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.

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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.

These are the different conflict styles Thomas-Kilmann identifies and when they are useful.

• Competing - High assertiveness, low cooperativeness. Focused on winning.
  Useful in urgent situations needing quick decisions.

• Collaborating -High assertiveness, high cooperativeness. Seeking win-win solutions.
  Ideal for complex issues where different perspectives strengthen outcomes.

• Compromising - Moderate assertiveness and cooperativeness. Seeking middle ground.
  Good for temporary or time-pressured solutions.

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

• Accommodating - Low assertiveness, high cooperativeness. Yielding to maintain harmony.
  Useful when preserving relationships is more important than the issue itself.

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

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?

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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

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 >

The Power of Bravery and Curiosity - Lessons from Socrates for Founders and Leaders

How often have you been told: “You’re so lucky” when you make a bold change or decision?

• You’re so lucky to be doing what you love.

• You're so lucky to be your own boss.

• You’re so lucky to have grown so fast.

• You’re so lucky to have secured funding.

It's a pattern I've noticed throughout my life from friends who feel stuck in jobs they don't love, or who dream about turning their side hustle into a business. From when I went freelance after my first baby was born 21 years ago, to when I launched a food events business that got regular national media coverage and when I fulfilled a lifelong dream to live to Bristol and moved on last year from one side of the country to the other.

But is it really luck? Or is it something else—bravery, curiosity, tenacity and a willingness to embrace change?

Not one of these transitions in my personal or professional life has been handed to me on a plate. They've not been easy. But something drove me forward . . .

Socrates said:

“The secret of change is to focus all of your energy not on fighting the old, but on building the new.”

Every time I’ve faced a crossroads—whether it was moving, starting a business, retraining as a coach - I could have focused on the obstacles and the reasons not to do it. Instead, I focused on what I was creating: a new chapter, new friendships, new experiences, and new opportunities.

What is it that keeps some people moving forward, even in uncertainty?

Luck vs. Leadership

Successful leaders and founders don’t wait for luck to guide them—they take action. They stay curious, ask better questions, and step into uncertainty. Yet, when they make bold decisions, others often see it as luck rather than intentional effort.

Socrates said:

“Wonder is the beginning of wisdom.”

Curiosity is a leadership superpower. The best leaders don’t just accept things as they are; they challenge assumptions, explore new possibilities, and ask: What if? instead of What if it goes wrong?

The Courage to Do Something New

For leaders, especially in startups and scale-ups, this is critical. Growth requires constant adaptation. The best leaders focus on what they can create, not on what's behind them or what's holding them back.

How often do we resist change because we focus on the risks, rather than the opportunities? True leadership isn’t about avoiding fear—it’s about moving forward despite it.

The Courage to Fail

Of course, not everything goes to plan. Sometimes we make the wrong decision, fail at something, or fall flat on our faces. But that’s not failure—staying stuck is. Socrates reminds us:

“Falling down is not a failure. Failure comes when you stay where you’ve fallen.”

True resilience in leadership (and in life) is about getting back up, learning from the experience, and continuing forward. The most successful founders, leaders, and entrepreneurs don’t get everything right; they just refuse to let setbacks define them.

Socrates' wisdom is valuable for leaders:

• Know Thyself: Great leadership starts with self-awareness. Examine your mindset, strengths, and blind spots.

• Avoid Busyness: Socrates warned: “Beware the barrenness of a busy life.” Founders wear multiple hats, but being constantly busy doesn’t mean being effective.

• Lead by Example: “True knowledge exists in knowing that you know nothing.” Admitting you don’t have all the answers fosters a culture of learning and innovation.

• Think for Yourself: “To find yourself, think for yourself.” Challenge industry norms, avoid negative self-talk, and focus on what’s possible.

• Set Goals with Reflection: Define a clear vision, take bold steps, and regularly reflect on progress.

Making Your Own Luck as a Leader

So if you feel stuck in a job you don't love, or stuck as a leader in a business facing significant challenges, be curious and brave. Ask yourself:

• What if I tried?

• What if this changes everything?

Socrates believed that questioning leads to growth and opportunity. Luck isn’t random—it’s about staying curious, asking better questions, and putting yourself in situations where opportunities can arise.

If Socrates was right when he said, “The unexamined life is not worth living,” then the most courageous thing we can do is to keep questioning, keep evolving, and keep stepping into the unknown.

That’s where growth happens. That’s where the so-called 'luck' happens

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If you're feeling stuck or want support to be brave and make bold decisions, I’m here to help you discover your courage and curiosity.

Get in touch to chat about how Coaching can support you with your next bold move.

