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1. Conduct a blame-free post-mortem focused on facts to audit what went wrong and identify process gaps.

2. Promote personal reflection by asking questions such as: “What could I have done differently?”, “What did you need from the team that you didn’t receive?”, and “How could I have better supported others?”

3. Designate a dedicated project manager on each team to oversee cross-functional coordination and ensure accountability across teams.

4. Create a shared project tracker or hub to centralize updates, surface blockers, and maintain visibility across teams.

5. Schedule regular team check-ins to align on progress, clarify expectations, and address risks early, in a safe space.

6. Provide ongoing coaching in 1:1s and recognize accountability to reinforce ownership and continuous improvement.

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1. Acknowledge the reality. Communicate early. Achieve buy-in on the blockers, then move to reframing the blockers and agreeing on what is realistic and setting a plan in place to accomplish this. Check-ins, due dates, hands-on approach, & cross functionality between stakeholders to get back on track.

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1. Assign to a single person on my team to resolve the misalignment issue by reaching out to a single person on the other team, providing the person on the other team to option to recommend another single point of contact to address the misalignment issue with. Having a single POC on each side helps avoid diffusion of responsibility.

2. Automate process of assigning tasks such as addressing this if nobody self-assigns it.

3. Empowering individuals to take ownership autonomously instead of waiting for manager to help.

4. If manager/leader is not available or on vacation, make sure team members know who they can escalate to until the manager is available again.

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How can the manager create a culture where feedback is embraced as a tool for growth rather than seen as criticism?

2-way feedback: welcome feedback from the team on a problem/challenge to show them how you handle feedback

Reframing: How would senior leaders react to your feedback? (encouraging validity)

Call out the place the feedback is coming from - Some people need to be reminded that this isn't personal, you care about their growth

Welcome questions: Defensive individuals might have more questions, open your door to answering them

Feedback and Timing: regularly scheduled feedback, let them know "I will be evaluating xyz and will follow up with suggestions for improvement at the end of the week". Call it out right away if you observe the wrong behavior continuing

Have Examples: Give an example where the individual demonstrated a reluctance to feedback. OR speak to a similar challenge that you encountered with someone else, show them how to respond.

Peer Feedback: Recognize team members who do it "right", empower them to share what "good" looks like (potentially in team meetings)

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1. Sometimes it's on the leaders, too! If you're being told that your team members don't have the resources to do a job, you need to take bilateral action, too!

2. It's essential to join the conversation early! If you know something's going to fail, don't wait until it fails!

3. We also need to acknowledge that this may simply be a headcount or performance issue. Maybe the resources aren't the blocker, the person is blocking themselves. How can we get them help or escalate the conversation to make sure the right folks are in the right places.

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1. Sometimes we need to own up to the fact that we haven't gotten our job done or communicated in the past, even if it's to do with resources or lack thereof.

2. The team unable to achieve goals needs to acknowledge that they own an element of this problem because they've failed in the past and not communicated.

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1. Team acknowledged that "lack of resources" is a common problem.

2. It highlights the necessity of an impacted team to communicate up and down, and move the goal posts together.

3. If you don't have enough resources, don't "not do" the project. Rather, come to terms with what you CAN do.

4. Think, "How can we get to a positive result without the support or resources we think we need."

5. Then, there's also an element of communication. Is it another team or your manager that is not giving you the resources you need? You need to plan with them how to get to goal despite this.

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1. Take ownership of the situation and acknowledge breakdown in communication.

2. Understand the 'why' to diagnose the underlying cause. Are expectations not clear, are they not motivated, are they new/don't feel confident

3. Provide examples of what good looks like - don't assume that they are purposely giving the minimal effort, but perhaps they do think they are meeting expectations

4. Thanking the team for contributions- focus on continuous improvements over time vs expecting immediate 180 change

5. As a manager, ensure that the team culture allows for team members to admit they need help or ask questions without fear of retaliation. Sourcing feedback from the team and requesting their feedback to increase their invested ownership

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Follow a similar format with your responses when writing out your strategies for your case study.

Case Study Strategies

1. As a manager in this scenario, I would implement a new team ritual to increase trust and connection among team members.

2. I would teach the accountability ladder model to my team so we are all on the same page.

3. I would seek feedback on communication to ensure everyone feels like they can be heard in a way that works for them.

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