The managers of a fast-growing organization were all under severe stress. Dramatic, sustained growth and a high volume of work were accompanied by new expectations that they –and the groups that reported to them – function as ‘teams’. Individual understandings of each person’s purpose and role in this team-based structure varied greatly. Overall, the group felt ill equipped to "do it all." They respected the new president who led their group, but felt unsupported in the changes that were required of them and their departments.

• Interviewed each of the group members in order to clarify specific concerns and create a starting place for the president individually and the team as a whole, to begin to address their needs.
• Facilitated in-depth discussions aimed at focusing organizational priorities and clarifying the management team's role in achieving them.
• Provided information about effective teamwork practices and facilitated decision-making about how this group wanted to work together, including agreements about accountabilities, collaboration, decision-making, and communications.
• Coached the president throughout, supporting him to anticipate and respond to the group's needs and concerns.

Group members identified and agreed upon defined areas of responsibility for individual team members and for the group as a whole that related to organizational and team goals. The group established group norms and created calendars and other tools to manage their workload and meetings. The president was sensitized to the need for greater attention to the transitions organizational changes were requiring people to make.