forward even when there was a bit of resistance. It was a great accomplishment and the following Townhall went very well. Feedback from the broader team was that we need to get the same energy the MT members are on; they were really pumped, and it didn’t feel like competition.” 

What began as a technically brilliant but disconnected group had evolved into a leadership team capable of balancing pace with perspective, and performance with partnership.