Sector – Housing
Build and Implement a Leadership Development Programme for Top 30 Leaders.
Some areas highlighted as weak included:
They felt that there was a need to review the:
This assignment highlighted for us the fallout that happens in an organisation where the climate was unhealthy, morale and motivation was low and individual, and aspects of operational performance were poor. The 360-feedback exercise exposed some perceived integrity issues particularly within the face to face structures. This affected the conversations in this organisation in the following ways:
Our response to this situation as interventionists was to “read the situation” and interpret and name what we were seeing using Kantor’s model of Structural Dynamics. By making sense of the feedback data, and helping the teams make sense of it from an individual and team perspective we helped them to see the dynamic they created as a collective. We also made connections with this data in the context of the operating environment of the organisation. We gave the leaders a language to describe the ways in which their culture supported/hindered their strategic goals.
Our solution was aimed at improving performance through demonstrating respect for people we were working with, creating a climate of trust in which to work, share the power in creating solutions and modelling a way of confronting issues in an honest and sensitive way. We emphasised that the quality of people processes such as Performance management; Coaching, Decision Making and Communication are only as good as the leadership behaviour and the quality of conversations. Over the course of 9 months we helped the leaders create a new healthy dynamic within the business whereby it felt safer to speak openly and honestly and to work through differences. The modular leadership programme was underpinned by a Systems approach to leadership, starting with “own” system” as well as the wider organisational system allowing the leadership community to take personal responsibility for everything they said and did in the context of every conversation they had with peers, staff and stakeholders. The quality of these conversations significantly enhanced the success and implementation of the new Performance Development Process and Leadership competency framework.