SITUATION
A US subsidiary of a global electronics corporation is contending with a declining market for commoditized products and aggressive competition. In order to drive meaningful strategic change, the organization needed to transform its culture to be supportive of its strategy. At the very top of the organization, senior leaders were not aligned on how their behaviors needed to shift to drive these changes. Unless the team could understand and address interpersonal dynamics (which drives group effectiveness in general) it would continue to be incredibly difficult for the team to work together to drive strategic change.
SOLUTION
To help leaders be better equipped to lead change, the team launched a Leadership Effectiveness program, intended to address both individual and team dynamics. Using a team of experts in strategy execution and psychology, the team worked with the organization’s top 18 leaders to assess their individual behaviors and how they impact both their direct reports and peers. The team then came together to develop individual and team-level action plans. These action plans were monitored through ongoing 1:1 coaching and group skill building workshops on topics such as building psychological safety, linking organization-level goals to individuals, etc.
RESULTS
Improved leadership alignment and team dynamics
More efficient and effective leadership collaboration and meetings
Improved understanding of required individual behavior change
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