Multi-Day Workshop Or Retreat
Team Direction & Collaboration
Clarify your direction, address tensions, and agree how you want to work together.
What This Is For.
Clarify what the team is here to do and what gets in the way. We work on the relationships, responsibilities, and working arrangements needed to do that work together.
Who It Is For
Teams navigating a transition, recurring tensions, unclear direction, changing roles, or questions about how to lead together.
What We Work Toward
- Hear the different experiences of the situation and identify what needs attention.
- Clarify the direction, roles, decision authority, and expectations that the team can meaningfully agree.
- Distinguish practical changes from relationship or leadership work that requires further attention.
What You Experience.
Participants describe situations from their own work, listen to one another, and question their interpretations. We examine recurring patterns and practice a conversation the team needs to have.
How we approach the work
Hear the different accounts
Listen to concrete experiences, including tensions and perspectives that have been difficult to discuss.
Recognize recurring patterns
Explore how actions, expectations, roles, and the wider organization shape what keeps happening.
Make changes reviewable
Agree a small number of changes to collaboration and leadership, then return to what happened in practice.
What You Take Away.
We work toward these outcomes:
- A shared account of the issues, including important differences that remain unresolved.
- Draft agreements for a small number of roles, decisions, handoffs, or collaboration practices.
- Clear next steps, ownership, a review date, and an explicit account of work that needs a different setting.
A Proposed Agenda.
We adapt this starting point to your context, experience, and the question you bring.
- Day 1 · Opening
Establish The Conditions
Agree purpose, boundaries, ways of participating, and how concerns can be raised.
- Day 1 · Morning
Hear Each Person's Account
Use individual reflection and structured listening to distinguish events, interpretations, needs, and expectations.
- Day 1 · Afternoon
Name The Patterns
Explore recurring tensions and the relationship between behavior, beliefs, culture, and structures.
- Day 1 · Direction
Find Direction
Clarify the team's contribution and ambitions. Examine what the formal leader needs to own and what the team can shape together.
- Day 2 · Morning
Clarify How Work Happens
Map selected roles, responsibilities, decision authority, dependencies, and feedback loops.
- Day 2 · Practice
Practice A Needed Conversation
Work on one suitable issue in the room. Identify situations that require individual conversations or mediation instead.
- Day 2 · Closing
Make Agreements Reviewable
Choose a few changes with owners, observable signs of progress, and a review date.
Before And After.
Preparation
A conversation with the sponsor and, where useful, short individual interviews. We assess whether a group workshop is the right setting for the tensions involved and agree what should remain confidential.
Continuing The Work
Team sessions, individual leadership work, or mediation can follow where the situation needs them. A single retreat is a beginning; sustained change depends on what happens afterward.
The Perspective I Bring
Distributed leadership works with clear responsibility and authority. The aim is a way of working that fits this team and the value it creates, whether hierarchical, self-organized, or a thoughtful combination.
Start With Your Situation.
Let's talk about what is happening and which form of support could help.
Introductory conversationA 15-minute introductory conversation to understand your situation and explore whether working together makes sense.
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