Team Reset Day
Address the friction.
Agree how to work together.
A facilitated day for a team that needs time to step back, work through difficulties and agree a better way forward.
We help you reconnect with what you need to achieve together, understand where expectations differ and address the habits getting in the way.
You leave with practical working agreements and a focused 30-day plan to test them in everyday work.
Best for
Teams experiencing recurring friction, unclear expectations or inconsistent follow-through, including those adjusting to a new leader, changed membership or responsibilities.
Duration
One full day, with approximately six hours of facilitated work plus breaks. Preparation and a written summary are included.
Participants
The whole team, including its leader, usually eight to fourteen people. Relevant partners can join an agreed part of the day where their involvement would help.
Delivery
In person or online. We agree the setting and session arrangements around the team’s needs.
What you’ll get
A clearer shared focus
Agreement on what the team needs to achieve together and where its attention is most needed.
Practical working agreements
Agree specific ways to handle the issues that matter, such as raising concerns, following through, making decisions or handing work over.
A better understanding of the friction
Explore different experiences and expectations, identifying what the team can address and what needs support elsewhere.
A focused 30-day plan
Choose two or three changes to test, with named owners, clear actions and a date to review what is happening.
Ready to Connect?
Our approach
Teams develop familiar ways of managing pressure, disagreement and dependence on one another. These habits can keep work moving while also creating friction.
The Team Reset Day helps people look at those patterns together, understand the expectations behind them and consider what they can change in how they work.
We explore how colleagues’ responses can keep a difficult pattern going.
One person may step in whenever work slips, while others increasingly wait for them to act. Frustration can grow on both sides, even though each response makes sense to the person involved.
We help the team examine examples like these, including the leader’s part, so people can recognise their own contribution and consider where a different response could help.
How it works
1. Prepare the team
A scoping conversation with the team leader or sponsor clarifies the purpose, recent history and any concerns about bringing people together.
Each participant completes a short written reflection. We use these contributions and selected background material to shape the day around a manageable set of priorities.
2. Understand what needs attention
We begin with the team’s shared work, what is going well and where experiences differ. Using real examples, we explore the difficulties affecting collaboration and follow-through.
Together, we identify which issues the team can act on and which require a decision or support beyond the room.
3. Agree and test new ways of working
We help the team work through the priority issues and make practical agreements. These may concern expectations, communication, decisions, handovers or meetings.
We test the agreements against a real situation so people can see what they would do differently and where further clarification is needed.
4. Plan the next month
The team chooses two or three changes to put into practice, agrees owners and sets a review date.
Within two working days, we provide a concise summary of the working agreements, actions and unresolved issues for the team to check and use.
What’s included
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Scoping conversations with the team leader or sponsor.
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A short written reflection from each participant, with themes used to shape the day.
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A focused review of agreed background material.
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One full day of facilitated work with the team.
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A concise working agreement covering the issues addressed.
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A 30-day action plan with owners, review dates and useful signs of progress.
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A record of issues requiring further discussion, approval or support.
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Written outputs issued within two working days for the team to check.
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The day focuses on one team and an agreed set of priorities.
Additional preparation, larger groups or further facilitated work are scoped separately.
Your Effort
An engaged team leader
The leader participates throughout, considers their own contribution to the team’s working habits and supports the agreed changes afterwards.
Preparation from everyone
Each participant allows five to ten minutes for the written reflection and brings examples of what helps or hinders the team’s work.
Time together
Team members attend the full day, with routine interruptions kept to a minimum so they can give the work proper attention.
Follow-through after the day
The team puts its agreements into practice, raises difficulties as they arise and reviews progress after 30 days. The leader helps secure any decisions or support needed elsewhere.
Optional follow-up
Team progress review
A facilitated session three to four weeks later to review the agreements, discuss what has proved difficult and adjust the next steps.
Support in a regular team meeting
Facilitation of one meeting, followed by a short leader debrief, to help the team apply its agreements in everyday work.
These additions are scoped and priced separately.
Explore more Quick Moves
When an unresolved decision is holding up progress and you need the right people to work through it.
When your team needs to turn broad ambitions into shared priorities and practical next steps.
When meetings and approval routes need clearer purposes, responsibilities and connections.
When you need space to think through a difficult situation and choose your next step.