For a new team, or one that has changed shape. One to two months to name how it feels to work here, turn it into something the team agreed to, and set a rhythm the team keeps running.
1 to 2 months · Teams up to 12
You'd recognise at least one of these.
Three sessions, a read at either end, and your team running the last two.
A short confidential survey on how the team is working together now. It shapes the first session and sets the baseline.
The team names the emotions that show up in the work now, and the ones it needs to do the work well. Run with the Emotional Culture Deck, which Amber is certified to facilitate. Teams expect this part to be awkward, then don't want to stop.
Turn what surfaced into agreed ways of working, specific enough that someone could reasonably be held to them. Then run the first retro on the spot, so the agreement gets tested while we're still in the room.
Two of your people facilitate, coached by us before and after each one. We're in the room. We're not running it.
The same short survey, so the team can see what has moved and decide what to keep working on.
Want the leader coached alongside the team? Pair it with Fast Start.
One to two months is long enough to see whether the team's read on how it works together has shifted. It isn't long enough to claim lasting change, so we won't. If you need that, the Anchor Program runs longer and measures more.
Teams will happily debate process for an hour. What gets avoided is naming what it's actually like to work here, partly because the words sound soft in a work setting, and mostly because nobody wants to go first.
The drift doesn't start with process. It starts with a judgement each person is quietly making about whether their effort will make a difference here. The same restructure lands as a stretch for one person and a roadblock for the person sitting next to them. A better process map doesn't touch that.
Naming emotions precisely is associated with better regulation, and that evidence is reasonably solid for individuals. For teams it is thinner, and most of it comes from research on psychological safety rather than emotional culture itself. So here is the claim we'll actually make: a team that has said these things out loud, together, once, finds the next hard thing easier to say.
Better to know now than at week three.
If what's in the way is an unclear strategy or a resourcing call three levels up, a social contract won't move it. It will name it, plainly.
Or one where someone is being performance managed. That's different work, facilitated differently. Tell us and we'll say so.
Nobody falls backwards into anybody. If a day together is closer to what you want, a team day is the better fit.
Team Foundations works on its own, and plenty of teams stop here.
It also works as the way into the Anchor Program: same team, over a longer stretch, with a fuller survey and workshops built around what it surfaces.
Tell us a little about your team and what's going on. We'll come back with a view and a possible next step.
Contact us