Team Culture

Mar 12 2026 0 Comment

Episode 7: From Player to Leader: Lessons in Trust, Identity and Transition – Team Talk podcast

SherryBLeadership, Podcast, Team Culture, Team Performance

What does it take for a leader to build trust in a team?

In this episode of Team Talk, Sherry Bevan talks to Helen Ward, former international footballer turned senior leader to explore her honest lessons on trust, identity and leading through transition in the evolving women’s game.

Listen to the episode here

Or listen on Spotify.

Episode 7: From Player to Leader: Lessons in Trust, Identity and Transition

Guest: Helen Ward, Watford FC Women

Sherry Bevan:  Today, I’m delighted to be talking to Helen Ward, Head of Women’s Football at Watford FC. A very warm welcome to you, Helen.

Helen Ward:  Thank you very much.

I’m so pleased to have you here. To start, could you give us a bit of background on your career and how you got to where you are now?

My experience growing up was very different from what young girls experience now, which is fantastic because it shows how far the game has come. I followed my brother around – he played football, so I did too. My parents were both very sporty, so every weekend I was on the side of a pitch or court watching someone in my family play.

My mum always tells me that I was adamant I’d never be into sport – it took up too much time and I thought it was boring. Then something clicked with football. I started playing with my brother in the garden and really enjoyed it. He found a leaflet at school for Watford Town Girls, as it was called then, and they needed players. He told me I was quite good – and if you have an older brother, you know that doesn’t happen often, so I ran with it.

I went along with a friend to a training session in a sports hall. It was small, crowded, but brilliant. I loved it. I played that weekend, scored a hat-trick in my first game, and that was it. I was eight or nine years old, and it was my first real exposure to team football.

It grew from there, but it was very different to now. I didn’t have any female football role models. I liked male footballers or female athletes like Sally Gunnell. I loved the Olympics. I didn’t even know female footballers existed – I just played with my friends.

That stayed the same until I was about 15 and joined the senior team, which I didn’t really know existed until I got there. As my career progressed, the game grew and evolved alongside it. What started as a hobby became something I dedicated a huge amount of time to. It only really became a job when I signed my first contract at Arsenal – until then, I’d actually paid to play every season up to about 22.

People often say they wish the game had been different when I was young, but I don’t. It allowed me to appreciate what I had later on, and who’s to say I’d have coped with contracts, pressure and expectations at that age. I don’t know if my journey would have been as enjoyable if it had been any different.

You’ve experienced both the amateur and professional eras of women’s football. What do you see as the key challenges and opportunities of each?

In the amateur game, the challenges are obvious. You’re working at least one other job and fitting training around that. There’s little time for extra gym work or recovery, but somehow you make it work. You lose your social life – birthdays, weddings, family events – but you do it because you love it. You find time rather than excuses.

The transition to professionalism was tricky. Players often still needed to work but couldn’t do full-time hours. They earned more from football, but not enough to live on, so some were effectively doing two full-time jobs. It’s mad to think about.

Now, especially in the top two divisions, players can fully focus on football. The introduction of a minimum salary is a big step, although it probably needs to be higher, particularly in the south. Still, it’s a really positive move.

For me, my whole career was about balance – work and football, then children and football, then children, work and football. Making sure one thing didn’t suffer too much was more of a mental challenge than a physical one. When you have kids, there’s mum guilt and moments of feeling selfish, but I was lucky to have great support around me.

We’re seeing more female athletes have children and return to elite sport. What’s changed to allow that?

Professionalisation is huge, and maternity policies make a massive difference. Knowing you won’t be out of pocket and that your contract will be honoured gives security. There’s also far more expertise around pregnant athletes and postnatal return.

There’s still room for improvement, but it’s a major step forward. When I had my children, I terminated my contracts and was technically unemployed both times, although I was fortunate to find contracts afterwards.

