Before requesting training, coaching or facilitation
Describe the problem so it can be discussed
What exactly is happening?
Use a recent incident: a meeting, decision, conflict, delay or failed handover.
Avoid starting with 'lack of leadership', 'resistance' or 'a communication problem'.Where does it become visible?
Identify moments when the problem has consequences: reopened decisions, ambiguous responsibilities, rework, silence or constant escalation.
Who needs to be involved?
One leader? A group of leaders? A leader and their team? Two or more interdependent departments?
What has already been tried?
Record what changed, what did not and what the problem seems to survive.
What would need to start happening?
Define an observable change: a conversation that starts happening, a decision that remains settled or a problem resolved where it arises.
A good internal conversation does not start with 'we need training'. It starts with 'this is happening, here, with these consequences'.