Call Polly 07966 475195 / email polly@pollyrobinson.co.uk

Book a free exploratory Coaching Session here >

Or find out more about Executive Coaching here >

Why Trust is Essential for Fast-Growth Businesses

Early in my career, I was the third employee of an ambitious, fast-growing start-up. In the beginning, the atmosphere was electric—we were all highly motivated and committed to the success of the business, putting in the long hours to prove it. But after two years, things started to change. The founders became more distant, often out at meetings we knew nothing about or spotted whispering in corners.

What was going on?

We began to feel nervous about the lack of transparency. We imagined the worst—had we run out of money, were we facing redundancies or closure? We felt cut off when until then, we had all been involved in everything.

Rumours started spreading. Morale dropped, collaboration faltered, and people were stressed and grumpy with each other. Without trust and transparency, motivation and focus disappeared, and we suffered personally and as a business.

The Trust Challenge for Scaling Businesses

In the early days of a business, founders are involved in nearly every aspect of operations. This hands-on approach is natural—it reflects a driven, detail-oriented leader dedicated to getting the company off the ground. In small teams, relationships are close, communication flows, and people feel directly connected to decision-making and the company’s success.

But as a company scales, the dynamic changes. Founders must evolve from being ‘doers’ to leaders. They must let go of being involved in every decision and trust their managers and teams to take ownership. At the same time, founders must ensure that trust flows both ways—that their people believe in their vision, decision-making, and integrity.

Building trust in remote and hybrid teams requires even more effort since you lose the natural, organic moments of connection that happen in an office.

When trust is broken on either side, bottlenecks form, frustration rises, innovation stalls and collaboration suffers. It’s one of the toughest transitions for growing businesses.

Why Trust Matters in Leadership

Trust is the glue that holds businesses together. When trust is high, people feel safe to take risks, express themselves freely, and innovate. It can be hard to build and easy to damage.

In fast-paced, high-growth businesses, trust keeps teams focused and cohesive through rapid change and uncertainty.

Companies with high trust levels have:

• More engaged people

• Higher retention rates

• Stronger collaboration

• Faster innovation cycles

• Higher productivity and profitability

According to Harvard Business Review, people at high-trust companies report:

• 74% less stress

• 106% more energy at work

• 50% higher productivity

• 13% fewer sick days

• 76% more engagement

• 29% more satisfaction with their lives

• 40% less burnout

So, how can leaders build and maintain trust, particularly in fast-growing businesses?

Practical Steps to Build a Culture of Trust

1. Communicate with Transparency and Consistency

Lack of transparency is one of the biggest killers of trust. Leaders should provide regular updates on company goals, challenges, and key decisions.

• Share the ‘why’ behind decisions to build understanding and buy-in.

• Avoid sugar-coating problems—honest communication builds credibility.

• Communicate in various ways - don’t rely on email or Teams, but talk to people face to face or by video in one-to-ones, team meetings and town halls to keep everyone informed.

• Make an effort to know people beyond work conversations—pulling people into discussions fosters engagement and trust.

• Actively encourage feedback and open dialogue. People should feel comfortable voicing their opinions without fear of backlash.

2. Build Personal Connections

• Dedicate time for casual check-ins (not just work-related conversations).

• Encourage people to get to know each other as human beings through work socials, having lunch together rather than at your desk, providing breakfast once a week and other ways to have fun together.

• Show empathy by treating people as human beings - remember we're all unique and have different needs, personality profiles and lives outside work.

3. Lead with Consistency and Integrity

One of the most common ways trust is broken is when reality doesn’t match up to the purpose and values on the wall. Lead by example:

• Follow through on commitments—people lose faith in leaders who don’t deliver on their promises.

• It’s ok to not have all the answers — but have confidence in decision-making and be honest when you don’t have the answer.

• Be fair—ensure equal access to growth opportunities and development for all team members. Make sure people working remotely have the same opportunities to speak up and be heard.

4. Trust Works Both Ways

We often think of trust as something people must have in leadership, but it goes both ways. As a leader, it’s not just about being trusted—it’s also about showing trust in your team.

• Avoid micromanaging. Trust your people to get their work done and make decisions without micromanaging. Focus on outcomes rather than hours logged

• Remote and hybrid working have changed team dynamics but find ways to keep everyone updated and involved whatever their location.

• People take cues from leadership behaviour—model the values and behaviours you expect from your team.

5. Give Autonomy and Communicate the ‘Why'

If leaders micromanage or override decisions, people feel undervalued. Empower your team by giving them ownership and responsibility.

• Explain the bigger picture: “We need X because Y.”

• Engage people by asking open-ended questions like “How do you think we should approach this?” or “What was the thinking behind this decision?”

