1. Leadership and Team Dynamics

Performance gaps: Key leaders underperform, causing misalignment.
Cultural clashes: New hires disrupt cohesion and culture.
Founders scaling struggles: Early leaders can’t manage growing complexity.
Trust issue: Team members feel undermined, creating toxicity.

2. Execution and Operational Challenges

Misaligned execution: Teams agree on goals but fail to deliver.
Siloed priorities: Clash between departments, creating inefficiencies.
Short-term vs. long-term: Firefighting overshadows the bigger vision.

3. Culture and Organizational Health

Resistance to change: Legacy mindsets block adaptation.
Scaling culture: Hypergrowth dilutes core values.
Burnout and fear: Employees feel unsafe and overworked.

4. Talent and Workforce Challenges

High turnover: Critical roles churn, disrupting continuity.
Distributed teams: Remote work erodes cohesion and accountability.
Fatigue and burnout: Relentless demands erode trust and collaboration.

Unique Approach

🦣 Name the elephant in the room—guided by intuition.🎯 Take people and group dynamics as a source of data to solve performance issues - not the dynamics itself.⚖️ Challenge with precision—and respect.🔍 Get to the root cause—where tangible outcome and psychology intersect.The System Psychodynamics approach to organizations is an interdisciplinary blend of social science, psychology, and business. It examines the hidden dynamics beneath organizational behavior, uncovering the unconscious forces that shape leadership, culture, and performance.

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About Claire Qin

With over a decade of leadership in business experience, I've designed trading algorithms at Morgan Stanley, led strategy and operations at Uber, HelloFresh, and Amazon, and built products at early-stage ventures like Sylvera. I've driven millions in revenue, secured funding, navigated burnout, and undergone profound growth personally and professionally.I’ve developed a unique skill of "using emotions as intelligence" through training as an organisational psychologist and leadership consultant at Tavistock Clinic, a renowned institute in psychology and group dynamics with a history of serving British Army leader selection during World War II.Originally from China, I’ve lived and worked in the UK, US, Germany, and the Netherlands. I hold an MSc in Mathematical Finance from Oxford, an MBA from Stanford, and am currently pursuing an MA in Consulting and Leading in Organizations at Tavistock Clinic.

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Team Development Service

Team dynamics are shaped by the complexity of strategic decisions, market demands, organizational structures, personalities and culture.
Embark on a transformative journey and accelerate your team’s approach to development. Elevate personal growth, understand systemic dynamics, and cultivate a team culture that thrives on collaboration and shared success. Start your team’s transformative journey today.

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Leadership Advisory Service

Leadership is about strategy or decision-making as well as the ability to navigate complex human dynamics and individual fulfilment. Drawing on my background in both business and clinical psychology, I use a systemic-psychodynamic approach to help leaders uncover deeper insights, address challenges like stress and burnout, and align their personal identity with their organization’s goals for transformative growth.

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1. Emotion as Intelligence

___________In our work together, we'll explore how you're truly feeling, including emotions that may be overlooked. By creating a safe environment, I help leaders to explore their whole range of emotions and discover what are they trying to tell you, and learn to not only to be aware and self-contained, but also transform them into valuable intelligence.

2. Role Intelligence

___________Apart from the viisble job title such as CEO or manager, we all play certain unconscious psychological role in team, such as the emotional sponge, the saviour, the contrarian etc. we’ll examine the roles you play within a group and assess whether it's beneficial for you or the group. We'll also look at how your role impact others and explore ways to build a more effective team.

3. Organisational Intelligence

___________We'll explore organizational factors such as tasks, products, client relationships, and market environments to understand human dynamics within the organization. For example, conflict between teams might indicate the need for strategic changes within the group. Taking a systemic perspective can help you manage and adapt strategy, structure, and processes within the organization more effectively.

4. Power and Authority

___________We’ll explore how you relate to power and examine how you locate your power position within a group. We’ll also identify the sources of your personal power and discuss ways to harness collective power on top of our formal role authority. This will help you understand how to navigate power dynamics effectively and use them to achieve both personal and team success.

1. Systemic Dynamics Expertise

___________I have undergone intensive and sustained training in interpersonal and group dynamics. I specialise at diagnosing dynamics that are often invisible to the untrained eye, and will help team to develop the courage, skill, and agility to take action to transform ineffective team behavior patterns and drive to higher performance.

2. Personal Growth as the Catalyst

___________The strength of a team is closely related to the potential development of its individual members.
I observe and interview team members and others in the organization to understand team members' commitment to strategy and mission, the unexpressed emotions and desires, and explore the interpersonal dynamics that lead to team breakdowns and disunity.

3. Bespoke Workshops

___________All our team interventions are tailor made to acknowledge the specific challenges and opportunities of every team. I facilitate team sessions that shed light on these underlying dynamics and the potential consequences if left unchanged. Central to my approach is building team member skills in giving and receiving feedback and having the difficult conversations that are necessary to successfully face and achieve disruptive change.

4. Continuous Team Journeys

___________Team development is an ongoing process. I get team members to make specific commitments for improvement, and then monitor team dynamics to make sure these commitments happen. I also design feedback mechanism to iterate our work together, embrace change, learn from challenges, and evolve collectively over time.