after a merger that never delivered its expected benefits, the company demerged
A new team, without a shared playbook
A demerger created a new leadership team, and no shared way of working.
An innovative software company demerged after a 10-year-old merger failed to deliver its expected benefits. Employees viewed the demerger positively, but it brought real structural change as the organization prepared for independence, and left a newly formed UK Sales Leadership Team needing a shared understanding of its own strengths and challenge areas.
Without that shared understanding, siloed working and inconsistent communication risked slowing the team down at exactly the moment it needed to drive the reorganized company forward.
A structured route from individual insight to team action
One assessment, a shared model, and a half-day session that turned insight into a plan.
Every member of the Sales Leadership Team completed a Wave-based personality questionnaire, then took part in a one-to-one feedback session to explore their own strengths, challenges and development actions. ectively assessed against the role.
A team development session then brought the team together: a team prioritization exercise used a Work Roles model, and each person's individual report was reviewed within the context of the wider team.
Talent analytics analyzed the group's Work Roles profile to identify the team's most and least preferred roles, and the session closed with action planning for shared objectives and clear accountability.
Start with individual insight
Every leader completes a personality questionnaire and a one-to-one feedback session exploring their own strengths and development actions.
See the team's shared roles
A team exercise and group analytics show the team's most and least preferred roles, and where the gaps sit.
Turn insight into action
The team leaves with shared objectives and clear accountability for how they'll work together going forward.
the Sales Leadership Team rolled its new way of working out to every sales team
From individual insight to a team that works as one
A newly formed leadership team left with a shared plan, then took it to the whole sales organization.
The team developed tangible action plans addressing siloed working and communication effectiveness to the wider sales teams. Team members gained a real understanding of each other's styles, enhancing collaboration across the leadership team.
Online technology enabled efficient data gathering, giving meaningful insight into the individual and team strengths affecting organizational performance. The UK Sales Leadership Team then cascaded the approach to their own sales teams, organization-wide.
Team effectiveness, before and after
How role clarity, collaboration and accountability changed after a single half-day session.
Ready to build a team that works as one?
We can help your leadership team turn individual insight into a shared way of working, in a single half-day session built around your own team.
