How to Give Feedback

How to have useful, honest feedback conversations
that help people grow

This is the second blog in my weekly series: Practical Tips for Leaders and Managers.

Each post shares straightforward advice to help you lead with more confidence, clarity and care — whether you're managing your first team or leading a group of experienced professionals and is inspired by the themes I regularly come across in my work as an Executive Coach and Facilitator. So far, we’ve explored How to Build Confidence and overcome Imposter Syndrome.

This article shares some practical tips for giving feedback, something that almost everyone I work with admits is hard and uncomfortable.

Why Feedback Feels So Hard

When I’m coaching leaders and managers, even experienced ones, I often hear some version of this:

• “I find feedback awkward — I don’t want to upset anyone.”

• “I know I should give feedback, but I never know how to start or how to find the right time.”

• “What if they take it the wrong way?”

It’s easy to avoid giving feedback, tempting to soften it with a ‘sh*t sandwich’, or just drop vague hints that don’t get heard or safe it up to the next annual review - by which time you feel resentful and the lack of intervention may have caused bigger problems.

But done well, it’s about helping someone see what’s working, what’s not, and what they could do differently in the future, with care and clarity.

We might hold back from giving feedback because:

• We worry that if we give honest feedback, they might not like me. “If I’m honest, they’ll think I’m harsh or unfair.”

• We fear an emotional reaction. “What if they get upset, angry or defensive, and I don’t know how to handle it?”

• We’re uncomfortable with discomfort with confrontation or conflict

• We lack confidence in our own ability. “Who am I to give feedback when I’m not perfect either?”

• We don’t want to get it wrong. “If I can’t say it exactly right, I’d better not say it at all.”

• We make assumptions, “They probably already know,” or “They won’t change anyway.”

• We’re nervous about creating more work or complexity “If I raise this, I might open a can of worms.”So we soften it, delay it, avoid it, or bundle it up in vague generalities.

But giving good feedback isn’t about catching someone out or fixing them - it’s about helping them see what’s working, what’s not, and what to do next.

Why Feedback Matters

Clear, honest, constructive feedback is one of the most powerful tools you have as a leader. It:

• Builds trust and transparency

• Shows people they’re seen and valued

• Helps nip issues in the bud

• Prevents resentment and confusion

• Boosts morale and motivation

• Makes expectations visible and fair

And that includes positive feedback too. Not vague praise, but clear, specific recognition that shows people what good looks like and helps it happen again.

Feedback shouldn’t be an annual event saved up for performance reviews.

It works best when it’s regular, respectful, and part of everyday working life.

What Happens When Feedback Is Missing

When feedback is avoided, the issues don’t disappear; they just go underground and lead to resentment. Here’s what I see in teams where feedback is patchy or inconsistent:

• People don’t know what’s expected

• Good work goes unrecognised

• Poor behaviour goes unchallenged

• Frustration simmers quietly

• Trust erodes over time

If no one’s saying it out loud, someone’s probably saying it somewhere else. Better to create space for honest conversations than let gossip or guesswork fill the silence.

Practical Tips: How to Give Better Feedback

You don’t need a script. But you do need to be thoughtful. Here’s a simple, human-centred approach that works in real life. Here’s how:

1. Start a Conversation, Not a Monologue

Feedback is most powerful when it’s a two-way exchange, not a download. Try opening with: “How do you think that went?”; “What do you feel went well?”; “What would you do differently next time?”
Making it a dialogue lowers defensiveness and shows respect. When someone feels part of the conversation, they’re far more likely to take action

2. Use the AID framework: Action – Impact – Direction

A simple structure that focuses on behaviour (not personality):

• Action – What did they do?

• Impact – What effect did it have?

• Direction – What’s the change you want?

Marshall Goldsmith

3. Feed Forward, Not Back

You can’t change the past, so dwelling in it provokes a defensive response. If you make the conversation future-focused, people will be less defensive, they will listen and engage in the conversation about how to improve. The concept of Feed Forward was developed by Marshall Goldsmith. It’s about focusing on future actions, not past mistakes and shifts the conversation from blame to growth.

• “Next time, I’d like you to…”

• “In future, what would help is…”

4. Praise in Public, Criticise in Private

Celebrate positive feedback in front of the team. It’s motivating, reinforcing, and a subtle way to highlight expectations. But if your feedback is critical or sensitive? Make time and find a space to talk in private.

5. Say It While It’s Fresh

Don’t save feedback up for next month’s one-to-one because it loses value and impact the longer you wait. If something helpful or important happens, say it while the moment’s still alive.

6. Don’t ask WHY

When you ask someone, “Why did you…?” or ‘Why did that happen…?” it puts people on the spot, it sounds like an accusation even if you don’t mean it to. Research shows that asking WHY activates the brain’s threat response, triggering defensiveness or withdrawal. People feel like they’re being interrogated rather than invited into a conversation.

This is especially true if you’re in a position of authority, the issue is sensitive or recent, or the person is already unsure or insecure

Instead of starting with “Why…?”, try reframing the question with one of these more open, exploratory alternatives:

• “What was your intention behind…?”

• “What were you aiming to achieve?”

• “Can you talk me through how you approached it?”

• “What do you think worked well, and what might you do differently next time?”

7. Other Words and Phrases to Avoid

Some phrases raise defences before your point has even landed.

Here are a few to watch out for:

• “You always…” / “You never…” - it’s generalising, unhelpful and often based on assumptions, not fact.

• “But…” is the classic ‘sh*t sandwich"‘ it cancels out anything positive you said before it and dliutes the message.

• “If I were you…” — sounds patronising

• “I think…” — try “What’s your take?” instead

8. Avoid You or Fact Tennis

Psychotherapist and author Philippa Perry uses the term “fact tennis” to describe a common trap in difficult conversations. She describes it as two people locked in a back-and-forth of “who’s right” lobbing facts, justifications, and corrections over the net. It becomes a rally of defensiveness where nobody wins.

In feedback conversations, a similar trap can happen — let’s call it “you tennis.”

One person says: “You didn’t do that properly.”

The other responds: “Well, you didn’t explain it clearly.”

And we’re off!

It’s unproductive and it creates tension.

When you show empathy and that you understand the other's perspective, their feelings and their fears, you can have a more productive conversation. Try centring the feedback on your experience and perspective, and on observable behaviour and impact.

Instead of “You didn’t speak up in that meeting.” Try: “I noticed you were quiet in the meeting, and I was wondering . . .”

Instead of “You’re always late with your reports.” Try “I’ve noticed the last few reports have arrived after the deadline. That makes it harder for us to meet the next step on time.”

Instead of: “You’re not a team player.” Try: “I’ve noticed you’ve chosen to work solo on the last few projects, I’m curious. . .”

9. Remember Radical Candor

Kim Scott’s Radical Candor framework is a favourite of mine and matches with Brene Brown’s:

”Clear is kind and kind is clear.”

Great feedback happens when you care personally and challenge directly. If you only care but don’t challenge? You’re being nice but not helpful. If you challenge without care? It’s harsh — and it rarely lands. When you find the balance of both, you are clear and kind, you build trust and growth

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Reflection Exercise: Getting Comfortable With Feedback

Take 10 minutes to reflect on the following:

• When was the last time I gave someone clear, helpful feedback in the moment?

• What kind of feedback do I tend to avoid giving and what’s behind that? (Fear of upsetting them? Not being sure how to say it?)

• Is there anyone in my team who could benefit from recognition or clarity this week?

• How could I be clearer when I’m giving feedback and make it a useful dialogue rather than a monologue?

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Would you like to discover how to give feedback or build a feedback culture?

I help leaders and managers to be more confident about giving regular feedback, and practice how to give clear, more effective feedback. I also work with senior leaders or other teams on how to build a feedback culture

If you’d like to chat about how I can help you through Leadership Coaching or workshops and training on giving feedback, get in touch.

