Team members develop trust and learn how to work as a team when they are faced with challenges that none of them have solved before. They need to use and learn from each other how to navigate the challenge.
With the executive team we have fallen into a pattern and both begin to recognize that pattern as a rule. The more both of us support and try to work within that rule pattern the more it becomes reinforced, believed and practiced.
In the model is Low/High Community and Low/High Support. This combination is being used to make sense of which quadrant a person is currently and if they desire, or what an external force (manager, teacher, partner, stakeholder, community organizer, etc..) can try / experiment with to support the person to use the community and how the community can support the person to learn.
What is seen as strong personalities may be competent people doing what they think is right – in many different directions. I suggest that a manager or team leader focuses on the team structure and access to resources instead of playing psychologist.
As a leader finding solutions or making progress is not the absence of problems, it is looking for what is happening when the problem is absent.
Many senior managers know and feel the responsibility that the accountability and authority for decisions is held by the individual leader not by a team.
When a team is working well you see people listening, arriving on time, asking questions, having high trust, showing support. How do we create norms for inputs / causes that make a team good?
Looking for the difference and what is different when progress or the solution is happening moves learning from the manager, coach or consultant to the person … their solution is theirs, my solution will not work for you.
Things change without support from Sr Management. Most change is stemming from workarounds created to avoid the perceived bad ideas from Sr Management change initiatives.
The person cannot know what you are looking for. Only you, and the management team can know.