In this case the client is a National – now privately owned – property maintenance provider. It is a great company which has been through a lot of change in recent years (who hasn’t).
The 14 person leadership team know the various parts of their business incredibly well. They have helped improve the effectiveness of what they do significantly over the last two or three years.
They are down to earth, practical and for the most part, aged mid to late 40s to late 50s, and all (bar 2)- men.
The General Manager and HR Business Manager who contacted us initially, identified challenges around the level of engagement and trust the team had with each other; what would enable the individuals as much as the collective to own strategy at a different level; taking advantage of opportunities to more assertively grow their businesses by sharing knowledge; learning, taking informed risk and collaborating. The impression was that the leaders were largely operational, albeit on a large scale, and perhaps more conservative (many had been with the organisation for 10 – 15 years).
The challenge for Dattner Group was that time set aside to support this senior leadership group was just one day. So, here’s what we did:
At the end of a process like this, the world does not shift seismically but a group of good human beings have a taste of what is possible when clumsy conversations turn into open ones, when sticky personal issues are safely handled, when ideas are shared rather than defended and when the leadership skills required for strategy execution become clear. In fact, everyone sees the difference between good and great and how to get there.
From Dattner Group’s perspective, it is important to realise that sometimes, if you can’t win the war, tackle the awkward, uncomfortable issues. Help good leaders recognise that being great may not be as tricky as they think.