• Book a time to chat on Zoom (or in person) via Calendly >

• Call me on 07966 475195

• Email polly@pollyrobinson.co.uk

How to build Confidence and overcome Imposter Syndrome

 

 

This is the first article in my new series: Practical Tips for Leaders and Managers.

Each week, I’ll share clear and practical tips to help you be a people-focussed leader - whether you're a new manager finding your feet or an experienced leader dealing with new challenges.

Over the next 10 weeks, we’ll explore topics like:

• Giving Better Feedback

• Managing and Prioritising your Time

• Running Effective Meetings

• Dealing with Conflict or Difficult Conversations

• Leading through Change

I’ve chosen these themes becuase they come up over and over again with the leaders, new managers and teams I coach.

In the first of the series we will explore:

How to Build Confidence and Overcome Imposter Syndrome

Why self-doubt is normal and what to do when it holds you back

I work with many leaders and managers, men and women, experienced and brand new and one of thing that comes up in the majority of exploratory calls or leadership development programmes is:

“I’ve got imposter syndrome.”

“I don’t feel confident.”

“I feel like I have to constantly prove I’m good enough for my role.”

“People say I look confident, but underneath the surface I’m just coping and panicking!”

Does that sound familiar?

These feelings are incredibly common, especially for capable, conscientious people doing something new or challenging or just trying to do the best job that they can.

You’re also not broken. And you’re definitely not an imposter.

The problem with giving yourself the label of “I’ve got Imposter Syndrome” is that it puts the issue inside you — like it’s a flaw or a medical condition (syndrome is a medical term) and it becomes a self-fulfilling prophecy.

The Oxford English Dictionary’s definition of imposter is:

“A person who pretends to be someone else in order to deceive others, especially for fraudulent gain.”

But you’re not pretending to be someone else, you are not a fraud. You are you, you are doing new things and learning and growing.

Start by reframing it as self-doubt not Imposter Syndrome.

The first thing is to recognise that this is a normal human response. You are not broken.

Secondly you can’t talk yourself out if - it’s not about thinking positively and pushing through because it’s sitting in your nervous system not your brain. You know it’s not rational and that’s why we end up beating ourselves up about it.

So no matter what you tell yourself or anyone says to you, it’s just your body and nervous system trying to keep you safe. When it senses “threat” like a new experience, a risky decision, or fear of judgment or failure, it reacts the same way it would to real danger: Fight. Flight. Freeze. People-please.

That means no amount of positive self-talk will fix it in the moment.

The real work is about teaching your nervous system, over time, that you are safe — and you can do hard things.

There’s no overnight confidence fix.

The only way to retrain your nervous system and your rational mind is to take small, repeated steps that show it that’s you’re safe - you’ve got this - you deserve to be here.

What Happens When Confidence Is Missing

When we’re overwhelmed by self-doubt it causes us to:

• Hiding, procrastinating or not stepping up to avoid being found out.

• Working too hard to compensate and prove ourselves.

• Over-preparing or micro-managing so we don’t loose control.

• Over-explaining or being defensive

• People-pleasing and not being able to say no, not now.

Confidence is built through taking small practical steps.

Practical Tips to Be More Confident

You can’t think your way out of self-doubt — but you can take small steps that build trust in yourself over time. Here’s where to start:

1. Let go of the label
   The word syndrome sounds like there’s something wrong with you. There isn’t. This isn’t a diagnosis — it’s a very normal response to growth.

2. Acknowledge What You’re Feeling
   Write it down to get it out of your head - these emotions are real but it’s not because you’re not capable. By naming it and writing it down, you distance yourself from them. You’re not overreacting — your body, your nervous system responding to perceived threat or danger.

3. Calm Your Nervous System
   Before doing something that feels scary, speaking up in a meeting, making a big decision or giving some difficult feedbck, pause to calm your system. This is physiological and shows your nervous system: “I’m safe, I’ve got this.” Try:
   - A few deep belly breaths
   - A quick walk, stretch
   - Some fresh air and sunlight or splashing cold water on your face
   - A grounding phrase like: “I am safe and capable.” and physically planting your feet on the floor to ground yourself.

4. Take a Small, Achievable Step
   Confidence is like a muscle - you build it through doing and discovering that you’re safe. This isn’t about giant leaps, it’s about small steps.
   Ask: “What’s one small thing I can do to move forward from here?”
   Don’t get held back by needing perfection, just take a small step.

5. Be Kind to Yourself
   You’re allowed to feel nervous. You’re allowed to not know everything. Talking back to the nagging voice in your head, your inner critic, as if you were your best friend giving the kindest advice.
   Ask: “What would I say to a friend feeling like this?”

6. Create a Safe Space to Reflect
   Build a habit of offloading what’s in your head so it doesn’t stay trapped there. Talking to friends or a partner can help but make time for quiet personal reflection by keeping a journal or notebook. This isn’t about keeping a diary - it’s about clearing space and building evidence. Use these prompts:
   - What three things went really well today (even small things)
   - What’s spinning in my head or what am I overthinking.
   - What is my inner critic saying and your kind, rational response
   - What 1–3 things would make tomorrow feel like a win?

7. Acknowledge and Celebrate Small Wins
   Make time to give yourself a pat on the back when things go well or you’ve done something brave. Acknowledge what you’ve achieved (even the tiny things). Write it in your journal to look back on in the future.

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Reflection Exercise: Building Confidence From the Inside Out

Take 10 quiet minutes to reflect on these prompts:

• Where in your work life do you feel confident?

• Where do you not?

• What’s one moment you handled well recently even if it felt hard?

• What “evidence” of your strengths, skills and experience are you forgetting?

• What’s one tiny step you could take this week to stretch yourself kindly?

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Would you like support to build your confidence and overcome self-doubt/imposter syndrome?

If self-doubt is holding you back, I can help you to":

• Understand what’s really going on beneath the surface

• Build confidence from the inside out

• Stop second-guessing and start trusting yourself.

Coaching gives you a safe, supportive space to say the things you can’t always say out loud — and figure out what you need to move forward with more confidence.

I offer a free first coaching call where we can explore what is holding you back and how coaching may help you get unstuck.
You can book a meeting straight into my diary using this link to Calendly - Book a Free Coaching Session >

You are also welcome to call me on 07966 475195 or email me at polly@pollyrobinson.co.uk.

5 Steps to Building Brilliant Teams. No 5. Results

“If a team is not focused on results, it will ultimately stagnate and fail to grow.”

— Patrick Leconi

Teamwork is about getting things done.

It’s about making progress on the things that matter most — together.

Teams exist to deliver results you can’t achieve alone. To solve problems. To drive growth. To create something better than the sum of individual efforts.

Results mean moving forward with purpose, working towards shared goals — not just being busy or just doing our own thing in isolation. Results give focus, energy, and meaning to all the work that happens day-to-day.

That’s why great teams align around shared results — and make them visible, measurable, and worth celebrating.

This is the final blog in my series exploring how to build a brilliant team — inspired by Patrick Lencioni’s Five Dysfunctions of a Team model. So far, we’ve explored Trust, Healthy Conflict, Commitment, and Accountability. Today, we’re focusing on Results — and why shared success matters more than anything.

“The ultimate dysfunction of a team is the tendency of members to care about something other than the collective goals of the group.”

Patrick Lencioni

After all the conversations, connection, and commitment — what’s the point?.

Results are what all of this teamwork is building towards. But in many teams, results aren’t as visible — or as shared — as they need to be. People stay busy with their own tasks. Departments chase their own targets. Success goes unnoticed — or is only recognised from the top down. And when results aren’t visible, celebrated, or shared — teams lose momentum.

When teams trust each other, engage in healthy conflict, commit to decisions, and hold each other accountable, there’s a good chance they’ll succeed.

