Leaders that care in Teams that Talk

Yesterday, we facilitated a customised?Teams That Talk?session with a client—a growing company making impressive strides. The session provided a valuable opportunity for teams to reflect on their strengths and identify development areas through insightful team reports. One report stood out: the Exco team’s, which was identified as a strong Enneagram 3 team.

As those who understand the Enneagram would know, Enneagram 3 teams often thrive on achievement, efficiency, and success. They radiate ambition and drive, consistently pushing forward to meet goals. However, this relentless focus on performance often means that softer, more human dynamics can take a back seat. Emotional inclusivity might not naturally rise to the top of their priorities.

At the end of the session, after the teams had reviewed their reports and engaged in thoughtful conversations, one employee posed a bold and significant question to the Exco team:?“What are you going to do about this thing of not being emotionally inclusive? Because that is what we need in the company.”

The courage it took to voice this question speaks volumes. It’s a testament not only to the psychological safety present in that room but also to the leadership’s openness. I have so much respect for these leaders for arranging this session and fully committing to it. Their willingness to hear and engage with feedback—even when it challenges their default ways of operating—demonstrates their understanding of the importance of a psychologically safe workplace.

After all, how likely would this employee have raised such a question outside of this structured space? And even if they had, how would it have been received? This is the magic of “Teams That Talk.” It creates a platform for teams to discuss the things that truly matter—issues that rarely, if ever, make it onto meeting agendas but are crucial to organisational health. By simply providing this platform and showing that they care not just about numbers but about the well-being of their people, this client has set themselves up for long-term success. Healthy, productive teams are born from these conversations—conversations that foster connection, build trust, and inspire growth.

I left the session optimistic about this client’s journey. They are poised to go far, not just because they are driven to achieve but because they understand the value of pausing to listen, reflect, and grow together as a team. Kudos to them for embracing the challenge and being intentional about the health of their teams.

Our client took some time and resources to express some love and pause on wielding power, going slow to go fast. If you’re wondering what the relevance of power and love is register for our upcoming café where Craig Yeatman will lead a conversation on how organisations can balance power and love, and what happens when power overwhelms love—or love overshadows power—in leadership, management and decision-making.