If anyone asked me now, I’d absolutely say go for it. Having children and continuing your career is one of the best things you can do. It’s tough, but it gives perspective. Football can be all-consuming, but children give you another focus. They allow you to breathe.

Having your kids on the sidelines when you’re playing again is an incredible feeling. It doesn’t take away from your dedication – it enhances it. You’re still a footballer, but you’re also more than that.

That sense of identity must be important, especially when a career ends.

Absolutely. Leaving the game can mean losing your identity and your daily community. Football moves on, and sometimes you feel left behind.

Kids aren’t the only answer, but having something else – a hobby, education, another interest – gives you mental separation. If you build that during your career, retirement is less daunting. You’re more than just a footballer, and that matters for your mental health.

Tell us about your current role as Head of Women’s Football at Watford.

It’s a wide-ranging role, and it differs by club. At Watford we’re not heavily resourced – we have two full-time staff: myself and the head coach. Everyone else is part-time, which means I handle a lot of operational work alongside strategy, recruitment and team building.

I didn’t initially see myself in this role. It was mentioned during my playing career and I waved it away. But when I retired, I wanted to stay connected to football. Laura Dyer stepped aside to focus on coaching and suggested I take the role. I didn’t have another plan, so I thought I’d give it a go.

It’s been a steep learning curve – managing people, budgets, logistics. As a player, you turn up, train, and go home. Now I see how much work goes into every session and matchday. I also understand why certain things aren’t possible.

Having been a player helps. The team trusts that I understand where they’re coming from, and that if I could do everything they wanted, I would. That trust and honesty really matter.

How do you get a largely part-time staff team working well together?

Trust is everything. I know they’re working beyond their contracted hours, and I trust them to do their jobs without micromanagement. I don’t dictate when or how they work, as long as the job gets done.

We have set times when everyone’s together, and we use technology well – weekly MDT (multi-disciplinary teams) meetings online, clear communication, and open access to me. Ideally we’ll become fully professional in the next few years, but for now, trust and honesty are what make it work.

Are those values something you learned through sport?

Definitely. Sport teaches you trust, honesty, discipline and communication. In a team environment, you have to trust your teammates and have honest conversations, even when they’re difficult. That’s what builds morale and resilience, both on and off the pitch.

What qualities from your playing career helped you step into leadership?

Being made captain was huge. I learned to lead by example – never expecting someone to do something I wouldn’t do myself. I carry that into my role now.

Honesty is the other big one. If you need more from someone, or you can’t offer something, you have to be upfront. I’m still learning, but I lean heavily on my experience as a player because that’s where my foundation came from.

You’ve mentioned being comfortable with being uncomfortable.

It’s such an important lesson, in sport and in life. Life isn’t always easy, and sometimes you have to push through discomfort. I tell my daughter this all the time – it might only be half an hour of your life, and you’ll be okay.

The thought of something is often worse than the doing. When you get through it, you realise you can do more than you think.

That really resonates. As we close, what’s your favourite sporting moment?

For a long time, it would have been Super Saturday at the 2012 Olympics. That whole day of Great Britain doing so well in our home Olympics. But more recently, qualifying for the Euros with Wales in December 2024 in Dublin was one of the greatest moments of my life.

Hearing the anthem, seeing the red wall behind the team – it was the culmination of years of dedication and sacrifice. That moment trumped everything for me.

Helen, thank you so much. It’s been a real pleasure. I’ve loved hearing about your journey, your career, and how women’s football has changed. It’s been so incredible to witness in recent years. Let’s hope that we’ll be winning those Euros again and again and again.

Thank you for having me – it’s been a pleasure.

Important links

About the guest, Helen Ward

Helen Ward is a former international player with over 100 caps for Wales. Her former clubs include Watford, Arsenal, Chelsea and Reading. She moved into management after retiring in 2023 and has since worked as General Manager and now Head of Women’s Football. Helen is also an ambassador for the Football Association of Wales and a broadcaster for the BBC and other media outlets.

