The overall work conducted followed the steps as illustrated below:

1. Individual anonymous questionnaires and data collection followed by a face to face assessment using systemic field interviewing techniques to unfold hidden information and focus the intervention on the team’s primary challenges.
2. Positive intervention program designed based on initial insight, leveraging the proprietary 4P framework which involves various scientific disciplines, including mindfulness, somatic psychology, positive psychology, coaching, leadership development, as well as stage performance techniques, among others.
3. Mindfulness techniques to have the exec team members fully present. To build real trust, a safe space was created to allow the team to open up without fear. A series of systemic development techniques was used for real challenges (e.g. silo thinking) to emerge. By using systemic and neuroscience derived techniques, we allowed the team to address real concerns and challenges, and agree on commitments and SMART actions to put substantial changes into practice. To allow for new awareness to translate into better collaboration, we closed the day with positive psychology techniques such as the concept of gratitude among others.
4. To assess the team’s situation, the Five dysfunction of a team model (Lencioni, 2002) was leveraged. It measures the five key dimensions of a team’s dysfunction: lack of trust, lack of conflict, lack of commitment, lack of accountability, lack of results. For Tibidabo, trust was the most critical area to tackle followed by commitment.
5. Based on the insight and data, a series of practical recommendations were made to ensure that the executive team yields the highest and most sustainable impact in terms of trust and commitment.