• Help people see how their work aligns with company goals increases their sense of purpose.

6. Actively Listen and Act on Feedback

• Create a culture where feedback is not only encouraged but acted upon.

• Have regular check-ins, team meetings and one-to-ones to gauge how people are feeling.

• Act on feedback and communicate changes based on team input.

• Create psychological safety so people feel comfortable raising concerns

7. Be Vulnerable and Authentic

Leaders who admit mistakes, acknowledge uncertainties, and share their challenges create psychological safety. Showing vulnerability isn’t about weakness—it’s about authenticity.

• Share lessons from past mistakes and areas for development.

• Demonstrate humility and encourage people to do the same, creating a culture of learning rather than fear.

8. Create a Feedback-Driven Culture and Show Appreciation

• Make feedback frequent, constructive, and two-way.

• Ask for feedback as well as giving it to show that you value people' voices. e.g. "How can I support you better?”

• Recognition and appreciation go a long way—thank people in public for their contributions.

Addressing Trust Challenges in Scaling Businesses

Scaling and fast growth - growing teams, shifting priorities, and a less cohesive culture bring unique trust-related challenges. Be proactive in maintaining trust through:

• Strong Onboarding: Make sure new people integrate into the culture quickly and understand company values.

• Clarity During Change: Frequent shifts in strategy can erode trust. Clearly communicate changes and the reasoning behind them.

• Cross-functional Collaboration: As teams grow, silos can form. Encourage collaboration and relationship-building across departments.

Trust isn’t built overnight. It’s a daily practice shaped by small decisions—how leaders communicate, how they react to mistakes, and how they empower their teams.

For founders and leaders in scaling businesses, the shift from ‘doing’ to ‘leading’ is one of the hardest but most necessary transitions. The businesses that thrive are those where leadership trusts their teams to execute the vision, and in return, people trust that leadership has their best interests at heart.

Ask yourself: “What am I doing today to build trust in my team?”

If you want to strengthen trust in your team, Growth Space can help. Through tailored workshops, away days, leadership development programmes and coaching, we support leaders in creating open, high-trust environments where teams feel empowered, engaged, and aligned with your business goals. Get in touch to explore how we can design a program that fits your team’s unique needs.

Contact Polly: polly@pollyrobinson.co.uk Call 07966 475195

How I Learned to Balance Strategic Objectives with Leading People

When I first stepped into a marketing leadership role at an international management consultancy, I thought my job was to have all the answers. Every day, I’d roll up my sleeves, jumping from problem to problem, managing events, overseeing campaigns, and troubleshooting for my team. I believed that being in the thick of it made me a better leader—a “hands-on” approach I thought my team needed.

But something wasn’t working. My days were consumed by firefighting, leaving little time to plan for the future. My team became dependent on me for every decision, and I could see their creativity and confidence starting to fade. Meanwhile, the business wasn’t moving forward as fast as it could. We were busy, but we weren’t effective.

It wasn’t until I paused to reflect that I realised the problem: I was too focused on managing the day-to-day and not enough on leading. I needed to step back, empower my team, and focus on the bigger picture. Over time, I learned to think strategically, set clear KPIs, and ensure our team objectives were aligned with the business goals. It wasn’t an overnight change, but the results were worth it—our business grew, and my team flourished as they took greater ownership of their roles.

Leadership isn’t about doing everything

This experience taught me a powerful lesson: leadership isn’t about doing everything—it’s about creating an environment where everyone can succeed and at the heart of this is alignment: ensuring leaders and teams are focused on the right objectives and metrics.

The Case for KPI Alignment in Leadership

In any organisation, aligning leadership with strategic objectives and KPIs isn’t just a “nice-to-have”—it’s a business imperative. According to research by Harvard Business Review, organisations with clearly aligned goals are 2.8 times more likely to perform in the top quartile of their industry and Gallup reports that only 22% of employees strongly agree their leaders have a clear direction for the organisation.

When leaders fail to align their efforts with KPIs:

• Strategic goals are derailed: Teams work hard but may focus on the wrong priorities.

• Performance stagnates: Without clarity on what success looks like, teams become disengaged and ineffective.

• Growth is stifled: Companies risk missing opportunities because leaders are too immersed in operational details to see the big picture.

Conversely, leaders who align their strategy with KPIs and performance measures create clarity, accountability, and momentum—key drivers of business success.

From the Weeds to the Gallery

One of the most significant shifts a leader can make is to get out of the weeds of everyday management and step “up into the gallery,” a metaphor borrowed from performance arts. In the gallery, leaders can observe the full stage, understand the interplay of various parts, and direct their teams with greater purpose and clarity.

