Your team is in turmoil after a conflict during leadership coaching. Can you rebuild trust effectively?

Anima a los miembros del equipo a que expongan sus impresiones de la forma más sincera posible. Ayúdales a que enfaticen su percepción y como se han sentido. Es fácil decirlo pero difícil hacerlo, porque requiere mucho trabajo previo en generar confianza y empatía dentro del equipo. Lo mas importante es que puedan expresar sus sentimientos sin temor a ser etiquetados. Si te parece que no van a poder hacerlo porque se preocupan de que pueda haber recriminaciones, hacedlo de manera anónima. Que cada uno escriba lo que siente por separado en un papel, y luego se mete en una caja todo, y se leen todas las aportaciones en grupo.

Conflict is creation and helping everyone involved to recognise that is crucial to moving forward. Change can only be made by doing things differently and this can create tremendous difficulty. Reminding participants the aim or vision for the outcome and how they will benefit can help people move through the painful part of the process.

Busca la manera de tener reuniones en privado para que cada miembro exponga su punto de vista y aclárale que los argumentos se tratan en función de ideas y no descalificaciones de otros(as) integrantes del equipo. Aclara bien que las críticas pueden ser en función al cargo y no a la persona. Además, orienta a cada integrante y coméntale que en función de tu rol de business coach, tu interés será siempre priorizar los resultados de la compa?ía y que tu línea de trabajo irá siempre por dicho camino

After a leadership coaching session goes south and trust is broken, it’s easy to ignore the discomfort. But rebuilding trust starts by acknowledging the pain. Here’s how I approach it: - I openly acknowledge the hurt and frustration. - I ensure everyone feels heard without judgment. - I emphasize the collective goal of growth and resolution. - Most importantly, I guide the team to rebuild trust by creating a clear path forward, together. Rebuilding trust isn’t quick, but with intentional actions, it’s possible. This is how I help teams move from conflict to cohesion.

I’ve been in situations where conflict left a team feeling raw, the tension almost palpable. I remember one coaching session where two leaders clashed openly, and the team sat in silence, unsure of how to move forward. The first thing I did was acknowledge the pain. I didn’t rush to solutions. I took a moment to validate everyone’s emotions, giving them space to express how they felt. People often just want to be heard. I reminded the team that pain is part of growth and that what they were experiencing was real, and important. Only when we acknowledge the pain can we rebuild from it. In that moment, it wasn’t about fixing—it was about feeling seen and understood.

El respeto hacia las personas es fundamental, aclárales que es posible exponer todos los puntos de vistas en la medida que se mantenga la cordura y se debata con altura de miras

Por favor, no confundir jefe con líder. Un jefe da instrucciones y ordenes, y el equipo las cumple porque respeta que hay una jerarquía y esta acostumbrado a respetarla. En ocasiones opinara diferente, pero no dirá nada porque tampoco quiere problemas. Un líder sin embargo, habla de los objetivos y metas a alcanzar, inspira al equipo a conseguirlas y, sobre todo, da ejemplo. Porque liderar es principalmente ayudar a otros a actuar de la mejor forma posible. Un buen líder en realidad se lidera a sí mismo, es un ejemplo intachable, y el equipo le sigue. Saben que tienen la libertad de acción suficiente para obrar como mejor les parezca, y esto hace que su principal objetivo sea ayudar al desarrollo del proyecto.

Ever been in a situation where your team hits a wall after a leadership coaching session? Here's what I did to rebuild trust through open dialogue: - I gave everyone a safe space to voice their concerns without judgment. - I echoed back what I heard to ensure understanding. - I focused on aligning everyone's goals, making sure we were all on the same page. - Most importantly, I asked questions that promoted empathy and collaboration. Open dialogue isn’t just about talking—it’s about creating a path forward together. This is how trust can be rebuilt.