About the host, Sherry Bevan

Sherry Bevan helps teams in transition perform at their best – without the fluff. A former Global Head of IT Service in an international law firm, she now works across technology, professional services and the charity sector.

Through her Team Kickoff Accelerator, Sherry supports new and changing teams to build trust, strengthen collaboration and set the foundations for high performance. A former grassroots cyclist and still a runner, Sherry is fascinated by what sport can teach us about teamwork, leadership and sustainable performance – and it’s these ideas she explores with leaders and experts on Team Talk.

Connect with Sherry

Feb 26 2026 0 Comment

Episode 6: Leading with curiosity – Team Talk podcast

SherryBPodcast, Team Culture

How to build high-performing teams through curiosity, connection, and learning across sports and cultures.

In this episode of Team Talk, Sherry Bevan speaks with Lúcás Ó’Ceallacháin, a high-performance coach with over 20 years of global experience across diverse sports, including Rugby, handball, wrestling, and artistic swimming.

Lúcás shares insights on building high-performing teams, creating learning-focused environments, and navigating cultural differences across countries and sports. From the importance of team chemistry to giving critical feedback effectively, this conversation is packed with practical lessons for leaders and coaches.

Listen to the episode here:

Or listen on Spotify.

Episode 6: Leading with curiosity

Guest: Lúcás Ó’Ceallacháin, Locus of Control

Sherry Bevan: Welcome to the Team Talk Podcast, the show where we discover how to build high-performing teams using lessons from the world of sport. I’m your host, Sherry Bevan. In today’s episode, I’m delighted to be talking to Lúcás Ó’Ceallacháin, a coach with over 20 years of global experience across multiple sports and countries. Lucas, a very warm welcome to you.

Lúcás Ó’Ceallacháin: Thanks, Sherry. I’m really looking forward to our conversation.

Great. Let’s start with your sporting and coaching background.

Sure. I’ll give you the highlights. I started out as a rugby player and, alongside that, I studied Russian and classical civilization – an unusual combination. My career path shifted when I went to Kazakhstan, where I played, coached, and lived. That’s where the sports bug really caught me.

From there, I’ve worked across rugby, handball, wrestling, and most recently artistic swimming. I’ve held roles ranging from club development officer to high-performance director. The common thread through all of this has been developing people – athletes, coaches, and volunteers – and helping them reach their potential.

That’s a fascinating range. What’s the common thread in building strong teams across such different sports?

It’s about the learning environment. How we design it, how athletes learn from each other, and how we optimize that learning. In artistic swimming, for example, there’s limited time for feedback because athletes are underwater. In women’s rugby, there’s more time to explain and discuss. Creating an environment where everyone contributes – from physiotherapists to strength coaches – is key.

It’s about connection, humility, and curiosity. Across all sports, I’ve learned to keep that curiosity alive, even at the highest levels, where it’s easy to rely on what you already know. That mindset is critical because the margins for winning and losing are so fine.

That’s interesting. So in judged sports like artistic swimming or ballet, the focus is on performance perfection, unlike in team sports where a win might be “ugly.”

Exactly. In rugby, “winning ugly” is acceptable – you get the result and can improve next time. In judged sports, you only get one shot, and you’re constantly being evaluated. The challenge is helping athletes love their performance even when it’s imperfect, while linking it to outcomes.

This applies to all sports – understanding performance versus outcome is crucial. It also extends to coaching – how well did we support the team, regardless of the final score? That perspective ensures sustainability, positivity, and momentum.

For example, I recently explained to a rugby team how a scrum mirrors the synchronicity of eight artistic swimmers – all driving together, timing and rhythm in sync. Even athletes from very different sports can learn from each other when open to possibilities.

And each country has its own culture around team performance. How have you navigated that?

Yes and no. Take post-Soviet countries like Kazakhstan and Russia – you expect authoritarian approaches. But some of the most progressive coaches I’ve met are Russian-speaking. My rugby coach in Kazakhstan was brilliant at relationship-building, even with limited resources.

