Do we need time in our Red Chair?

The Red Chair is a deliberate pause in the middle of our busyness—a space for the team to step back and reflect on how we are working together, how much we trust one another, and how effectively we communicate to deliver results.

Choosing to sit in the Red Chair as a team means choosing to reflect with intention on what strengthens or erodes trust, how clearly and respectfully we share information, and how aligned we are in pursuing shared outcomes.

Use the questions below to check in on your team; your honest responses will highlight where your trust, communication, and performance are strong, and where focused time in your Red Chair could elevate your results.

Always Often Sometimes Never
Never Sometimes Often Always
Not at all clear Somewhat clear Mostly clear Very clear
Never Sometimes Often Always
Not at all A little Mostly Completely
Never Sometimes Often Always
Never Sometimes Often Always
Always Often Sometimes Never
Not at all A little Mostly Completely
Never Sometimes Often Always

If your honest answers cluster around the left-hand side of the scale, it’s a strong signal that spending time as a team in your Red Chairs can help you become more present, clear, and intentional in how you work together, achieve results and influence others.

To explore how your team can spend time in their Red Chair to become more present, intentional, trusted and effective, click below to schedule a complimentary call with Shannon.

Shannon I would like to talk about time in my Red Chair

Do we need time in our Red Chair?

1. How often does our team move through the day on “autopilot” without pausing to consider our choices, reactions, or impact on one another or others with whom we collaborate?

2. When we experience strong emotions within our team (frustration, defensiveness, excitement), how often do we stop to explore what is really going on for us and between us?

3. How clearly do we see the way we are working together—what’s building or eroding trust, and what is helping or hindering our performance?

4. How often do we intentionally pay attention to how other team members might be experiencing our behavior, decisions, and communication?

5. How aware are we of the informal team dynamics—the alliances, influence patterns, and who tends to shape decisions or conversations?

6. When something feels “off” in our team (in trust, communication, or collaboration), how often do we make time to pause, be curious together, and reflect rather than pushing past it?

7. How regularly do we create intentional space as a team to talk openly—without multitasking or other distractions—about how we’re working together and the results we’re getting?

8. When we make team decisions, how often do we feel rushed or reactive instead of clear, aligned, and intentional?

9. How honest and authentic are we being with one another about what we are seeing, needing, or concerned about, in our team’s trust, communication, and performance?

10. How often do we deliberately pause as a team to ask, “What is the most respectful, transparent, and effective way for us to move forward together?” before we act?