Situation:
Multiple strategies and plans were robust, with projects progressing, however in the absence of ‘one plan’ the Leadership Team were facing the risk of having ‘blurred lines’ in delivery of current transformation initiatives and potentially conflicting views, agendas and preferences.
Task:
Co-creation at this level is demanding of time and therefore we needed to support their group effectiveness and personal awareness so that they were able to achieve a healthy level of conflict throughout the process.
Action:
Achieving alignment and engagement around the plan was critical so the team worked in pairs and small groups to prepare and practice their own narratives in readiness to bring the plan to life and create belief. We used our Springboard Event™ approach to help them host ~100 of their direct reports, share the future direction and allow them to understand, explore and test the priority areas that provided the ‘one team’ approach.
Result:
At a ‘maintenance’ level, feedback from the Springboard Event™ identified that the Leadership Team are now seen as ‘on the same page’ and viewed more as a collective rather than group of functional leaders. For the team themselves, the team have established a tighter way of connecting, achieving commitment behind group decisions and a way of working through healthy conflict.