I’ve seen men and women train side by side, and athletes support each other in creative ways – like looking after children while others train. Cultural differences influence style, but you adapt your approach while staying true to yourself. It’s about tools in your toolbox – using the right one at the right time.

That seems very applicable to business too – leaders adapting to the needs of different teams. What have been your biggest challenges across sports?

A major challenge is building connection in a world dominated by phones and short attention spans. For national teams with limited time together, I’ve used Lego Serious Play to rapidly build connection and trust.

Another challenge is delivering difficult feedback, especially in pivotal moments like selection for the Olympics or World Cup. My approach is transparency and preparation – co-designing selection criteria with athletes, making expectations clear, and supporting them to do everything they can. That way, even if they miss out, they understand the process and remain engaged.

In artistic swimming, this approach eliminated appeals entirely. Athletes understood the standards, contributed to defining them, and accepted outcomes gracefully. It’s a powerful model for transparency and fairness.

You mentioned chemistry in the water. How does that work?

Chemistry is about rhythm, spacing, and energy. Athletes need to lift each other, amplify positivity, and avoid bringing negative energy. It’s about shifting from “me” to “we” – asking, “How can I support my teammates?” before even getting in the water.

Feedback is anchored to observable behaviours, like smiling in the warm-up or creating positive energy. This gives clear reference points for improvement and fosters a virtuous cycle of support and curiosity within the team.

Unlike rugby, swimmers can’t communicate verbally in the water.

Right. Underwater, visibility is limited, and they wear nose clips and goggles in training, but not in performance. Routines are brief, and every movement counts. Years of practice are condensed into minutes of performance. That pressure teaches resilience and precision, something other sports can learn from.

And there’s innovation in their performances too.

Yes, creativity is evolving. For example, wrestlers also face a live “movement puzzle” – anticipating and manipulating opponents in seconds. Success depends on reading the environment, executing skills, and leveraging feedback from coaches at key moments.

The key is human connection – building relationships, giving feedback effectively, and knowing your athletes so that learning is continuous.

Lastly, what’s your personal favourite sporting moment?

Recently, the artistic swimmers in Paris. They performed four personal bests in five routines at the Olympics, a remarkable achievement for a top-10 team. Seeing their resilience, maturity, and teamwork, alongside the support of the wider team – physiotherapists, nutritionists, sports psychologists – was inspiring. They gave me a true Olympic memory.

That pride really comes across. Where can people find you?

LinkedIn is the best place – search for Lúcás Ó’Ceallacháin. On Instagram, my handle is @nibugandua, meaning “no victory without hardship” in Irish. I operate a consultancy, Locus of Control, and am always happy to connect about building great teams.

Brilliant. Thank you so much, Lucas. It’s been a pleasure talking with you.

Thanks, Sherry. I really enjoyed the chat and walking down memory lane.

Thank you so much.

Important Links

About Lúcás Ó’Ceallacháin

Lúcás Ó’Ceallacháin is a coach with over 20 years global experience in high performance sport as an athlete, coach and leader. His areas of expertise are coach development, high performance strategy and athlete career transitions

He graduated with an MSc in Sport and Exercise Management from UCD in 2011 and holds diplomas in sports law, sports psychology, sports journalism and strength and conditioning. In addition, he holds qualifications in Suples training systems, psychological safety, motivational interviewing and Lego Serious Play.

Before relocating to Australia to work with the Australian Institute of Sport he oversaw Wrestling Canada’s high performance program where he led them to a record breaking 4 medal world championship performance. Most recently he led the Australian Artistic Swimming team to 3 World Cup medals and the Paris 2024 Olympic Games. His personal values are play, love and care and these come to the fore in his coaching.