But the final step is to make sure everyone is aligned around shared goals — and that success is visible to everyone.

What Happens When Teams Don’t Focus on Results?

When collective results aren’t clear or visible:

• People retreat to individual priorities

• Teams lose focus and motivation

• Progress becomes hard to measure

• Success often goes unacknowledged

This isn’t about micromanagement. It’s about shared momentum.

How to Create a Team Focus on Results

Here’s how high-performing teams stay focused on what matters most:

1. Set Shared Goals — Not Just Individual Ones
   Shared KPIs or team objectives create alignment and clarity.
   Ask: “What does success look like for our team?”
   ”How will we measure progress as a team?”

2. Make Progress Visible — Create a Scoreboard
   A Scoreboard is key to visibility.
   It’s a simple, visual way to track goals and keep keeps them front of mind, it creates focus, motivation and accountability. It also helps you celebrate the milestones and successes.

3. Celebrate Wins — Big and Small
   Celebrating together builds connection, pride, and momentum.
   Success often goes unrecognised — or gets lost in the rush to the next thing. Celebrating results isn’t about trophies or big awards (though those can be great too). It’s about noticing. Great teams make a habit of recognising:
   - Progress
   - Effort
   - Lessons learned
   - Collaboration
   - Values-driven behaviour
   
   Ask your team:
   ”What achievements — big or small — could we celebrate?”
   ”How do we want to celebrate together when we hit a goal?”

Final Thought: Results Are a Team Effort

The best teams succeed together. They stay focused on what matters most. They hold each other to high standards. They notice progress and they celebrate success.

When results are visible, shared, and celebrated — teams move faster, feel stronger, and stay connected.

Reflection Exercise: Create Your Team Scoreboard

This is a powerful conversation to have as a team — either in a workshop, team meeting, or strategy session. It’s not about over-complicating things — it’s about getting really clear on what success looks like for this team, and how you’ll stay focused on it together. This works brilliantly with post-its, whiteboards, or online collaboration tools.

1. Decide What Results Matter Most
   What results should we measure and track to know we’re moving towards our goal?
   What metrics matter most to us? This could include: KPIs, Customer feedback, Revenue or growth targets, Project milestones
   What will help us stay focused, motivated and accountable?
   Tip: Keep it simple — track what matters, not everything

2. Decide on Your Scoreboard
   What would make progress visible for us?
   What format would work so we can see our progress visually and regularly?
   Where and how should we update it?
   Ideas: Physical board in the office, Shared slide or doc, Digital dashboard, Weekly team check-in
   Tip: The scoreboard only works if people see it regularly.

3. Decide How You’ll Celebrate Success
   What do we want to celebrate?
   How do we want to celebrate together
   This could be: Shout-outs in meetings, a team ritual, sharing wins on Slack or Teams, Lunch together when a milestone is hit
   Tip: Celebration isn’t about showiness — it’s about noticing.

4. Make It a Habit

   Finally, ask:
   How will we keep this alive?
   How often will we check in on progress?

   How will we hold each other accountable for the results we care about?

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Need Help Aligning Your Team Around Results?

I design and facilitate practical, people-focussed team workshops that help teams get clear on what success looks like — and how they’ll work together to achieve it.

→ Workshops rooted in insight and action.

→ Tools to align goals and track progress.

→ Space for people to talk (really talk).

If you’d like to chat about how I could support your team, get in touch.

Call Polly on 07966 475195 or email polly@pollyrobinson.co.uk

5 Steps to Building a Brilliant Team. 4. Accountability

 

 

How Great Teams Hold Each Other To Account

Accountability is a sign of mutual respect. It’s about making sure what we said would happen, actually happens.

It’s about showing up for each other.

And it’s about caring enough to follow through — and to help others do the same.

In teams, accountability means:

• Taking ownership of your commitments

• Delivering work with integrity and consistency

• Checking in, offering support, and challenging each other to stay focused on shared goals

It’s not about blame.

It’s not about hierarchy.

It’s not about micromanagement.

This is the fourth blog in my series exploring how to build a brilliant team — inspired by Patrick Lencioni’s Five Dysfunctions of a Team model. Firstly, we explored Trust, the second blog looked at Healthy Conflict, the third focused on Commitment. Today, we’re talking about Accountability — and why the best teams hold each other to high standards.

Accountability is how trust and commitment come to life in action. When teams practise accountability well:

• Deadlines are met

• Decisions lead to action

• Feedback flows freely

• People feel proud of their contribution — and confident in each other

Of course, when accountability slips, progress stalls. Frustration builds. And things start to fall through the cracks. But with the right habits and behaviours, that’s entirely avoidable.

As Patrick Lencioni puts it:

"Accountability is the willingness of team members to remind one another when they are not living up to the performance standards of the group."

The best teams don’t rely on one person — usually the leader — to chase everyone for updates. They support and challenge each other. Because accountability is a team sport.

Individual Accountability vs Shared Accountability

Great teams hold themselves — and each other — accountable in two key ways:

1. Individual Accountability
   Show up with integrity
   Meet deadlines
   Deliver quality work
   Take ownership for results (good and bad)
   Follow through on commitments
   Avoid blame — focus on solutions

2. Shared Accountability
   Collaborate — don’t just operate in silos
   Support each other to succeed
   Hold each other to agreed standards
   Speak up if something isn’t right
   Remind each other of shared goals and purpose
   Accountability isn’t about hierarchy.

How to Build a Culture of Accountability

Accountability doesn’t happen automatically — it’s something teams have to practise and leaders have to model. Here’s how to create it:

1. Set Clear Expectations
   Be explicit about what’s expected — from roles, goals, behaviours, and values. No assumptions.

2. Communicate Openly
   Be transparent and honest — about priorities, progress, and problems.

3. Check-In Regularly
   Informal check-ins, one-to-ones, and regular team reviews keep people aligned and focused.

4. Collaborate
   Remind people that shared accountability means helping each other succeed — not just focusing on individual tasks.

5. Role Model Accountability
   Leaders go first. Take ownership of mistakes. Follow through. Ask for feedback.

Why Feedback Matters to Accountability

Feedback is like Oxygen - it should flow in every direction — upwards, sideways, and across the team. When everyone feels safe to offer insight and hold each other to account, the whole team gets better, faster.

Feedback isn’t something that happens once a year. It’s an everyday habit. Great teams give feedback:

• Little and often

• Up, down, and sideways

• Direct, clear, and kind

• Feedback helps teams learn faster, improve performance, and build trust.

How Meetings Show (or Break) Accountability

Meetings are one of the most visible ways teams live out accountability.

If meetings feel like a waste of time — or nothing happens afterwards — people disengage. Meetings should:

• Build alignment

• Clarify decisions

• Confirm actions

• Hold people accountable for follow-through

Final Thought: Accountability Builds Trust, Clarity and Care

Accountability isn’t about being hard on people — it’s about caring enough to hold each other to high standards. It’s about making sure good intentions turn into action. It’s about having the confidence to challenge and support your each other. And it’s about creating a culture where following through isn’t optional — it’s what we do.

It’s not always easy — but it is important.

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Reflection Exercise: How Can We Be a More Accountable Team?

This is a simple, practical exercise you can use in your next team meeting — to open up an honest conversation about accountability.

1. Step 1: Ask your team these questions:
   Give everyone a few minutes to jot down their thoughts quietly first.
   When have you seen a lack of accountability in this team — and what happened?
   What gets in the way of holding each other to account?
   What’s the cost when we don’t follow through?
   What behaviour do we need to call out more often here?
   What would help us be better at giving (and receiving) feedback?

2. Step 2: Gather ideas together
   Use post-its, a whiteboard, or an online board (Miro, Jamboard) to capture themes.
   Look for patterns. Be curious. Avoid blame.

