A new client asked me to work with his team specifically to improve their interpersonal dynamics. When I met with the group, I quickly realized that internal interactions were low on their priority list; instead, they expressed significant concerns about several other areas of the work.
I had a choice: I could continue with my planned activities and the goals requested by the leader who had contracted with me, or I could meet this team where they were—and discover where it would take us.
I put my prepared agenda aside. I listened deeply. I reflected. I asked questions. I sought to truly understand their experiences and their perspectives.
At the end of this initial engagement, the team shared their gratitude for being heard—and their uncertainly about next steps and whether anything would change. On my end, I had developed a much deeper understanding of the situation and of the issues facing the team.
Then, with some trepidation, I met with the leader, shared what happened, and offered several options for moving forward. After a robust discussion, we agreed to pivot. We cancelled a pre-planned follow-up activity and scheduled a revised process to address the team’s needs. We held a session with everyone involved to share their experiences and needs, to consider how to address those needs within company guidelines, and to establish a method for listening to and learning from each other on a regular basis.
The lessons?
- Meet people where they are—not where you expect them to be.
- Recognize that your initial plan isn’t always the right one.
- Be ready to pivot to better address our people’s needs.
- Communicate honestly, deeply, and often.