1 new CEO
at the head of a newly formed European leadership team with new business priorities to set
2 phases
leadership styles first, then leadership risk, each with individual and team sessions
4 sessions per leader
two one-to-ones and two facilitated group sessions, including a full-day workshop
a European leadership team being put together from scratch, with a new CEO and a new set of business priorities still to be decided
Building a leadership team before it had worked together
The organization was putting together a new European leadership team, including a new CEO, and deciding on a new set of business priorities at the same time.
A team that has not yet worked together has no shared view of how its members lead, where their styles complement each other and where they will collide. The leaders needed that insight, both individually and as a group.
They also needed deliberate space to reflect on how they would work together most effectively, against the priority areas they had identified for the team to focus on.
Individual insight, then the team, then the risks
Two phases, each moving from a one-to-one conversation to a facilitated group session.
Understand each leader
Each leader completed a behavioral questionnaire, powered by Wave, and had a one-to-one development feedback session exploring their leadership style, individual strengths and challenge areas.
See the team as a whole
In a full-day facilitated workshop the leaders explored how their individual styles interplayed with each other, and looked at the leadership profile of the group in the context of the new business priorities.
Face the risks together
A further one-to-one session took each leader into their Leadership Risk profile and its potential impact on their team and the wider organization. A final group session covered the team’s collective risk profile, its effect on the organization and its culture, and the progress made since phase one.
a data-driven understanding of the team’s collective strengths and potential risk areas, and agreed focus areas expressed in a common language
A leadership team that started engaging differently
Moving from individual insight to a team view, and then to the team’s risks, gave a brand-new leadership group a shared language for how it would lead.
The data-driven approach gave the leaders a clearer understanding of the team’s collective strengths and the areas where it was most at risk, and the facilitated sessions turned that into agreed areas of focus and the activities to address them.
The change showed in how the team worked: in the CEO’s words, the level of consciousness with which the leaders engaged with each other, and in turn with their own teams, after the workshop was remarkable.
“The level of consciousness with which the team started to engage with each other, and in turn their team, after the workshop was remarkable.”
CEO
Global Healthcare & Biopharmaceuticals Consulting Firm
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