3. Step 3: Decide on one small action

Ask:

• What’s one thing we want to do differently as a team from today?

• What behaviour do we all agree to commit to?

One practical way to build accountability is to create a simple Team Accountability Contract - something short, clear, and visible that helps everyone stay on track. This is a shared agreement about what you expect from each other. For example:

• “When we commit to something, we will… follow through and update the team.”

• “If something is delayed or unclear, we will… raise it early and ask for help.”

• “When someone forgets or drops the ball, we will… remind them kindly and directly.”

• Co-create it together. Keep it visible. Refer back to it often.

• This turns accountability from something awkward into something normal, expected, and supportive.

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Need Help Building a Culture of Accountability in Your Team?

Accountability doesn’t have to feel hard or uncomfortable — it’s about clarity, consistency, and care.

That’s where I come in.

I design and facilitate practical, human team workshops that help teams create clear agreements, better habits, and a culture of everyday accountability.

→ Workshops rooted in insight and action.

→ Tools to build shared ownership and feedback skills.

→ Space for people to talk (really talk).

If you’d like to chat about how I could support your team, get in touch.

Call Polly on 07966 475195 or email polly@pollyrobinson.co.uk

5 Steps to Building Brilliant Teams. 3. Commitment

 

 

“Commitment Isn’t About Consensus — It’s About Clarity.”

Commitment Isn’t About Consensus — It’s About Clarity.

Commitment in teams isn’t about getting everyone to agree - it’s about shared clarity and confidence in the way forward.

It’s not simply about people:

• Saying yes when they don’t really mean it.

• Agreeing — but not really committing.

Real commitment in teams doesn’t come from keeping everyone happy. It comes from clarity.

• Clarity about why we’re here.

• Clarity about what we’re trying to achieve.

• Clarity about how we work together to get there.

Teams don’t need to agree on everything — but they do need to leave a conversation clear about the decision, aligned on the next steps, and committed to moving forward together.

Without clarity, teams drift.

Without commitment, teams stall.

This is the third blog in my series exploring how to build a brilliant team — inspired by Patrick Lencioni’s Five Dysfunctions of a Team model. In the first, we looked at Trust and in the second, we explored Healthy Conflict. Today, we’re talking about Commitment — and why it starts with clarity.

What Patrick Lencioni Says About Commitment

Patrick Lencioni describes commitment as the result of clarity and buy-in, not forced consensus or endless discussion. He makes it clear: Commitment doesn’t mean everyone always agrees. In fact, healthy teams often don’t agree during discussion — that’s a sign of healthy conflict (as we explored in the last article).

But once a decision is made, great teams commit fully — because they’ve had the chance to share their views, debate the options, and feel heard.

When commitment is missing in a team, Lencioni warns that indecision takes over. Meetings become circular. Actions get delayed. People leave conversations feeling frustrated or unclear about what’s happening next.

• Without clarity, ambiguity creeps in.

• Without buy-in, accountability drops.

• Without commitment, results suffer.

As Lencioni puts it:

“A lack of commitment leads to ambiguity among team members about direction and priorities, which leads to lack of confidence and fear of failure.”

This is why clarity — of purpose, values, and ways of working — is essential. Teams need to know what they’re committing to, why it matters, and what’s expected of them.

What Drives Commitment in Teams?

Commitment happens when people are crystal clear on three things:

1. Purpose — Why are we here?

2. Values — How do we work together?

3. Ways of Working — What does that look like day-to-day?

Let’s break them down.

Start with Purpose — Your WHY

As Simon Sinek says in Start With Why:

“People don’t buy what you do; they buy why you do it.”

Your team’s WHY is its purpose. It’s the reason you show up. It’s what gives meaning to the work. Ask your team:

• Why does this team exist?

• Why do we get out of bed every morning to do this work?

• Why should anyone care?

Purpose brings people together and provides a north star for decisions and actions. It creates alignment and helps teams focus on what really matters.

Your HOW — Values in Action

Values are the principles that guide how you work, communicate, and collaborate. But they’re not just words on a wall or in an employee handbook. Real values are visible every day in behaviour. Great values should be:

• Easy to understand

• Relevant every day

• Used to guide decision-making and action

Too often, company values are generic (Integrity! Excellence! Innovation!) and mean very little in practice. The real question is:

What does this value look like in action?

Values should clarify:

• How we work together

• What behaviours we expect from each other

• What’s okay — and what’s not okay — here

Ways of Working — Clarity Removes Ambiguity

Commitment isn’t just about big-picture purpose. It’s about practical clarity too.

Clear teams agree on how they work together, so people know what to expect.

Here are some areas worth defining as a team:

1. Meetings
   What’s the purpose of different meetings?
   How often do we meet?
   How do we make sure meetings lead to action?

2. Communication
   What tools do we use for what? (Email, Teams, WhatsApp etc.)
   What’s the expected response time?
   How do we avoid overwhelm?

3. Working Day
   What are our working hours?
   What’s expected around annual leave or out-of-hours messages?
   How do we cover for each other?

4. Decision-Making
   How do we make decisions?
   What’s decided together vs by individuals?
   How do we communicate decisions clearly?

5. Recognition, Feedback & Growth
   How do we recognise and reward values-driven behaviour?
   How do we support learning and development?
   How do we give and receive feedback?

Create a Team Charter

One of the most practical ways to build clarity and commitment is to co-create a Team Charter. This is a simple, shared document where you capture:

• Your team’s purpose

• Your values (and what they look like in action)

• Your agreed ways of working

• Your rituals and rhythms (how you meet, communicate, celebrate)

• How you make decisions

• How you give feedback

• What you expect of each other

It’s not about creating more bureaucracy — it’s about removing assumptions. When teams create a Charter together, they have more ownership, more clarity, and more commitment. It becomes their shared agreement — a reference point for how they want to work and succeed together.

---

Reflection Exercise: How Committed is Your Team?

Take 10–15 minutes to reflect on this yourself — or use these prompts in your next team meeting to open up a powerful conversation about clarity and commitment. You can do this as a written journaling activity, a team workshop, or even a casual lunchtime chat — the key is honesty and curiosity.

Step 1: Reflect (solo or together)

• Ask yourself (or your team):

• Does everyone know why our team exists? Can we all say it in one sentence?

• Are our values lived and visible — or just words on a wall?

• Where is ambiguity showing up in how we work?

• Where have we made assumptions that might need clarifying?

• Are people confident in how we make decisions, give feedback, or manage priorities?

Step 2: Identify a commitment blocker

• What’s one area where lack of clarity might be slowing us down, causing confusion, or creating friction?

• What’s the impact of that — on performance, wellbeing, trust?

Step 3: Decide on a next step

• What’s one thing we can define or revisit together — this week — to build clarity and alignment?

Bonus Tip: Use Post-its or an online board If you're doing this as a team activity, ask people to write anonymous thoughts on post-its or a shared digital board (e.g. Jamboard, Miro, or MURAL). For example:

• “I’m not sure what our real priorities are right now.”

• “Decisions are being made without clear communication.”

• “I’m unclear on how feedback works here.”

• Then group themes, discuss, and co-create a small action plan.

• Need Help Creating Clarity & Commitment in Your Team?

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Need Help Building Commitment in Your Team

Commitment doesn’t happen by accident — it happens when people feel clear, connected, and involved.

That’s where I come in.

I design and facilitate practical, human team workshops that help people get aligned on what matters most — and how they want to work together.

• → Workshops rooted in insight and action.

• → Tools to create clarity and shared purpose.

• → Space for people to talk (really talk).

If you’d like to chat about how I could support your team, get in touch.

Call Polly on 07966 475195 or email polly@pollyrobinson.co.uk

5 Steps to Building a Brilliant Team. No 2. Healthy Conflict.

 

 

“Conflict Isn’t the Problem — Avoiding It Is.”

