We partner with organisations through “Discovery”, “Design” and “Deploy” phases to implement targeted or enterprise-wide
leadership development solutions that meet leaders where they are: learning that is relevant, appropriate and highly engaging. By
taking into account how different levels of leadership interact within the context of the whole organisation we help ensure
leadership development has lasting impact.
CEO / Managing Director
How we develop these leaders :
Executives
How we develop these leaders :
General Managers Executive
Managers Emerging Leaders
How we develop these leaders :
Is the organisational context being taken into account?
In leadership development, one size doesn’t fit all. One of the first questions to ask when designing a leadership development initiative is, “How, precisely, will this leadership program enable your organisational strategy?” and “What are the 3 or 4 behaviours or competencies that will make the biggest difference?” These are crucial questions because we’ve seen that leaders – especially when under pressure – tend not to engage with capability development unless they understand its relevance to the business results they need to deliver.
Are underlying beliefs, values and judgments being addressed?
Mahatma Gandhi once famously said, “Be the change you want to see in this world.” When senior leaders believe this idea applies to their teams, but not to them, there’s a risk the entire leadership development initiative won’t gain traction. Successful top teams know that the culture of the business is shaped by them and they are responsible for the organisation’s activity and capability with and through their teams.
Are internal systems working for and not against the initiative?
Often we’re asked to work with teams to help build collaboration across functional and organisational lines; to ‘de-silo the business’. And when we ask for example about the remuneration policy, we discover reward is focused on individual business units hitting their own targets. To achieve success there needs to be alignment between the objectives of the leadership development program and internal systems and the goals.
Are there mechanisms in place for sustained behavioural change?
A leadership development initiative that is an ‘event’ might provide an immediate boost in excitement and engagement—but it’s fleeting. The half-life of learnings from one-off development programs is about 3 months. And then if participants can recall one or two key ideas they are doing well. For a real return on investment there need to be conscious mechanisms in place that embeds and sustain learnings.
A powerful leadership development program is one in which an individual can genuinely reflect on, and therefore potentially challenge, the thinking that drives behaviours that could be holding them back. The program gave me more than a few opportunities to examine assumptions I wasn’t even aware I was making, and which were limiting my potential to bring the best of myself to the roles I play at work and in life.”
– Director Strategic HR Business Partnering, Government Owned Corporation
