The cross-functional management team of a national nonprofit had plenty of talent and commitment.
But when a new COO came on board who wanted to delegate much more decision-making, the management team realized they were not yet prepared for that added responsibility. They had obsolete assumptions and bad habits to shed.
I facilitated a retreat that achieved several objectives: the management team got to know each other better, they identified the good and bad team habits they wanted to manage, they clarified roles where confusion was causing frustration, and they rolled up their sleeves to make tough decisions on what to deprioritize so that they could focus on the right shared goals.
As a bonus, they actually had fun in the process!