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: An Expertise Area Manager struggled to communicate concisely. Consequently, she was not able to effectively influence non-expert senior leaders in their strategic decision-making, in order to choose the most promising routes for future innovation. Situation: In a global consumer goods company the Expertise Area…

Challenge: A senior leader’s role and responsibilities expanded, resulting in a shift from a local leadership focus to leading his team virtually. Managing in a local context suited his directive leadership style. This became an issue in his new virtual context, as he was overstretched…

Challenge: Keeping calm in conversations where conflicting opinions are expressed. Situation: A senior leader had a very demanding position in a global engineering company. During meetings with diverse stakeholders he regularly lost his temper when he faced strongly-voiced opinions which opposed his own view.We created…

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…

Challenge: Developing an effective virtual team with no budget for travel and physical meetings Situation: A Global FMCG division started a massive transformation and reorganisation initiative. As a key pillar a strategic communications team was formed. The members, from different functions, were spread across Europe…