When people hear the word conflict in a work context, most of us flinch.

We think of drama. Arguments. Division.

We picture raised voices or awkward silences.

But healthy conflict in teams is none of those things.

Healthy conflict is about ideas, decisions, and direction — not personal attacks or point-scoring.

It’s the kind of debate that makes ideas stronger, decisions better, and teams more committed to what happens next.

This is the second article in my series exploring how to build a brilliant team — inspired by Patrick Lencioni’s Five Dysfunctions of a Team model. In the first, we looked at Trust as the essential foundation of teamwork. Today, we’re talking about something most teams avoid… Conflict.

As Patrick Lencioni puts it:

“If people don’t weigh in, they won’t buy in.”

Lencioni is clear: conflict in teams isn’t a bad thing — in fact, it’s essential.

“Conflict is not personal — it’s about ideas, decisions, and direction.”

In The Five Dysfunctions of a Team, he explains that teams with high levels of Trust can disagree openly, challenge one another, and debate the best way forward — without fear of reprisal, blame, or tension.

Conflict is how good decisions get made. It’s how innovation happens. It’s how people feel heard and valued.

When we avoid it, we lose out — on clarity, commitment, and creativity.

Why Most Teams Avoid Conflict

Most teams avoid conflict not because they don’t care — but because it’s uncomfortable. Why?

• We’re wired for harmony.

• We want to be liked.

• We worry about upsetting people.

• And we assume that conflict always leads to confrontation.

But in avoiding the tough conversations, teams create a much bigger problem…

The Risks of Avoiding Conflict

Avoiding conflict doesn’t make tension disappear — it just pushes it underground. Here’s what it can lead to:

1. Artificial Harmony
   Everything looks polite or aligned — but people are holding back. Opinions stay hidden, challenges go unspoken, and better ideas are lost.

2. Loss of Commitment
   If you’ve not had a chance to contribute to a decision, you’re far less likely to feel ownership or commitment to it.

3. Gossip and Side Conversations
   When people don’t feel safe to speak up in the room, the real conversations happen elsewhere — in corridors, in messages, in frustration. This erodes trust and alignment fast.

4. Weaker Ideas & Decisions
   When teams avoid debate, assumptions go untested and decisions are made in an echo chamber. You lose the chance to stress-test ideas, spot blind spots, and surface creative thinking.

What Does Healthy Conflict Look Like?

Healthy conflict isn’t shouting matches or blame. It’s about respectful challenge, honest questions, and disagreement with shared purpose. Here’s the difference:

Healthy Conflict

• Candid debate about issues

• Direct feedback

• Respectful disagreement with space for emotion

• Challenging ideas without fear

• Discomfort that leads to progress

Dysfunctional Conflict

• Passive silence in meetings

• "Yes, but…" behaviours

• Resentment or eye-rolling

• Avoidance of difficult topics

• Personal attacks or blame-shifting

Teams with strong trust can disagree openly — and constructively — because they know it’s not personal.

“I’m challenging you because I care about getting this right.”

Different Styles of Handling Conflict

It’s also helpful to recognise that people handle conflict differently — and that’s okay.

The Thomas-Kilmann Conflict Mode Instrument (TKI) is a well-known model that outlines five typical approaches to conflict, based on how assertive or cooperative someone is. Understanding these styles can help you spot how people in your team naturally respond to disagreement — and how to adapt your approach.

 

Image from Bitesize Learning

 

No one style is ‘right’ or ‘wrong’ — but great teams (and leaders) learn to flex their approach depending on the situation.

• Competing - Focused on winning. Useful in urgent situations needing quick decisions.

• Collaborating -. Seeking win-win solutions. Ideal for complex issues where different perspectives strengthen outcomes.

• Compromising - Seeking middle ground. Good for temporary or time-pressured solutions.

• Avoiding - Steering clear of the issue. Appropriate if the issue is trivial or more information is needed.

• Accommodating - Yielding to maintain harmony. Useful when preserving relationships is more important than the issue itself.

Practical Tools for Handling Disagreement Well

Here’s a toolkit you can use straight away to encourage better disagreement and honest conversation in your team:

1. Listen First
   Fully understand the other person’s perspective before responding. Ask clarifying questions like:
   ”Can I check my understanding of what you’re saying?”

2. Confirm the Facts
   Create a shared reality by stating what you’ve heard:
   “I understand you're suggesting X — have I got that right?”

3. Own Your Reaction
   Use emotion constructively by owning your feelings:
   “When I hear this, I feel concerned about X because…”

4. Use “I” Language
   Frame concerns in a way that avoids blame:
   “I’m worried this could affect delivery” vs. “You’re not thinking about the deadline.”

5. Return to Shared Purpose
   Bring the conversation back to mutual goals:
   “I know we both want this project to succeed — my concern is…”

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Questions To Reflect On With Your Team

Use these in a team meeting or workshop to open up a healthy conversation about conflict:

• What kinds of debate or disagreement do we tend to avoid here?

• What’s the impact of avoiding those conversations?

• What do we lose when we don’t challenge each other?

• What signals show that healthy disagreement is tipping into unhelpful conflict?

• Can you think of a relationship that grew stronger because of well-handled conflict? What made that possible?

• What gets in the way of honest disagreement or speaking up here?

Team Exercise: Create Your Team Norm for Debate & Disagreement

Every team needs its own rules for healthy challenge. Ask your team:

• How do we want to handle debate and disagreement going forward?

• What behaviours will help us speak up and listen well?

• What behaviours do we want to avoid?

• What’s one phrase or action that helps you speak up, even when it’s hard?

• What would make it easier to raise concerns or challenge something here?

Capture these as a Team Norm — something everyone can agree to and return to when things get sticky.

Reflection Exercise: What’s Your Relationship With Conflict?

Take 10 minutes to reflect — or bring this into your next team session:

Your personal conflict style:

• When disagreement shows up in a meeting, what’s your instinct — speak up? Shut down? Smooth things over?

• Which of the Thomas-Kilmann conflict styles do you tend to fall into?

• When have you avoided a conflict — and what was the cost?

Your team’s culture:

• Where is your team currently: artificial harmony or healthy debate?

• What’s one conversation your team might be avoiding?

• What’s one thing you could do this week to make disagreement easier or more productive?

• Need Help Creating a Culture of Healthy Conflict?

---

Need Help Creating Healthy Conflict in Your Team

Disagreement doesn’t have to feel difficult — but it does take practice, confidence, and sometimes a bit of outside help.

That’s where I come in.

I design and facilitate practical, human team workshops that create space for honest conversation, respectful challenge, and better decision-making.

Whether your team avoids difficult conversations, plays it too safe, or just needs to build confidence in how to disagree well — I can help.

→ Workshops rooted in insight and action.
→ Tools to handle disagreement constructively.
→ Space for people to talk openly — and listen well.

If you’d like to chat about how I could support your team, get in touch.

Call Polly on 07966 475195 or email polly@pollyrobinson.co.uk

5 Steps to Build a Brilliant Team No. 1 It Begins with Trust

 

 

“Trust is like Oxygen - we don’t notice it when it’s there, but when it’s not - everything feels harder.”

We often take trust for granted in healthy teams, but the moment it starts to erode, we find ourselves in a very different environment - where even simple interactions and decisions feel like difficult.

That’s why trust sits at the heart of Patrick Lencioni’s Five Dysfunctions of a Team model. Without trust, teams don’t just move slower — they lose their ability to think, act and grow together.

Over the next five blogs, I’m going to explore each of the five elements of Lencioni’s model — but with a twist.

A Quick Intro to Lencioni’s 5 Dysfunctions of a Team Model

Patrick Lencioni’s Five Dysfunctions of a Team model is one of the most widely used frameworks in leadership and team development. First introduced in his 2002 book of the same name, the model outlines five core issues that undermine effective teamwork: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.