Here’s how leaders can bridge the gap between operational overwhelm and strategic alignment:

1. Strategic Thinking

Leaders must develop the ability to think critically about long-term objectives and anticipate challenges. Strategic thinking isn’t innate for everyone, but it can be cultivated through reflective practices, scenario planning, and learning from other industries.

The impact: Leaders who think strategically can set a clear vision and prioritize initiatives that drive growth and scale.

2. Goal Alignment

Research by McKinsey highlights that when employees understand how their work connects to organizational goals, productivity increases by 20-25%. Leaders must ensure that team objectives align with business strategy, creating a sense of shared purpose.

The impact: Teams working toward aligned goals are more cohesive, motivated, and efficient.

3. Data-Driven Decisions

In scaling organisations, KPIs are critical for measuring progress and maintaining accountability. But, these metrics must be meaningful and actionable—leaders must understand which indicators truly drive performance.

The impact: Clarity around KPIs enables teams to focus on high-impact activities, accelerating growth and improving results.

4. Influence and Engagement

A leader’s ability to inspire and motivate is directly linked to their team’s performance. Studies by Gallup show that highly engaged teams are 23% more profitable than disengaged ones. Leaders who can effectively influence and persuade others ensure that teams stay committed and enthusiastic about achieving their goals.

The impact: Higher engagement leads to better retention, innovation, and productivity.

5. Emotional Intelligence and Feedback

A business’s success hinges on its people. Leaders with strong emotional intelligence foster a culture of trust and collaboration, while those who create a feedback-rich environment drive continuous improvement.

The impact: Teams that feel supported and valued are more resilient and adaptive, essential qualities for navigating growth and change.

Why Investing in Leadership Development Directly Impacts KPIs, Not Just “Soft Skills”

Recently I’ve been speaking to the CEO of a global business that had never invested in leadership development, I was met with skepticism. He considered leadership training as a focus on "soft skills" and questioned its value, especially in a high-pressure environment where revenue growth was the priority. His focus was on hitting ambitious KPIs, and he didn’t instantly see how improving communication, emotional intelligence, or strategic thinking would translate into measurable business results. But we delved deeper into the challenges leaders face—teams working in silos, managers overwhelmed by day-to-day operations, and missed opportunities for innovation, it became clear that leadership isn't just about managing people; it's about aligning teams with strategic objectives and equipping them to drive results. The ROI, as I explained, lies in better performance, engaged teams, and a business poised for sustainable growth.

Leading the Path Forward

As businesses scale and revenue KPIs loom large, it’s tempting for leaders to double down on operational management. But true success lies in stepping back, focusing on strategic alignment, and leading with purpose.

The journey isn’t always easy. It requires intentional effort, a willingness to learn, and a commitment to growth—not just for the business but for the leaders themselves. When leaders rise above the daily grind and align their efforts with the organization’s strategic goals, the results can be transformational: empowered teams, accelerated growth, and a stronger, more sustainable business.

Are you ready to align your leadership with your business goals?

Let’s work together to get you out of the weeds and into the gallery. Get in touch >

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.

Help Your Team Manage Stress and Build Resilience: 10 Tips for Leaders

Stress is inevitable, the world is full of change and uncertainty, and it’s a challenge we all face - at work and at home. As leaders your people’s wellbeing and helping them to manage stress and build resilience, or inner strength, is no longer a tick box exercise, it’s essential.

With the right tools and support, stress can be managed effectively, leading not only to healthier individuals but also to a stronger, more resilient team.

1. Understanding Pressure vs. Stress

It’s essential to recognise the difference between pressure and stress. Like Goldilocks, the goal is to find “just right” pressure—not too little and not too much.

• Productive Pressure: When managed well, pressure can keep us focused and motivated. In the right amount, it enhances performance.

• Excessive Pressure: If it becomes overwhelming, however, pressure crosses into stress, leading to fatigue, irritability, and decreased performance.

Actionable Tips: 

Encourage team members to recognise when they feel engaged and focused rather than tense or overwhelmed. Set Short, Manageable Goals to maintain a sense of progress and keep pressure in check. Smaller goals can keep productivity high without overwhelming the team. Remind your team to take short, refreshing breaks to recalibrate during peak pressure periods. Simple actions like stepping outside or taking a few deep breaths can prevent the shift from pressure into stress.

2. Acknowledge and Accept Your Emotions

When you feel stress building, could you take a moment to acknowledge it. Awareness of how you feel physically and emotionally helps you address stress before it becomes overwhelming.

• Recognise the Signs: Pay attention to physical cues like a racing heartbeat or shallow breathing. These are your body’s “check engine” lights.

