Coaching cases · Anonymized actual case · Team practices
A place to begin
A cross-functional leader explored purpose, scope, decisions and actions amid repeated meetings and message fatigue.
Cosmetics and beauty brand · product, marketing and design collaboration · multiple concurrent projects
The starting situation
The team communicated frequently through meetings, messages and reports, yet the same information led to different interpretations. Issues returned for another discussion and execution priorities remained unclear. The manager responded by explaining more, while colleagues grew tired of messages and meetings.
What coaching explored
Coaching explored the responsibility the leader felt for preventing misunderstanding and having to repair it afterward. More explanation provided reassurance, but it could also make the central priority harder to find. Actual conversations helped reveal that interaction.
The inquiry considered what the other person understood and which decision was needed, alongside what had been communicated. The leader explored a way to recognize shared understanding without treating the volume of explanation as the main evidence of responsibility.
Practices the leader tried
Meeting structure and message criteria were simplified around four questions: why are we talking, what is within scope, what needs a decision, and who will do what by when?
The leader also clarified decision flow and a rhythm for aligning priorities. Before adding another explanation, the team could check whether its understanding of the central issue was shared. Communication became more explicit about whether it served information, judgment or action.
Changes reflected on in the account
The account describes less repeated discussion and re-explanation, with clearer meeting decisions and next steps. The manager reflected on the difference between making people move through continual explanation and helping them understand a common direction. Conversations that supported execution became easier to distinguish from general information sharing.
A question for HR
HR can ask what sits behind a broad description of poor communication. Information volume, decision authority, a record of the choice and ownership of the next step are different needs. Before adding another meeting, explore what colleagues understand and what they can do with it.
Questions about this topic
What challenge did this leader bring?
A cross-functional leader explored purpose, scope, decisions and actions amid repeated meetings and message fatigue.
What practices did the leader explore?
Meeting structure and message criteria were simplified around four questions: why are we talking, what is within scope, what needs a decision, and who will do what by when?