Preparing A Senior Leadership Team To Lead Their Biggest Change In 30 Years
The Senior Leadership Team Of A Government Department Needed Help
With over 120 employees about to undergo the biggest and most important change in 30 years, the senior leadership team (SLT) of a government department providing an essential public service approached me to develop their leadership and team collaboration capabilities.
The brief was to design a programme that will enable them to:
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Better understand of how the SLT currently lead
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Understand and identify what is standing in the way of the progression
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Unite as a team
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Put into practice what they have developed
A Four-Day Team Programme Was Co-Created
A 4-day team programme, including a day
of 1:1 coaching was designed that focused on the following:
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Exploring the team's strengths and bias to change and how this would differ from the rest of the department and undermine their leadership of the change
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Agreeing on a set of leadership values and behaviours
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Exploring everyone's position and perceived value within the team
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Providing them with a coaching framework
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Producing a 'Leadership Development Action Plan'
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Challenging their current perception of what it takes to be an effective leader.
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Facilitating the space and time to generate insight and discussion.
“The team is beginning to talk to each other more frankly and more openly."
“I have used a stakeholder matrix to ensure I balance the message to the needs of the individual and how it will effect them."
"Latest attempt to embed Lean/Metrics has gone considerably better than previous attempts."
Real-time Impact With A Significant Change
"I have learnt to value other members of SLT, considering their constraints when planning the Transformation."
"It has prompted me to initiate conversations with other team members which otherwise would not have happened."
"The staff are seeing better change communication in general."
" I am consciously trying to use the coaching conversation model in responding to requests for assistance from officers reporting to me and when reviewing their work, in an effort to encourage them to take more responsibility for their workload and to encourage me not to jump in and provide the answers straight away."
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