The Problem: Alignment That Didn’t Hold

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The leadership team of a national organisation looked aligned on paper. Meetings ran smoothly, decisions were documented, and everyone nodded in agreement. But despite this structured approach, their top-priority transformation initiative was stalling.

 

The strategy was clear in meetings but broke down in execution. Decisions that seemed firm in the room lost momentum in practice. Weeks passed, progress slowed, and priorities subtly shifted. Frustration grew, but no one could pinpoint why things weren’t moving. Beneath the surface, alignment was fragile, and the organisation was stuck.

 

How We Helped: Making Space for the Conversations That Mattered

 

We stepped in to do what the leadership team hadn’t—create space for real conversations.

 

By stepping away from routine agendas and structured discussions, we helped leaders have honest, sometimes uncomfortable conversations about what was really happening. Instead of nodding in agreement, they voiced reservations. Instead of assuming alignment, they surfaced tensions that had been slowing them down.

 

They realised their challenge wasn’t disagreement—it was the unspoken gaps in priorities, interpretations, and follow-through. Once those were on the table, they could truly align—not just in the room, but in action.

The Outcome: A Shift in How They Relate and Work Together

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By the time they had gone through the process, something had changed. There was a renewed sense of realism between them—conversations felt more open, tensions were acknowledged, and they were relating to each other in a different way.

They committed to continuing the work through group coaching, recognising that alignment wasn’t a one-time event but an ongoing practice. They also saw the value in extending this new way of working to the next tier of leaders, ensuring that what started in the room would ripple out across the organisation.