About your host: Sherry Bevan

Sherry Bevan helps teams in transition perform at their best – without the fluff. A former Global Head of IT Service in an international law firm, she now works across technology, professional services and the charity sector. Through her Team Kickoff Accelerator, Sherry supports new and changing teams to build trust, strengthen collaboration and set the foundations for high performance. A former grassroots cyclist and still a runner, Sherry is fascinated by what sport can teach us about teamwork, leadership and sustainable performance – and it’s these ideas she explores with leaders and experts on Team Talk.

Connect with Sherry

Quote from Team Talk podcast in white text on blackground. "When you don't have the resources, you don't lower team standards, you get more creative". Sion Kitson, England Futsal, in conversation with Sherry Bevan.
Feb 12 2026 0 Comment

Episode 5: High Standards Without Big Budgets – Team Talk podcast

SherryBPodcast, Team Culture

What does it take to grow a national sport with limited resources?

In this episode of Team Talk, Sherry Bevan talks to England Futsal’s Sion Kitson about leadership, resilience, and building high-performing teams on and off the court.

Listen to the episode here

Episode 5: High Standards Without Big Budgets

Guest: Sion Kitson, England Futsal

Sherry Bevan: Welcome to the Team Talk podcast. This is the show where we explore how to build high-performing teams using lessons learned from the world of sport. I’m your host, Sherry Bevan.

In today’s episode, I’m delighted to be joined by Sion Kitson, Head of Development and Technical Lead at England Futsal.

Sion, a very warm welcome to Team Talk.

Sion Kitson: Thank you for having me, Sherry. It’s lovely to be here.

To get us started, there will be listeners – like me – who don’t know much about futsal yet. Can you give us an overview of the sport: how it’s played, how it differs from football, and anything else that’s useful to know?

Futsal is an official FIFA- and UEFA-recognised small-sided format of football, played between two teams of five on a court roughly 40 metres by 20 metres—the same size as a handball court. The goals are also handball-sized: three metres by two metres.

Each team can have up to nine additional players on the bench, and substitutions are unlimited. It’s a very high-intensity, end-to-end game, so players might only be on court for three or four minutes before rotating off. Everyone is constantly involved.

Unlike football, we play to lines, so there are kick-ins instead of throw-ins. Players can move anywhere on the court – there are no restricted areas apart from the goalkeeper using their hands inside the D. There’s also no offside rule, which creates interesting ways to exploit space.

Another key difference is the foul count. Teams are allowed five fouls per half. Any foul after that results in a 10-metre penalty, similar to a free throw in basketball. This changes the tactical and psychological demands of the game.

Futsal is usually played on a hard court, which makes it fast and exciting. The ball is slightly smaller – a size four for adults – and has reduced bounce, so it stays on the floor longer. That really supports skill development, not just for young players but for everyone.

That sounds incredibly exciting to watch compared to some English football matches.

I often say it’s like taking all the most exciting moments of football – shots, dribbles, saves, last-ditch tackles – and putting them on repeat. Because space is limited, something is always happening near one of the goals.

There’s constant psychological pressure. A single moment can win you the game, but a small mistake can cost you. People tend to get hooked very quickly because of that intensity and excitement.

What about the women’s game in England? Is it growing?

Yes, it’s definitely on an upward curve. There are parallels with women’s football more broadly over the last five to ten years.

We currently have a two-tier domestic women’s league. Over the last 12 months, we’ve also re-established the England Women’s Futsal Team, supported by the FA, and entered qualification for the inaugural FIFA Women’s Futsal World Cup.

We didn’t qualify, but we recorded a win in our group, which was a fantastic achievement given that other nations have much longer histories in the sport. We also have an Under‑19 development programme feeding into the senior team.

It’s really positive, and more young girls are getting involved and excited about future opportunities.

How does England compare internationally?

On the women’s side, futsal is still growing globally. In the current FIFA rankings, England sit around 76th.

On the men’s side, England has had a national team since around 2004, though we stepped away in 2020 and returned in the last 12 months. We’ve previously been ranked in the mid‑50s, but we’re currently around 86th as we rebuild.

Anything above 50 usually means professional leagues, with players training and playing full‑time. In England, futsal is still amateur for both men and women, so there’s work to do.

