The situation
A recently promoted team leader had begun openly undermining their manager's decisions, making dismissive comments in front of junior staff and creating a two-tier atmosphere in the team.
Why it was difficult
The behaviour was damaging but not yet a disciplinary matter. Move too fast and you lose a capable person; do nothing and the team fractures.
What Samantha did
- Separated the behaviour from the person and named it clearly
- Set direct expectations through a structured conversation
- Gave clear feedback without jumping straight to formal action
- Kept a record in case the situation did not improve
The outcome
The behaviour improved without the need for a formal process. The team settled and the team leader kept developing.
Behaviour improved. No formal process required.
What this means for you
Not every problem needs a formal process. Often a clear, direct, well-handled conversation is what actually changes behaviour.
Related support
Disciplinary and conduct support →Anonymised. Sector, names and identifying details have been removed or changed. Outcomes reflect the specific circumstances of each case and are not a guarantee of any particular result.