Suzanne was the Team Leader of Customer Service Officers.  She was new to the role and was tasked by her manager with reviewing procedures and protocols and where necessary developing new ones.  Within the first three months in the role Suzanne introduced several new procedures and protocols, including structured lunch breaks, regular team and individual meetings with team members.  Being used to working more autonomously, team members resisted the changes and did not follow the newly introduced protocols or procedures.  As a result, Suzanne became increasingly frustrated leading her to have heated exchanges with a couple of the team members and a complaint of bullying was made against her.  An internal investigation found that no bullying had occurred but that Suzanne had not effectively managed the conflict situation and as a result a coaching program was initiated for her through WorkMatters. 

The four session program covered:

• Change management and dealing with resistance
• Constructive conflict management as opposed to destructive and potentially bullying behaviour
• Team Management profile (TMP) so that Suzanne had a better understanding of her work style and how others might view her and discussion on areas of self-assessment.

To complete the process a group Team Management process was used to assist with overall team development, followed by a facilitation between Suzanne and the team to formally establish team protocols and discuss changes required.