What does your role at England Futsal involve?

My title is Head of Development and Technical, which currently covers quite a lot. England Futsal is an official delivery partner of the FA, so we work closely together.

From a development perspective, my role is about growth and participation – getting more people playing futsal in schools, communities, and clubs, and creating competition opportunities.

It’s also about developing our people: coaches, referees, and administrators, working closely with The FA’s refereeing department.

From a technical perspective, we’re building a pathway for talented young players, from grassroots through to Under‑19s and senior national teams. We’re only in the first year of properly establishing this and want to regionalise opportunities to reduce travel and increase access.

We’re a very small organisation – three full‑time staff, one part‑time role, and a supportive board of directors. Sustainability is a major challenge. Futsal receives very little funding, so we have to be creative in how we generate income and build for the future.

How do people usually discover futsal?

Historically, universities have been a big entry point. From around 2004 to 2015, many students discovered futsal through university leagues and clubs – often influenced by international students from countries where futsal is already popular.

More recently, the domestic game has grown, with more clubs -both football clubs using futsal and futsal‑only clubs – offering opportunities for men, women, boys, and girls.

The big opportunity now is schools. If we can embed futsal in primary and secondary schools, that’s where we’ll see real growth. Space is often limited, and futsal works perfectly indoors or on hard outdoor surfaces.

What’s it like working as such a small, mostly remote team?

Clarity and alignment are key. Because we’re small, it’s easier to be clear about roles and responsibilities. We have regular team meetings and strong one‑to‑one connections.

Face‑to‑face time is also really important. We come together around events – holiday camps, international matches, and other projects – which creates shared experiences and a sense of achievement.

As a small team, delivering things together and seeing the impact firsthand really strengthens our bond.

What are the biggest challenges you face?

Sustainability is the biggest one. We don’t receive guaranteed funding, so everything we generate comes from our own efforts. That means balancing ambition with capacity.

It’s pushed me to think much more commercially, which is different from my background in sports development. We’re learning fast and trying to build a resilient, adaptable mindset across the team.

Our mantra is about loving what we do while staying realistic about the pressures. We want to deliver high‑quality experiences – even with limited resources – and turn constraints into opportunities.

What’s your five‑year vision for futsal in England?

First, I’d love England Futsal to be financially stable, with a mix of earned income and long‑term partnerships.

I’d like to see a more integrated game – from schools and communities through to talent pathways and national teams. Ideally, we’d have well‑resourced national teams, improved international rankings, and a clear, joined‑up development structure.

Most importantly, I want a community that’s proud of the sport’s past and excited about its future. The people – players, coaches, referees, volunteers – are everything. If we can harness that collective passion, futsal has a real chance to thrive.

Before we finish, what’s been your favourite personal sporting moment?

Captaining Wales and scoring at international level as a player stands out – it’s such a high‑octane game, and the emotions are huge.

As a coach, working with England has been a privilege, and there have been some unexpected highs. And as a Sheffield United fan, I’m hoping for another big moment if we can win the play‑offs!

If people want to learn more about futsal, where should they go?

Visit englandfutsal.com, or follow England Futsal on X. You can also find me on X as well.

Thank you so much for joining me, Sion. What really stands out is the passion, human connection, and resilience at the heart of what you and your team are building.

If you’re listening and wondering how your own team could perform at a higher level, do get in touch. I work with the teams behind the teams – so those on the road or on court can make the headlines.

Thanks for listening.

Important Links

About Sion Kitson

Sion Kitson is Head of Development and Technical Lead, England Futsal. Sion has been involved in futsal since 2004. As a player, he represented Wales internationally for five years, captaining his country and scoring at international level. He then coached internationally for almost a decade, working across England and Wales Under-19s, England Under-21s, and the senior men’s and women’s teams.

Sion has worked in the sports sector for nearly 20 years, including roles at The FA as a coach educator, mentor, and development officer, and at Sport England, where he led work on coaching with England Hockey, supporting the implementation of their talent system.

