Situation

A global company wanted to enhance the leadership capability of its top executives from around the world and create a culture that drives change throughout the organization.

Approach

Rather than just focusing on leadership behaviors, we grounded the discussion first in the most challenging objective each executive had to achieve and the one that required their unit to do something other than business as usual. Then we looked at six traps to avoid while leading change. Finally, we examined the behavioral preferences of leaders (through 360-degree and self-assessments). The preferences identify where each leader will be more or less likely to avoid the traps and to lead their units effectively. Each person left with key goals and actions outlined.

This approach combines the key “change” actions for leaders with insight about personal style in taking those actions. Executives understood what they needed to do and how easy it would be for them to do it.

The format involved some class overview and discussion, intense small group work co-consulting with each other and facilitated by a professional coach, exercises, and one-on-one coaching.

We tracked each person’s progress against his/her goals for six months.

3½ day program

Results

• Fast-paced and relevant.
• Leaders received feedback from their units and from each other. They developed an understanding of what they need to do differently and how as leaders they can either enable or hinder change based on their own leadership style.
• Coaches provided professional advice and plenty of individual attention.