Crisis in a care team: how team coaching restored collaboration

By: Sofie Hendrikx

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In some teams, collaboration seems to flow naturally; in others, it requires more deliberate effort. In one group of specialised nurses within a healthcare organisation, tensions escalated to the point where working together became nearly impossible. The team’s manager watched trust evaporate almost overnight and called in K&S consultant Sofie Hendrikx for an intensive coaching journey.

A toxic atmosphere of frustration and mistrust

“Within our organisation I lead several teams. The team that was really struggling consisted of four strong personalities, people who can be very present in a group. Collaboration had completely stalled due to growing tensions and persistent conflict. One team member, for instance, set the bar extremely high, not only for herself but also for her colleagues. That pressure created a toxic atmosphere in which frustration and mistrust took over. At times, they wouldn’t even look at each other anymore, making a normal conversation impossible.”

The manager sensed that her usual leadership style, focused on mediation and connection, was no longer enough. She decided to seek support.

“Initially, I reached out to an internal coach. During a Spiral Dynamics session it became clear that several team members displayed characteristics of the ‘red’ value system, oriented towards decisiveness, results and direct action. One person scored particularly high on this. The internal coach observed that the team dynamics required extra guidance and recommended seeking external support. That’s how I ended up working with Sofie Hendrikx from Kessels & Smit.”

Openness as the key to reconnection

“Sofie first spoke with each team member individually, followed by joint sessions in which I also participated. These sessions were intense and confronting, but absolutely necessary. For the first time, things that had been simmering below the surface were finally voiced. It was important that they dared to speak honestly with one another, even when it felt uncomfortable. During the sessions I noticed that one team member wasn’t open to change. Personal and mental challenges were demanding a lot from this person, making active participation in the team process even harder. For the sake of the whole team, I eventually decided to let this employee go. It proved to be the right decision; it brought a noticeable sense of calm.”

A manifesto for a safe working environment

“Today, we can see lasting results. Together with Sofie, the team created a manifesto for a safe and supportive working environment. This manifesto, including guidelines for constructive and connecting communication, now hangs in our meeting room. In challenging moments, we still refer back to it. It helps the team express feelings and needs in a respectful and clear way. The journey was intense, but worthwhile. Team members now dare to address one another, even in difficult moments, and they are willing to receive feedback. Collaboration isn’t perfect, but it is significantly healthier.”

Adjusting one’s leadership style

“The shift has not only occurred within the team, but within myself as well. Recently someone told me that I’ve become firmer and more decisive. This experience made me realise that my natural leadership style doesn’t work for every team. I’m someone who avoids confrontation and prefers to find common ground. But sometimes, as a leader, you must adapt, even when it goes against your instincts. Watching Sofie work with the group taught me to set boundaries more quickly and clearly, to avoid waiting too long and not to always strive for harmony. I also approach new hires more consciously now. I pay much more attention to personalities and team dynamics. Certain types can add tremendous value, but they can also bring tension. As a leader, you need to be prepared for that.”