When a team carries more strain than it can name, pressure spills out in indirect ways. People withdraw. They snap. They avoid necessary conversations. They hone in on minor issues because the bigger one feels too complex or overwhelming. These behaviours do not mean people are “difficult”. They mean the system is under emotional load.
“We’ve spent years fixated on external challenges—competition, product development—but neglected our internal cohesion. It created toxicity, affecting morale and performance.”
“Understanding outcomes reduces surprise reactions to challenges,” Ben explains. “It’s about strategising for long-term success rather than firefighting.”
‘We were focused on the What but couldn’t grasp the Why’ Ben confesses, echoing the sentiments of countless leaders navigating similar paths
“I’m an introvert. Interacting with people drains my energy. I wasn’t active in engaging with people. The coach I chose understood what was happening underneath, which I couldn’t see.”