Teams
Sample Case Study
For a Global Governing Body
Leadership Development Programme for a Team
A programme was sought that would improve the cohesion at the senior team level, serve as a platform for embedding a wider leadership culture throughout the organisation and address some key inhibitors of team performance including:
Collaboration
Communication
Trust
Managing Capability, Performance and Under-Performance
How We Worked with the Client
The programme was designed for the client based on a number of factors:
Discovering their needs
Our assessment based on a series of exploratory conversations with the programme sponsors
A series of 1 to 1s with each team member and the outputs based on their EQi Emotional Intelligence Assessments as part of phase 1 of the programme.
Phase 1
1 to 1 meetings: A series of get to know you with each team member
EQi 360 Report: An EQi 360 Emotional Intelligence Assessment completed with input from both the individual team members and an invited group of direct reports, peers and friends. Completed to raise the senior leaders levels of self awareness and emotional intelligence, the results of the report were fed back via a 90 minute 1 to 1 session with each team member.
Phase 2
Team Workouts
By combining the insights and data from the 1 to 1s, EQi Sessions and the requirements of the organisation a series of 5 x 1 day team sessions were designed and delivered to the team as follows:
Day 1 : Team Dynamics
Day 2: Authentic Leadership
Day 3: High Performance Culture
Day 4: Coaching for Performance
Day 5: Resilience
Programme days in more detail
Day 1: Team Dynamics
Developing a highly cohesive and aligned team in the real world
Building team resilience through smart use of capability and capacity
Creating and committing to a consistent improvement mindset
Clarifying Vision, Purpose & Values
Day 2: Authentic Leadership
Assessing my current leadership style
What does Authentic Leadership mean to me in my day-to-day actions?
Leading from my strengths
Courageous Conversations
Day 3: High Performance Culture
Understanding High Performance Culture
Call Out, Acknowledge & Change – Cultivating the Characteristics of High-Performance Culture
Psychological Safety and Organisational Performance
Transactional versus Personal Care
Day 4: Coaching for Performance
Basic principles of coaching including key linkages between motivation, capability and performance
Listening Under Pressure
Purposeful Questions
Handling Performance Reviews
Day 5: Resilience
Equipping the team with tools to continue its growth and development
Team Resilience – Habits, Practices & Behaviours
Looking after the 13th entity – ‘The Team’
Understanding and Committing to the Team Purpose and shared Ambitions
Programme Outcomes
In a post programme debrief and subsequent conversations with the programme sponsors the following outcomes were achieved:
Improved Communication, Collaboration and levels of Trust with the Senior Management Team
Improved Leadership Impact of the Team
Improved Leadership Performance of Individual Team members with particular reference to performance management and coaching conversations
A “clear the air” conversation between the Senior Leadership Team and the Level 2 cohort in the organisations that addressed a number of key inhibitors of leadership performance related to trust, initiative and communication
The programme supported the team and the organisation to deliver on its strategic development objectives including over achieving on its KPIs and Metrics for its most strategically important project.
What Happened Next
The roll out of a Leadership Programme to Level 2 and Level 3 Managers
A project on embedding the values of the organisation into a set of key behaviours designed to improve organisational culture
Coaching for members of the Senior Leadership Team to continue their growth and development
