Challenge: A client required a scientifically-validated 360° feedback tool to replace an outdated ‘self-made’ system which was no longer fit for purpose. Situation: A pharmaceutical company’s HR department needed to professionalise their leadership development tools. An old in-house 360° feedback system had been rejected by…
Challenge: The Head of Department had to address the decline in performance of an invaluable team member. Situation: The Department Head of a core function in a pharmaceutical company noticed a sudden performance drop in a key direct report, who also showed reduced interest in…
Challenge: Leaders were familiar with the general rules of conversations, but shied away from engaging in the challenging conversations necessary to address specific, critical issues. Situation: Corporate Compliance Department of a multinational consumer goods company was concerned that leaders within the organisation were displaying escalated…
Challenge: Low level of collaboration, combined with unused synergies between areas of responsibility. Situation: A global IT service provider: A senior member of the European leadership team felt that the team was not performing well.We co-created a workshop structure which enabled team members to open…
Challenge: An effective project manager has difficulty building engaging and trustful relationships with project members from various departments, in different locations and countries. Situation: A global engineering company faced demanding challenges in the digitalisation of their production. A very experienced and effective project manager on…
Challenge: Experienced business owners were challenged in their ability to lead the business more effectively and motivate their team to drive performance. Situation: A small, successful business started to suffer from the mediocre performance of their most recent employees. The founders had limited leadership experience. Reluctant…
Challenge: Leaders of newly-created virtual teams lacking experience in how to work together in a remote setting most effectively. Situation: Multinational Consumer Goods company reorganised its global supply chain, creating a different structure, within which virtual teams were the norm. The leaders were used to…
Challenge: Being able to let go of being too detail-focused while learning to trust direct reports and delegate responsibilities. Situation: A senior leader in a multinational FMCG organisation was struggling with his responsibilities in a new position. He was overwhelmed by the demands on his…