This fast growing tech company needed a bigger contribution from its leadership population to sustain the growth. There were concerns about consistency and how effectively the leaders were connecting with the workforce.

Rather than a conventional, corporate approach to this challenge, we worked at Business Unit level to uncover the real challenges and opportunities, where the leaders felt they could effect change and take accountability for outcomes. An initial diagnostic approach led to a combination of short, facilitated planning and action workshops, with occasional skill building sessions where skills were necessary to deliver agreed outcomes.

Capabilities were developed and practiced in pursuit of real deliverables – so this absolutely wasn’t a traditional classroom programme.

This approach resulted in more meaningful sponsorship and ownership from the Executives responsible for each BU. Application of learning was incredibly high as the development process really became an improvement project. Interestingly, after the initial BU piloted the approach, successive BUs picked up the process with increasing enthusiasm as healthy competition and peer pressure kicked in.