Leadership Team
Success Story
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Leadership Team Development
Cultural Shift: Company Acquisition & New Leadership
SITUATION
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Before the company was acquired, the leadership team members were siloed—focusing primarily on their own business area. Their new leader expected them to work across the different areas, and function at a higher level to drive performance. As a significant cultural shift for leadership and employees, the team needed to adapt to working within the larger organization. There were also concerns of talent retention in the face of these changes.
DEVELOPMENT SESSION
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The two-day session focused on both team development and business goals to drive the business, with the following exercises and discussions:
Fostering Trust and Transparency
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Each team member brought and shared three items important to them, cultivating a tone of openness and vulnerability as the participants gained a deeper understanding of each other.
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When the new leader shared his leadership journey as well as what was important to him, the team gained insights into who he is as a leader and why.
Understanding and Improving Team Dynamics
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The MTBI results helped each team member better understand each other’s decision-making preferences as leaders. They also recognized the team’s strengths and gaps when looking at the overall team profile.
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A “Lands” exercise completed by the team fostered empathy and an awareness of other functions and how they can bring that learning into the team. Discussion points included:
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What are you passionate about in this part of the business? (“land”)
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What are the challenges and pressures?
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How do you need help and support from the other leadership team members?
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The team identified and agreed to key norms for how they would behave with each other and run effective meetings.
Strategic Plan & Business Goals Focus
The team completed an exercise exploring market opportunities, trends, threats, and stakeholders to create their value proposition and key goals and initiatives for the coming year.
TOOLS & APPROACH
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Roberta conducted individual interviews with each member to understand their objectives, and concerns. Her questions included:
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What is working and not working with the leadership at this present time? (pre and post new leader)
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How would you categorize the leadership team and why?
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What tools and support do you need to be successful in your role?
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She also obtained feedback about their new leader, including how he is showing up differently now (120 days in) compared to when he first came onboard.
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Each team member completed an MBTI assessment and read the book, The Five Dysfunctions of a Team, by Patrick Lencioni.
OUTCOME
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The team felt that they were engaged in each other’s businesses and talking as a collective we.
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Experiencing transparency and vulnerability enabled the team members to connect with each other more authentically as leaders leading to enhanced cooperation and partnerships.
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Established the direction for the culture and organization.
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They were very excited to—for the first time—have a structure and process to support them moving forward to achieve the organization’s vision.