Set Ground Rules: Begin by establishing guidelines for the discussion. Encourage respect, confidentiality, and a focus on listening rather than responding immediately. Create a Safe Environment: Ensure that team members feel safe expressing their thoughts. Reassure them that the goal is to foster understanding and collaboration, not to assign blame. Use Active Listening Techniques: Encourage team members to listen actively to each other. This includes summarizing what they hear, asking clarifying questions, and acknowledging emotions.

Boundaries don't create distance as is often believed. Boundaries create stronger connection. When team members understand, appreciate and agree to expectations and behaviours, for themselves and others, the bonds of a team can begin to form.

I wish this was titled 'Don't Set Boundaries'! Boundaries are a Western concept, exemplified by the misinterpretation of Frost's 'Good fences make good neighbours' in The Mending Wall, the same way his 'Road not Taken' is. Frost implies that this is a limiting belief. In Spiritual Intelligence, there are no boundaries. We are energy, waves. Only dumb particles need boundaries. Respect, trust, and relationships grow when there are no boundaries. The concepts of 'privacy' and 'boundaries' are part of our shadow self that limit and undermine us. Boundaries create a false sense of security and safety. Real security and safety are created when we are humble, vulnerable and share openly with no manipulative boundaries that only separate us.

Grenzen setzen! Konflikte entstehen oft durch Missachtung von Grenzen. Es ist wichtig, neue, klare Vereinbarungen zu treffen, wie miteinander umgegangen wird. Stelle Fragen wie: ?Welche Regeln brauchen wir, um respektvoll miteinander umzugehen?“.

El establecimiento de límites es un proceso que debe generarse desde el primer momento que se trabaja en un Programa de Coaching. De esta manera cada miembro del equipo debe saber qué debe esperarse del programa, cuál es el nivel de compromiso esperado y qué expectativas debiera tener

One way to start rebuilding trust after a conflict is by reconnecting more authentically. Flip the script—have each person step into the other's shoes and describe the conflict from the other side. This humanizes the situation and shifts the focus from blame to understanding. Then, instead of just talking it out, do something together—take on a creative team challenge or a problem that requires everyone's unique input. Shared experiences and accomplishments can rebuild bonds faster than words alone, as the focus shifts from the past to a collective future.

A team is as strong as the connections that form it. One way to enhance connection is by creating a supportive culture where members regularly acknowledge others for their contribution, both publicly and privately.

Un lider de nivel superior en realidad se lidera a si mismo. Es un ejemplo con sus acciones y mentalidad, y tiene una incomparable vocación de servicio, porque en realidad liderar es ayudar a otros. Cuando el equipo percibe esto en su líder, siguen su ejemplo de manera inconsciente, porque el liderazgo se basa en inspirar en el equipo la forma mas adecuada de comportarse, y asi las personas las siguen de manera natural. Y esto se consigue con el ejemplo. Recuerda: El lider superior se lidera a sí mismo, y su equipo le sigue, principalmente por admiración.

The job of a leader is to create more leaders, not followers. A team leader should do that by leading by example in all areas, with their strengths and their weaknesses. Cultivating a supportive space where no one is superior or inferior can create a strong, united, transparent team that trusts and challenges.

Momentum beibehalten - Ver?nderungen erfordern Kontinuit?t. Es ist wichtig, regelm??ig nachzufragen, ob die vereinbarten Regeln eingehalten werden und wie sich das Team entwickelt. Frage regelm??ig: ?Wie kommen wir mit den neuen Vereinbarungen voran?“ und ?Was k?nnen wir noch verbessern?“.

Here are a few ideas: Facilitate Open Communication: Organize a team meeting to openly discuss the conflict, encourage honest feedback, and address any lingering concerns. Create a safe space where everyone feels heard and respected, which helps rebuild trust. Implement Team-Building Activities: Engage the team in structured team-building exercises designed to strengthen relationships and improve collaboration. These activities help rebuild trust by fostering a sense of unity. Set Clear, Shared Goals: Develop and communicate clear, common goals for the team that emphasize collaboration and mutual success. Regularly review progress towards these goals and celebrate milestones together.