"If you get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time."

Patrick Lencioni, The Five Dysfunctions of a Team

It’s often shown as a pyramid — with trust as the essential foundation on which everything else is built. The model has been used in businesses of all sizes and sectors, from startups to global corporations, and continues to be a go-to reference for leaders who want to build stronger, more connected, high-performing teams.

 

The Five Dysfunctions of a Team

 

In this series, I’m using Lencioni’s model not to dwell on dysfunction, but rather than focusing on what goes wrong in teams (we’ve all seen plenty of that), I’m going to flip the lens to explore what good looks like — and how to apply the ideas to your team to make it happy, motivated, productive and succesful.

Here’s what’s coming in this series:

1. Trust — the foundation for everything (this blog)

2. Healthy Conflict — why great teams argue well

3. Commitment — how to create clarity over consensus

4. Accountability — how to hold each other to high standards

5. Results — aligning your team around what really matters

Let’s start where every strong team starts with:

Trust.

What is Trust at Work? In teams, trust isn’t just about liking each other. It’s deeper and more practical than that. Trust means:

• You’ll do what you say you’ll do

• You’re telling me the truth

• You have the team’s best interests at heart

• You care about more than just yourself

When trust is missing, conversations feel more guarded. Decisions take longer. Feedback feels risky. Ideas stay unsaid.

Lencioni talks about vulnerability-based trust — the kind of trust where people feel safe enough to say:

• “I need help.”

• “I got that wrong.”

• “I don’t know the answer.”

Two Types of Trust (and Why You Need Both)

Think about trust in two ways:

1. Trust in Competence

This is the trust that comes from credibility and reliability.

• Do I trust that you know your stuff?

• Have you shown up consistently over time?

• Can I rely on you to deliver?

Credibility is about knowledge, experience and expertise.

Reliability is about showing up, keeping promises, and doing what you said you would.

2. Trust in Relationships

This is the relational side of trust — openness, integrity, fairness.

• Do I trust that you’re honest with me?

• Do I trust your intentions?

• Do I believe you care about me and the team?

When teams have both competence-based trust and relationship-based trust, they move fast, collaborate well, and have the resilience to navigate change together.

Trust is Built (or Eroded) in Every Interaction

Every single interaction we have either strengthens or weakens trust. This is the often invisible dynamic at play in teams. Over time, our experience of working with someone sets an expectation for the future.

If they deliver on their promises? Trust grows.

If they disappear when things get tough? Trust declines.

It’s that simple.

Practical Ways to Build Trust in Your Team

Here’s where it gets practical. If you’re a founder or leader, trust starts with you. People watch what you do more than what you say.

These are some of the most effective trust builders I see in great teams:

1. Be Consistent & Reliable

Make and keep promises — big and small

Show up when it matters

Communicate clearly and follow through

2. Be Vulnerable

Be honest about what you know and what you don’t

Share mistakes and learnings openly

Avoid exaggerating or covering up

3. Build Personal Connection

Get to know people beyond their role

Create space for human conversations

Show curiosity about who they are

4. Focus on the Collective

Be clear that the team’s success comes first

Role model collaboration over competition

Celebrate team wins

5. Give and Receive Feedback

Make feedback part of everyday culture

Be candid, clear and curious

Model how to receive feedback well

What Destroys Trust Fast?

Trust is hard won and easily lost. Watch out for these common trust deflators:

• People acting in self-interest over team interest

• Lack of transparency in decisions

• Unresolved personal conflicts

• Leaders avoiding hard conversations

• Broken promises

Final Thought: Trust is a Choice

Trust is the starting point for everything that makes a team work, but it’s not a given. It’s built with intention, attention, and action.

As a leader, you can’t make people trust each other. But you can create the conditions where trust is most likely to thrive. Ask yourself:

• What’s one thing I could do this week to strengthen trust in my team?

• Where might I need to rebuild or repair trust?

In the next blog in this series, I’ll explore why healthy conflict is a sign of a strong, connected team — and how to create a culture where ideas (and disagreements) can be shared safely.

Because trust isn’t about avoiding conflict — it’s about knowing we can get through it together.

Reflection Exercise: How Strong is Trust in Your Team?

Take 10 minutes to reflect on these questions — or even better, talk them through with your leadership team.

1. Where is trust strong in your team?
   Who do people naturally turn to for help?
   Where do you see openness, honesty, and healthy challenge?

2. Where might trust be fragile or under strain?
   Are there unspoken tensions, silences, or things left unsaid?
   Do people hesitate to ask for help or admit mistakes?

3. What small action could you take this week to strengthen trust?
   Could you share a learning or mistake openly?
   Ask for feedback?
   Make a commitment — and follow through?

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Need Help Building Trust in Your Team?

Trust can be built. But it takes time, intention — and sometimes a bit of outside help.

That’s where I come in.

I design and facilitate team workshops that create space for honest conversation, stronger relationships, and practical tools for working better together.

Whether your team is growing fast, navigating change, or just feeling a bit disconnected - I can help.

I design and facilitate practical, human team workshops that help people connect, communicate better, and build the trust they need to work brilliantly together.

• → Workshops rooted in insight and action.

• → Tools to build trust and healthy challenge.

• → Space for people to talk (really talk).

If you’d like to chat about how I could support your team, get in touch. Call Polly on 07966 475195 or email polly@pollyrobinson.co.uk

Building Brilliant Teams: Tips for Founders and Entrepreneurs

 

 

Starting a business is exciting, intense, and full of unknowns. But one of the biggest challenges—and opportunities—you'll face as a founder is building your team. Who you hire, how you lead, and the culture you create will make or break your business.

Today, I joined the University of Bristol, Bristol Innovations for founders about how to build an effective team, nailing the technical and commercial, balancing a growing team with business demands and importantly, how to develop leadership qualities yourself. The ability to build a team is one of the key entrepreneurial skills, and you need to convince people that the new venture is worth joining at a risky early stage. Stakeholders such as investors, partners and customers will look for a strong team when evaluating new businesses.

I spoke with other founders and leaders about how to build effective teams and develop leadership skills early on in your entrepreneurial journey. These lessons are rooted in human connection because business is ultimately about people. Here are the key takeaways, practical actions, and thought-provoking questions to help you grow a team with trust, clarity, and confidence.

1. Start with Self-Awareness

Great teams begin with great self-awareness. Before hiring, ask yourself:

1. What am I brilliant at?

2. What drains me?

3. What do I avoid?

4. What gaps do I need to fill

5. How do I lead under pressure?

6. What sort of company culture do I want to create?

Emotional intelligence - being able to understand ourselves and others and use and manage your own emotions in positive ways to build relationships, trust, empathy and communication to manage stress, overcome challenges, and defuse conflict. Building strong relationships starts with knowing yourself first.

Action: Write down your top 3 strengths and 3 things you struggle with. What kind of person would balance you out?

Reflection: Understand your patterns, blind spots, and stress responses.

2. Founding Teams Need More Than Technical Talent Technical

Technical and commercial skills might get your business started, but trust, alignment, and communication sustain a team. So it’s crucial to define roles, expectations, and decision-making processes early.

“Great teams are built on trust and a culture of feedback, not just technical excellence.”

— Harvard Business Review

Brilliant teams balance technical expertise (hard skills) with shared purpose and vision, psychological safety and diverse strengths. If people don’t believe in the mission or don’t feel psychologically safe, they won’t contribute their best ideas. As human beings, we’re hardwired for connection. Diversity of thought matters as much as diversity of expertise — founders should intentionally build teams that challenge their thinking, not just execute on it.

Think like a football manager.

“It’s like assembling a football team – you need a mix of defenders, midfielders, and strikers to cover all areas of the pitch”

— James Caan

Action: Hold a ‘ways of working’ conversation with your co-founder. Explore how you communicate, handle conflict, and make decisions.