He now heads up the growth and participation of futsal for England.

About your host: Sherry Bevan

Sherry Bevan helps teams in transition perform at their best – without the fluff. A former Global Head of IT Service in an international law firm, she now works across technology, professional services and the charity sector. Through her Team Kickoff Accelerator, Sherry supports new and changing teams to build trust, strengthen collaboration and set the foundations for high performance. A former grassroots cyclist and still a runner, Sherry is fascinated by what sport can teach us about teamwork, leadership and sustainable performance – and it’s these ideas she explores with leaders and experts on Team Talk.

Connect with Sherry

Aug 13 2025 0 Comment

The holiday season stress test

SherryBTeam Culture

It’s 9:15am on a Wednesday in August.

Half the chairs are empty. Out-of-office messages are pinging in.

You’ve got a budget review at 11, a stakeholder update by Friday, and a project milestone that can’t slip.

Here’s the question:

Does your team barely notice the absences – because people step up, cover gaps, and keep everything moving?

Or does it feel like dragging a three-legged chair – slow, wobbly, and exhausting?

Why August shows you the truth

When resources are stretched, culture becomes visible. In a high-performing team:

  • Everyone knows the shared goal – and works toward it, even if it’s not “their” task.
  • Asking for help feels safe, offering help is second nature.
  • Trust and respect are built into daily behaviour.

When that’s missing:

  • Silos harden.
  • Work slows.
  • Stress rises.
  • People quietly start looking elsewhere.

If August is exposing cracks, now’s the time to act

Ask yourself:

  • Is turnover eroding relationships?
  • Is your vision clear – and repeated often enough to stick?
  • Are individual priorities outweighing shared team goals?

Two ways to reset before the autumn push

  1. Team Walkshop – Get your people moving, talking, and reconnecting in a fresh environment that sparks ideas.
  2. Away Day Design – A targeted, high-impact day to rebuild trust, reignite collaboration, and set your team up for high performance.

The evidence is clear

Team off-sites aren’t “just a jolly”. Done well, they build trust and psychological safety – both strongly linked to higher collaboration, productivity, and retention. Face to face connection sparks a deeper, faster impact than any email thread or Teams meeting ever will. 

Let’s make sure your September team is stronger than your July team.

Book a call with me to design the reset your team needs.

Jul 21 2025 0 Comment

Is a Storm Brewing in Your Team? How to Recognise and Resolve Tension Early

SherryBtalent retention, Team Culture, Team Performance

When the Storm Breaks

Today, an impressive thunderstorm rolled through London. The air had been heavy – hot, humid, oppressive. We knew a storm was coming, but we didn’t know when. And then, suddenly, it broke. Loud, dramatic, and unavoidable. But once it passed? The air felt clearer. Lighter. Easier to breathe.

There’s a leadership lesson in this.

We can’t control the weather, but we can influence the climate in our teams. And sometimes, we sense that something’s off – tension in the room, silence that speaks volumes, short answers, overreactions, withdrawal. We know a storm is brewing. We just don’t know when it’ll break.

So what do we do?

We don’t wait for lightning to strike. We lean in.

  • We stay present.
  • We notice tone, body language, and what isn’t being said.
  • We ask questions that invite honesty, not just agreement.
  • And most importantly, when people give us feedback, we do something with it – even if that’s simply acknowledging it and explaining a decision, rather than brushing it aside.

Clear air doesn’t come from pretending everything’s fine. It comes from surfacing what’s hard, listening fully, and navigating the storm before it catches us by surprise.

What are you noticing in your team right now? Are there signs a storm is brewing?

If you’re sensing tension, uncertainty, or just that something isn’t quite right – don’t wait for the storm to break. I work with leaders and teams to create space for honest conversations, clear the air, and move forward with purpose.

Get in touch if you’d like to chat – no pressure, just a conversation.

Book a complimentary call here.