Only six months earlier, the board had considered closing the department.
Today, the same team is the company’s main revenue-generating business line — not because of a reorganisation or bonuses, but because of one leadership decision: to see himself and his people differently.
Challenge
Declining effectiveness and growing tensions between departments.
Intervention
Humanet assessment, alignment of perspectives and stronger participative leadership.
Outcome
The company’s leading revenue generator within six months.
Context
The geotechnical company, which conducted ground investigations for roads, motorways and railways, was growing rapidly. For years, it had relied on a loyal and experienced team. The increasing scale of projects, however, required fast recruitment: more than 60 employees at headquarters and several dozen field contractors.
The leadership structure did not keep pace with that growth. The longest-serving employees were promoted into management roles. One of them was Arkadiusz* — a friendly, approachable manager who was well liked by the team, positive in outlook, but not yet fully aware of the complexity of his new role.
Challenge
Problems accumulated: results fell below expectations, the atmosphere deteriorated and other departments had to compensate for delays. A belief grew that “this department is holding everyone back.”
“The board has lost touch with reality. We know what needs to be done, but what they expect from us is irrational. There is no sense or understanding of how our work actually functions.”
“I pass instructions down from above. Sometimes they make sense and sometimes they do not. I can see how hard people are trying, but it is still not enough for the senior team.”
What we did
We conducted a Humanet assessment of values and perceptual styles. The result was clear: Arkadiusz and his team were operating from different perspectives. The manager focused on what was tangible and immediate, while the team needed broader context and a sense of purpose.
“When I saw the results, I thought: perhaps this job is not for me. I spent the whole weekend thinking that I should resign.”
It was a difficult moment — and the beginning of change.
Turning point
“If we have people who, together, can see more than I can, let us build on that.”
Arkadiusz created a decision group made up of key team members. They attended meetings with the board together, then organised the conclusions and translated strategic objectives into concrete actions.
“I stopped being a filter and became a connector. They gained influence, and I gained their trust.”
Results
Motivation
The team regained agency and momentum.
Leadership
The manager’s authority increased through shared decision-making.
Collaboration
Other departments no longer had to keep ‘putting out fires’.
Najważniejszy wskaźnik
Revenue leader within six months
“Previously, we kept hitting a wall. Now we know what is expected of us and how to achieve it. We can see the real impact of our work on the company’s results.” — team member
Lessons for boards and leaders
- A leader does not have to ‘see the most’. Recognising one’s limitations and inviting the team into decision-making can become a competitive advantage.
- Differences in perspective are natural. The problem begins when they remain unnamed.
- Humanet reveals what day-to-day observation often misses: differences in thinking styles, communication gaps and a lost sense of purpose.
Następny krok
Check whether your ‘problem department’ is hiding your greatest growth lever
Start with a focused diagnosis of perspectives and decision flows.
* Name and details have been changed to preserve anonymity.