“In the early days, how you work together is just as important as what you’re building.”

3. Leadership is a Behaviour, Not a Title

Leadership is about stepping up from being the person who does the job to being responsible for the people who do the job. Leadership not just about being in charge and directing others, it’s how you show up, communicate, and respond. It’s a daily practice in being human. As the founder you set the tone - how you communicate, the standards you hold, how you respond when things go wrong will set an example for others to follow.

“We sometimes assume leaders are born—but leadership lives in the everyday moments and how we interact with others.”

What makes a good entrepreneurial leader?

• Empathy and emotional intelligence

• Resilience (the ability to keep your cool) and to persevere through change and uncertainty

• Clarity and courage in communication

• Ability to build and maintain Trust

“Startups grow at the speed of trust — not just strategy.”

4. Your First Hires Shape Everything

Your first employees aren’t just there to get the job done - they co-create the culture. Your first team members set the tone for how your company operates and grows.

When you start to recruit start by evaluating the gaps you need to fill to free you up to focus on strategy and where you add most values. The most successful leaders all talk about bringing in brilliant people with skills and experience to complement them - whether that’s in finance, marketing and sales or anything else. Think like a football manager - you need a range of skills.

Who to hire first:

• Someone who frees up you, the founder, to focus on strategy

• People who align with your values and mission

• Co-founder with complementary strengths (business/tech)

• Product Manager to own development and customer alignment

• Technical Lead/CTO for the tech stack

• Marketing & Sales Lead to drive growth

• Operations Manager to run the day-to-day

When to go full-time:

In the early days bringing in freelance, fractional or part-time specialists is a flexible approach that can reduce costs, but how do you know when it’s time to hire someone on a permanent basis?

• When the role is central, ongoing, and needs ownership

• When alignment and trust are already strong

Hiring traps to avoid:

• Hiring too quickly or out of desperation

• Hiring with a short-term view rather than looking for people who can grow with your business.

• Avoiding difficult performance conversations

• Assuming everyone’s motivated by the same things

5. Building Culture (Intentionally)

Culture isn’t a ping pong table or buying pizzas for your team on a Friday - it’s how you behave when things are tough. It’s built moment by moment, conversation by conversation. Being part of a small team makes it much easier to feel included and close to the action, which is a stark contrast to most large corporations with thousands of employees and a huge distance between the people on the ground and management. Use this to your advantage by building and advertising a positive and inclusive company that will give you an advantage over large corporations.

You need to build a culture that’s about shared trust, open dialogue, and learning from each other’s perspectives.

“Teams build a business, Culture Builds a team.”

— David Hiatt

Action: Define the values and behaviours you want your team to embody and talk about them in your recruitment ads and job descriptions as well as the technical skills you need. Explore values fit in the interview process and emed your values through your onboarding process.

How to embed culture early:

• Define your purpose core values and communicate them clearly

• Lead by example—people mirror your behaviour

• Create rituals and ceremonies: shout-outs, team check-ins, feedback loops

• Promote work-life balance to protect wellbeing

• Build psychological safety by encouraging feedback and experimentation

“Trust is built in small decisions—how leaders communicate, how they respond to mistakes, and how they empower their teams.”

Strong relationships at work—partnerships, friendships, mutual support change everything. They make us feel safe, seen, and part of something bigger. That’s where culture becomes real.

Action: Ask yourself daily: What am I doing today to build trust in my team?

6. Attracting Top Talent

Startups often can’t compete on salary, but they can compete on creating a meaningful workplace. When you don’t have the budget for large salaries, and the value of options is still a ways off, you should look beyond the salary to create a great culture and opportunities for growth and development as the business grows.

Founders’ reflection: How are we showing people this isn’t just a job but a mission?

Tactics that work:

• Offer equity to build ownership and long-term commitment

• Create a compelling vision that excites and connects people to purpose

• Leverage your network and seek referrals from people you trust

• Emphasise learning, growth, and opportunities to shape the business

• Use social media and your website to showcase your company culture, share success stories, and post job openings.

• Think beyond the salary - Offer perks like flexible work arrangements, remote work options, professional development opportunities, and wellness initiatives. 

7. What Makes a Good First Hire

Start-ups can be pressured, constantly shifting and adapting

g. The best team members are:

• Adaptable

• Curious

• Great communicators

• Willing to learn and unlearn

• Emotionally intelligent and collaborative

• Values-aligned and invested in the mission

• Self-awareness about strengths and limitations

• A growth mindset

• The ability to connect the dots and ask great questions

• Respect for others’ perspectives and appreciation of difference

When we build strong relationships through meaningful conversations, we experience the journey differently than if we try to do it alone.

8. Managing Small Teams Under Pressure

I often see teams underestimate the importance of internal communication, people skills, or culture-building in the early stages — they focus on the product, not the people building it. But these things shape your success more than you think. Startups are intimate. Small teams work closely, and pressure can strain relationships. To thrive:

• Set clear roles and expectations

• Create a culture of regular and open feedback

• Make space to hear all voices

• Create Psychological Safety

“Conflict is natural—how you handle it defines your culture.”

Don’t forget: Respect and appreciation build trust. The more we connect, the more we realise we’re more alike than different. We’re all human, and that shared humanity is the foundation of great teams.

9. Encourage Collaboration and Innovation

Innovation thrives when people feel safe and supported. To build a creative, collaborative environment:

• Promote cross-functional collaboration—bring different perspectives together

• Create a safe space for unconventional ideas and experimentation

• Empower your team to take ownership and make decisions

• Recognise and reward initiative and creative contributions

• Trust and transparency create strong teams

Action: Celebrate progress, not just results. Make sure people know it’s OK to try, fail, and learn.

10. Scaling the Team

As your startup grows, managing and scaling your team gets more complex. What worked with 5 people won’t work with 25.

Tips for scaling well:

• Keep your values front and centre

• Create simple but effective onboarding and communication systems

• Invest in developing leadership across your team - Mentor and grow your future leaders

• Hire for both today’s needs and tomorrow’s growth

• Cultural check-in: As we grow, are we staying true to what matters most? Are we still a team, or are we becoming disconnected departments?

Final Thoughts

“Start with your why, and find people who share your curiosity and energy.”

We are better together—because we are built for connection. Whether you’re hiring your first teammate or growing a leadership culture, remember that relationships are the real engine of every business.

You don’t have to do it all—you just have to build something together, with trust, humanity, and purpose at the centre.

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If you’d like support developing your leadership or building a high-trust team? I’d love to help drop Polly a message or book a call here >

Creating Culture, Connection and Collaboration in a Hybrid Team

 

 

I’ve been reading Daniel Coyle’s The Culture Code, and it's a reminder of how much the world of work has changed since it was published just six years ago.

In the book, Coyle emphasises the impact of physical proximity in building trust, collaboration, and a strong team culture. He suggests that it’s easier to create connections and a shared sense of purpose when teams are physically close.

Today businesses are grappling with the challenge of balancing some employees' preference for hybrid working, while others want to return to the office. Then there are the needs of the business that are pushing some organisations to enforce a return to the office on a more regular, if not, full-time basis. There’s no simple solution.

So, what does that mean for how we build a culture of trust, collaboration, and psychological safety in teams when we can’t be physically close?

It’s all about creating another kind of proximity—emotionally, virtually, and through human-to-human interaction. Here are a few ways we can adapt Coyle's insights to the modern hybrid and remote workplace:

• Build Belonging
  Just because teams aren’t physically together doesn’t mean they can’t feel close. Can you create virtual "watercooler" moments or spontaneous interactions through video calls or chat channels? These can replicate those spontaneous office interactions that help people bond. Can you meet for breakfast, lunch, or after-work drinks just for fun?

