Together for the Client

Background of the training programs​

The client's leadership team had been through a turbulent period, and the team's composition was new. At the same time, 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 impactful level.​

Objectives:​

• strengthening the shared vision and shared leadership​

• supporting the change implementation and building mutual trust within the leadership team​

• developing leadership team practices to be more strategic and impactful​

"An exceptionally well-designed program for our situation."​

How the trainings were designed and delivered​

The development programme ran over five months. It began with a briefing with the head of the leadership team and HR, followed by individual interviews with each member. From these interviews, we composed a shared narrative that served both as a description of the current state and as a foundation for the development work.​

Early in the programme, we also used a leadership style inventory, which provided tools for individual leadership development and brought to light the leadership challenges and strengths shared across the group.​

Based on the narrative, the leadership team chose the key focus areas together: clarifying and prioritising the vision, the leadership team's ownership across the whole business, a shared way of leading from the leadership team onwards, and developing the leadership team's internal ways of working and cross-functional collaboration.​

The programme was built around three tailored workshops, individual sparring sessions based on the leadership inventory, and observation of a leadership team meeting with feedback both to the group and to each participant personally. Individual coaching for the head of the leadership team was also part of the development process.​

As an outcome, the leadership team produced a vision for how they want to lead, shared ground rules, leadership commitments, and concrete new meeting practices. Using the Immunity to Change method, we also identified the beliefs and competing commitments that were holding back progress towards the desired state and more effective ways of working. The shared and personal change commitments made during the programme were documented, and the team agreed on how progress and impact will be tracked.​

Client Voice

"The timing and content of the process were an excellent match for our situation. The process clearly accelerated how well we got to know one another and how we came together as a team. The shared conversations during the development process were genuine, honest and constructive. As a leadership team, we have identified the most important challenges and we now share a common understanding of them. Above all, our shared development didn't stay at the level of talk - ideas were iterated into concrete change steps and into documentation, so that progress can be tracked and evaluated."​

"As a leadership team, we have come together well, identified the most important challenges together while being able to discuss them openly, and we now have a shared plan for what to take forward."​

 – Head of the leadership team​