• Pause for Perspective: Rather than reacting instantly, pause and reflect. Ask yourself, “Will this matter a month from now? What would my wisest friend advise?” This bird’s-eye view can provide much-needed clarity.

Actionable Tips:

Encourage team members to identify and name their emotions (e.g., “I feel anxious” or “I’m frustrated”). Research shows that labelling emotions reduces intensity, helping you feel more in control. Use Reflective Questions: Teach your team to ask themselves reflective questions when stressed. For instance, “What’s in my control here?” or “What would help me feel calmer?” This promotes a more balanced response rather than an immediate reaction.

3. Lead with Empathy

Being an empathetic leader is one of the most powerful ways to build resilience. When leaders take the time to understand each team member's unique challenges and stressors, it can make a significant difference in how they approach their work. Empathy builds trust and shows your team that they’re valued beyond their productivity.

Actionable Tip:

Use empathy in your day-to-day interactions by actively listening and offering tailored support when challenges arise. Sometimes, a quick conversation or a kind word can make all the difference.

4. Foster Open Communication

One of the best ways to help your team manage stress is to create a culture of open, honest communication. This starts with you, the leader, being transparent and approachable. Encourage your team to share their concerns, listen actively, and respond with empathy. When employees feel they can talk openly about challenges without judgment, they are more likely to address issues proactively, reducing stress in the long run.

Actionable Tips:

Start meetings with a brief personal update to set an example. When leaders share openly, team members feel more comfortable doing the same. Implement “Psychological Safety” Rules by establishing norms where everyone feels they can voice concerns without fear of judgment. One simple rule is, “All questions are good questions.” Reinforce that it’s okay to ask for help or say, “I don’t understand.”

Schedule informal one-on-one check-ins every few weeks to provide a safe space for team members to share any stressors or workload concerns. Actively listen, empathize, and brainstorm ways to address any challenges they bring up.

5. Encourage Work-Life Balance

While productivity is essential, balance is key to long-term success. Constant work without adequate rest can lead to burnout, so it's important to encourage breaks, time off, and healthy boundaries between work and personal life.

Actionable Tip:

Model work-life balance yourself by setting boundaries. For example, avoid sending emails after work hours, and use your vacation days. When your team sees you prioritise balance, they are more likely to do the same.

6. Give Your Team with Stress Management Tools

Resilience isn’t just about bouncing back; it’s about having the right tools to cope with challenges in real-time. Offering workshops or providing resources on stress management techniques like mindfulness, time management, and exercise can help your team develop skills to handle stress effectively.

Actionable Tip:

Organise a monthly wellness day or provide access to resources like meditation apps or fitness classes. Small investments in well-being can go a long way in helping employees manage stress.

7. Recognise and Reward Efforts

When people feel appreciated, they are more engaged and motivated. Recognition can be a powerful way to mitigate stress and build resilience. Celebrating successes, even small ones, helps create a positive work environment and reinforces a sense of purpose.

Actionable Tip:

Develop a simple system for celebrating achievements, such as a monthly shout-out in team meetings or a “thank you” board in the office. Positive reinforcement promotes a culture of support and resilience.

8. Build a Sense of Team Unity

Teams that support one another through tough times are more resilient. Fostering strong team bonds encourages employees to lean on one another for support, which can alleviate individual stress levels.

Actionable Tip:

Schedule team-building activities that align with your team’s interests, whether that’s a casual lunch, a team sports day, or a virtual trivia night. A unified team handles stress more effectively and comes together to support each other in times of need.

9. Encourage Flexibility

Allowing flexibility can reduce stress by giving employees some control over how and when they work best. This could mean flexible hours, remote work options, or allowing team members to switch tasks based on energy and focus levels.

Actionable Tip:

Consider implementing “focus hours” where employees can work uninterrupted or allow flexible start and end times for those who may be balancing work with other responsibilities.

10. Provide Learning and Development Opportunities

Learning opportunities can help employees feel empowered and equipped to handle challenges. When team members have room to grow and develop new skills, they’re more resilient in the face of change and better prepared to manage stress.

Actionable Tip: Start with my free online workshop How to Cope with Stress & Build Resilience.
Join this workshop to discover practical tools to strengthen your resilience and support your teams. We'll delve into:
🌿 What is Wellness
🌪️ Distinguishing Pressure from Stress
🚦 Establishing Healthy Boundaries and Habits
🌟 Overcoming Overwhelm
🌱 Cultivating Resilience
🧘 How to support your team

👇 BOOK A PLACE 👇

This workshop can also be tailored to run for teams and organisations in-person or virtually.