Ownership, how to unlock team potential in an unconventional way
Two owners of a medium-sized secondment agency approached us with the question whether we could support them in empowering their team. Their complaint was that they were constantly pushing their team of 10 permanent employees to develop new initiatives and drive ideas into implementation, but the team would repeatedly turn around and ask for their guidance.
Situation
Two owners of a medium-sized secondment agency approached us with the question whether we could support them in empowering their team. Their complaint was that they were constantly pushing their team of 10 permanent employees to develop new initiatives and drive ideas into implementation, but the team would repeatedly turn around and ask for their guidance.
The owners had started their agency a few years ago without any staff and had managed to build an organization with 10 permanent employees and about 50 associate consultants. These consultants were matched through their agency with projects in building and engineering, mainly for civil engineering companies. The focus of the permanent team was to support the 50 independent project consultants in their work, such as organizing network events, managing invoicing, knowledge sharing, and acquiring new projects for the consultants.
Intervention
The owners had difficulty verbalizing what might be causing the lack of ownership in their team. We had the impression they were pushing the responsibility fully onto their team without truly contemplating their own role. Before working with the team, we felt it was necessary to do some work with the owners first. Both very bright, but also very rational, it wasn’t easy to get them in reflective mode. We asked if they would be open to exploring the issue in a non-traditional way. Their agreement opened the door to integrating an equine-assisted approach.
- In-Depth Intake: We first conducted a session with the owners and a small herd of horses to better understand their role in relation to the issue. Every time they spoke about what was lacking in their team, the horses showed impatience and restlessness. Through conversation and trying different constellations representing their team, the owners began to open up to the idea that they were as much a part of the team dynamics and issues as their team members.
- Team Session: Based on the new insights, we agreed to a session with the owners and their team, again using the wisdom of the horses to facilitate a different type of conversation. It turned out to be an insightful day where everyone was willing to own their part of the dynamic that had paralyzed the team.
- One-on-One Coaching: Both owners realized they had developed a leadership style that wasn't as empowering as they wanted it to be. We agreed on several one-on-one conversations tailored to their specific needs, focusing on self-awareness, building trust, and showing vulnerability.
- Coaching on the Spot: One issue highlighted in the team session was the dynamics in the weekly team meetings. As a follow-up, we attended two of their meetings as a "fly on the wall" to observe their dynamics. We then discussed the findings with the team to agree on improvements.
- Follow-Up Session: About six months after the last intervention, we had a follow-up session with the team to discuss progress and hear how they had implemented their agreed actions.
Result
The owners and the team concluded that their team spirit and effectiveness had increased as a result of the interventions. The team reported higher levels of engagement and satisfaction. They felt more empowered due to clearer mandates. The owners divided their management responsibilities differently to create more clarity for the team. Working on their communication style also improved their ability to articulate their vision and expectations.
