The leadership team meeting is reviewing progress on the use of AI. The tools have been acquired, the training sessions held, and adoption is already under way. The leadership team talks about hours saved, faster lead times, and how the need for expert resources appears to be decreasing. If you talk with an expert working in the same organisation, the picture may look different. They tell you they tried using AI for a report that usually takes them a couple of days to write.

When a poor working atmosphere is left unaddressed, it becomes chronic: even with a change of staff, the difficulty remains, as if soaked into the walls, and is always passed on to newcomers as well. For about a year, I walked alongside one work community. According to workplace climate surveys, this community had experienced difficulties and poor wellbeing for years, even though there had been an almost complete change of staff in recent years.

A major Finnish financial services provider serving businesses, entrepreneurs and individuals, and managing tens of billions of euros in investment assets.​ The team had undergone significant changes, raising long-standing concerns about its atmosphere and well-being. Its eNPS had remained low despite organizational and operational changes, and a new team leader had recently joined.

At HAVI Logistics, a group of managers had recently stepped into their roles. The daily work is fast-paced: the day fills up with operational matters, and leading people can easily end up with too little room. For a new manager to succeed, it is important to quickly gain a clear picture of their own role, along with tools that work even in a busy everyday context.

Do you sense, around you, that people are thinking – or even saying out loud: "Whatever." "Nothing changes here anyway." "There's no point saying anything." "I'm just here to work." When this kind of atmosphere starts to hang in the air, we easily interpret it as an attitude or motivation problem. Why don't people take more responsibility? Why is initiative lacking? Why does no one seem to take things on? But what if we're asking the wrong question?

The client organization and its key customer had experienced collaboration difficulties from the start of a long-running project, which escalated over time from a conflict between key individuals into complaints and counter-letters between the organizations. The parties held strongly diverging and entrenched views of the situation and its causes. The project's value was significant, and the escalating situation threatened its continuation.

The leadership team has changed significantly in recent years – most of its members started in their roles around the same time as the current CEO, a couple of years ago. The team consists of experienced professionals in their respective fields. Previous leadership team development work has focused on getting to know one another and building shared ways of working. The development need has now shifted to a deeper level: how to genuinely work together.

The client organization is carrying out a major, multi-phase transformation of its operating model, a renewal designed to take several years to complete. The phase in question involved restructuring of functions, which led to statutory change negotiations and a reorganization of roles and responsibilities. For the leadership team of one of the organization’s key functions, this meant leading their teams through profound uncertainty.

Change leadership is almost always discussed from others' perspective: how a leader guides their organisation through change, how they communicate, build commitment, and ease resistance. Far less often do we ask what change does to the leader themselves. What happens when decisions have been made above them, the responsibility for implementation has been left to them, and their sense of self as a leader who is responsible for the decisions made, begins to waver?

In the day-to-day reality of the retail sector, managers encounter a wide variety of challenging customer situations that directly affect the team's sense of safety and wellbeing at work. The aim of the training was to support managers in work ability management by strengthening their practical readiness and understanding of how to handle threatening and hazardous situations.

Leadership team in the​ health and wellbeing​ services industry had been through a turbulent period, and the team's composition was new and a significant transformation was being driven through the company on a fast timeline and amid demanding business challenges. While interaction within the leadership team was functioning, particular emphasis was placed on supporting team formation and developing shared leadership so that leadership could rise to a more strategic and impact

When we talk about the leadership team's impact on the organisation, we tend to think only of decisions, strategy, or how these are communicated. But beyond these, something far more subtle and at the same time more powerful, is happening. How the leadership team operates, interacts, feels, and thinks mirrors through every level of the organisation. The mirroring happens through at least four mechanisms. It happens regardless of whether the impact was intended or desired by

Kattavan tiannekuvan saamiseksi valmentaja haastatteli kaikki työyhteisön jäsenet ennen valmennushankkeen aloitusta. Tilannekartoituksessa hyödynnettiin myös EECA tunneilmasto kartoitusta. Tältä pohjalta rakennettiin yhdessä työyhteisön ja johtajan kanssa hankkeen keskeiset tavoitteet. Valmennuskohtaamisia oli yhteensä kuusi, joista jokainen teemoitettiin alkukartoituksessa nousseiden tarpeiden pohjalta.

​ Finnfund wanted to support new managers within the organisation who had transitioned from expert roles into managerial positions, into leading deep specialists who work in an international operating environment.

Hartwall has invested in the long-term development of managerial work, and the results are reflected positively in manager performance evaluations. The goal of the Crafting Leaders training programme has been to unify leadership across the organisation – and that is why the programme was also extended to managers at the Lahti factory. In a fast-paced production environment, a manager's day-to-day work is demanding: a shared direction, impactful ways of working, and concrete t

Think for a moment about the qualities that have brought you to your current position. Decisiveness, expertise, the ability to solve problems quickly. Could it be that in leadership, these very super strengths become shadows – preventing your team from growing?

We are a Nordic listed company where the parent company has a limited number of managers, and work takes place close to the executive team. This enables agility and fast decision-making, but at the same time we identified challenges in the consistency of managerial work. Operations were partly siloed and management practices varied between teams, which was reflected in differing day-to-day leadership experiences.

Research by Harvard Business Review reveals that 71% of leaders consider meetings unproductive and inefficient. And at the leadership team level, this is particularly critical: Professor Henning Bang of the University of Oslo has spent over 36 years studying management team effectiveness and found that 40% of leadership team meeting time is unproductive. That means nearly half of the most expensive meeting time in any organization is going to waste.

A strong sense of community and collaboration lies at the heart of Finavia’s culture. The organization aims to strengthen interaction skills among both leaders and employees, as well as their ability to act constructively in challenging work situations that may evoke strong emotions. The objective was to increase the courage to address sensitive issues, foster dialogue and understanding of diversity, enhance leadership and team skills, and provide long-term support for buildi

Our client has recognized that smooth interaction and feedback are essential for success at work. The judicial process is inherently dialogical and requires strong communication skills. In the development initiative, strengthening the feedback culture across the entire organization was identified as a key goal. Developing feedback skills was seen as a way to enhance collaboration, psychological safety, and learning—both at the individual and organizational level. Particular e