• Create Connections:
  When team members are scattered across different locations, it’s easy for people to feel isolated or left out. Checking in with people individually and as a team is even more important when we're not physically together. Emails, Teams or Slack messaging lack that opportunity for real human-to-human connection that we all need. Use video calls and start with a chat to show you care about each other as individuals before jumping into the meeting's agenda.

• Set Clear Expectations, Roles and Boundaries
  One of the biggest challenges in remote teams is lack of clarity around roles and responsibilities. This can lead to confusion and missed expectations. To avoid this, ensure that each team member has a clear understanding of their role within the team and how they contribute to the team’s success. This clarity helps to reduce stress and promotes a greater sense of purpose and alignment.. Also, establish boundaries to protect work-life balance, especially in remote settings.

• Co-create Your Culture, Values, and Behaviours:
  Your team culture will evolve whether you like it or not, so it’s crucial to involve everyone in consciously shaping it. For example, a culture where people turn up late for meetings, leave cameras off, and multi-task breeds more of the same behaviour. So, discuss and agree on your norms and expectations as a team.

• Create Psychological Safety:
  Psychological safety refers to an environment where team members feel safe to take risks, make mistakes, voice concerns, and share ideas without fear of judgment. Create an environment where team members feel safe to speak up without fear of judgment or reprimand. Be vigilant to ensure that when someone shares their concerns or ideas, they are met with support, not dismissal. Praise openness and reinforce that transparency is both safe and valuable.

• Celebrate Small Wins Together:
  Highlight shared successes and praise individual contributions or positive behaviours. Collective recognition goes a long way in building and maintaining motivation and trust.

• Be Vulnerable and Empathetic:
  As the leader, role model transparency, vulnerability and empathy - acknowledge the challenges the team has faced, demonstrate vulnerability, and openly discuss how to address the ongoing issues. Leaders who embrace vulnerability help to cultivate psychological safety by showing that it’s okay to admit mistakes, ask for help, or not have all the answers.

• Have fun together:
  Introduce fun team-building activities - not just for work-related tasks but also on getting to know each other as individuals. This could include storytelling sessions, where team members share more about their lives outside of work. Remember those virtual pub quizzes or wine and cheese tastings we did during lockdown?

Hybrid work doesn’t have to mean disconnected teams. It can be an opportunity to build a stronger, more resilient culture.

How do your teams build connection and trust when you're not physically close?

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If you would like to strengthen the culture, communication and collaboration of your remote or hybrid team, get in touch with Polly to discuss how a facilitated team workshop could help. Contact Polly by email on polly@pollyrobinson.co.uk or call 07966 475195.

Why Leaders are the Key to a Positive Culture and Engaged Teams

Years ago, I found myself in a business where the culture was slowly deteriorating. We were delivering results and clients were satisfied, but the energy and motivation were low and getting lower.

We were starting to forget WHY we were there.... and lose connection with our PURPOSE. It wasn’t just the lack of team energy that worried me—it was the sense that the leadership team had lost sight of our purpose and the values and behaviours shared in the handbook. This became a red flag for me because I’ve always believed that people are the heart of any business. Without a motivated and engaged team, no matter how much we push for results, we’ll eventually hit a wall.

The turning point came when I had an open conversation with one of the team members. She told me that although she enjoyed the work, she didn’t feel like her contributions were truly valued. That’s when it hit me: employee engagement isn’t just about hitting KPIs—it’s about creating a workplace where people feel valued and understood.

Over the years, I’ve learned that creating a positive workplace culture requires constant effort, but it’s the key to ensuring long-term success for any business.

If you don’t intentionally shape your culture, it will form by accident—and often not in the way you want.

Gallup’s 2023 State of the Global Workplace Report found that only 1 in 5 employees in the UK are actively engaged at work, and this disengagement is costing businesses up to £340 billion annually. So, what’s the solution? It's about building a culture where employees feel connected, empowered, and motivated. A positive workplace culture leads to higher engagement, greater innovation, and ultimately, improved results.

Creating a thriving culture and nurturing engagement isn’t just a "nice-to-have"—it’s essential to your business’s success. Research consistently shows that companies that invest in building a positive work culture see increased productivity, lower turnover, and stronger financial performance.

Research from CIPD highlights that organizations with a well-defined culture have 27% lower turnover rates and engaged employees are 21% more productive than their disengaged counterparts.

So how do we create and sustain that culture? It starts with clear values and shared goals.

It doesn’t happen by accident—it requires intentional effort from leadership to align the company’s values, practices, and feedback systems. According to McKinsey & Company, companies that focus on organizational culture outperform their peers by competing on values and fostering an inclusive environment.

What’s at Stake?

• Employee Retention: High engagement drives loyalty. Employees who feel connected to their company’s culture and mission are 87% less likely to leave (Gallup).

• Customer Satisfaction: Happy, engaged employees are more likely to deliver exceptional customer service, resulting in higher customer satisfaction and increased revenue.

• Innovation & Growth: A culture of trust and openness encourages employees to share ideas, contributing to better problem-solving and innovation. Companies with high levels of engagement experience 14% higher productivity and 30% greater profitability (Gallup)

4 Key Actions to Build a Thriving Culture

1. Define Your Culture and Values Clearly

A positive workplace culture doesn’t happen by accident—it requires clarity and direction from leadership. Set clear, actionable values that guide your team. These values should be embedded into everything from recruitment to decision-making. Google famously encourages employees to "be radically transparent," which has led to a culture of openness and trust. Define what works for your organization and commit to living these values every day.

Action Tip: Host a team workshop to collaboratively define your company’s core values and make sure everyone understands and aligns with them.

2. Foster a Feedback Culture

Feedback is essential for development, but it has to be constructive and consistent. Radical Candor, as described by Kim Scott, is one approach that encourages leaders to “care personally and challenge directly.” It’s about fostering a space where feedback can be given and received without fear of judgment, making team members feel empowered to share their ideas and improve their performance.

Action Tip: Set regular feedback sessions and encourage a two-way dialogue where team members feel comfortable sharing feedback about their work and the environment.

3. Encourage Open Communication

Creating an open and transparent communication channel within your team is crucial for trust and engagement. Leaders who share information and listen to their employees create a culture of inclusivity. Gallup reports that organizations with open communication practices experience 47% higher total returns to shareholders. Encourage regular one-on-ones and town hall meetings where employees can ask questions and discuss ideas.

Action Tip: Implement a monthly “Ask Me Anything” session where employees can raise any topic, allowing leadership to listen and respond openly.

4. Address Conflict with Care

Workplace conflict is inevitable, but how you handle it will shape your culture. Unresolved conflict can fester and affect morale, while well-managed conflict can lead to improved understanding and stronger collaboration. Use mediation techniques, encourage a win-win approach, and create a safe space where differing opinions are viewed as opportunities for growth.

Action Tip: Offer conflict resolution training for managers to help them identify the root causes of conflict and address issues proactively.

The Role of Leadership in Building Culture

As a leader, you play a critical role in shaping the culture of your team. Your actions set the tone for how values are lived out and how employees engage with one another. But creating and sustaining a thriving culture is not a one-time effort. It requires consistent commitment and continuous improvement. CIPD research highlights that organizations with strong cultures are 27% more likely to retain employees and are better positioned to adapt in times of change.

It’s not just about offering perks or creating a fun work environment—it’s about nurturing the environment where your team can flourish. Remember, culture isn’t something that’s automatically positive or negative—it’s what you make of it.

Final Thoughts

It’s easy to overlook the power of culture and engagement in the whirlwind of day-to-day operations. But taking time to focus on these areas isn’t a luxury—it’s an investment. By defining your culture, fostering feedback, and addressing conflict thoughtfully, you’re setting up your team—and your business—for success. You’ll find that when your team is truly engaged, the results speak for themselves.