Case Studies

Building a Culture of Relational Leadership

A large state government agency set out to move from a technically-driven culture to one of skillful relationship, leadership and consultative capability. Working closely with the in-house OD group and senior management, I provided residential and non-residential workshops for executives and senior professionals, which complemented a state-wide executive leadership program. We then set out to build accompanying leadership in middle management, and I designed and conducted a 5.5-day residential workshop, linked to professional development planning, which was provided to over 600 managers. I also worked with key in-house people to deliver various team workshops, storytelling workshops, coaching, advice, an in-house video and book. QUT completed two studies of the department's dynamics over time, and found a significant change towards a relational leadership culture.

Applying Leadership to an Engineering Project

Over three years, I supported a $400m alliance infrastructure construction project. The project was particularly complex, as it was located within established infrastructure, and involved five alliance partners. I provided a mix of short, integrated interventions - a series of 3-day residentials, initially for the management team, then covering mixed groups of managers, superintendents, foremen, and professionals; individual coaching; process observation and follow-on short workshops for the management team; inter-alliance relational workshops; a series of follow-on half-day and 1-day workshops in interpersonal skill applications; and programs to enhance a mentoring initiative, and to harvest stories to help build positive modelling for safety. There were further workshops for the management team. The project was delivered on time, under budget, and with a exceptional safety record.

Integrated Leadership Development Across Multiple Levels

A large logistics company, operating in Australasia and Asia was keen to build a suite of complementary leadership development programs for several levels in their business. We designed a framework for process-driven designs which included a variety of key focusses, depending on the breadth of responsibility at different levels. Four distinctive levels of program were delivered - Executive Team workshops, to build strong team dynamics, access to the shared language of the programs, and a model in that team of good leadership; An Advanced Leadership Program for senior managers, comprising two 6-day residential workshops, enclosing 5 months’ group project work on a key company change initiative, and including a Board presentation; A Middle Management Leadership Program, focussing on self-awareness, interpersonal and team leadership, comprising an 8-day intensive residential workshop; and A Graduate Leadership Program, to complement the company's wider 2-year graduate program, comprising a 15-day program, in conjunction with Outward Bound Australia, involving an in-base week, leading to a focussed 7-day journey, and including neurological models and archetypal interviews.

Helping Scientists Connect to Clients

A large research company had a long-standing expert and introverted culture which was impeding client relationships and collaboration. I facilitated a series of intensive 6-day residentials in interpersonal micro-skills, built from NLP and a structure of a large number of practical exercises. All managers and scientists took part. The client reported a significant shift in both attitudes and skills. We subsequently designed workshops in performance management, and leadership development.

Preparing the Next Generation of Executives

A large logistics company was keen to focus on developing their next generation of executives both as leaders and agents of effective change. I designed and conducted several powerful long-term development programs for experienced managers currently reporting to executives. The program, which ran for 15-18 months, brought together participants from across the business. It included experiential residential workshops of six, six, three, three and two days; a company-wide change project in two phases (scoping/design and implementation), and intensive support from an executive team member. The program created opportunities for learning leadership, team and organisational dynamics, change management, self-awareness, and people skills. A by-product was the enhancement of cross-company networks.

This initiative was reinforced with several three-day retreats for the Executive Team, and individual and team coaching.

Leading an Industrial Workplace Change

In an industrial mill with over 100 operators and a history of low morale, a "them and us" culture between workers and managers, and very low safety practices, I worked with a colleague to build a foundation for leadership, trust, and collaboration. Over 18 months, all operators and supervisors voluntarily attended a six-day residential program to install a new dynamic and core skills, assisted by full participation by the manager in all programs, and several workers repeating their attendance "to support their mates". This foundation was used by the manager and staff over two years to create a new spirit and dramatic new involvement in the running of the plant. Morale lifted strongly, production increased dramatically, $2 million was trimmed from running costs, and quality and safety improved measurably. Shared responsibility became a reality.

Building Leadership and Management Capacity for the Next Generation of Executives

A large healthcare Not-For-Profit, with operations in hospitals, retirement and aged care, and community care, wanted to ready experienced senior professionals and middle managers for roles in business management teams. With the client, I designed a series of 6-month programs which included leadership development, team dynamics, and business management knowledge, in conjunction with national executives. It contained two residential workshops of 5.5 days, an ongoing group business change project, executive sponsorship, and a presentation to the national executive. Within a year or so, several participants were promoted into business leadership positions.

Extending Executives' Leadership through Storytelling

Many organisations have developed an interest in recent years in using story as an important and influential leadership art. I have designed and conducted a range of intensive residentials for executives in industry and in state government (within and across departments). These programs have included a mix of theory and 'on-your-feet' practice, in order to build usable skills and understandings. The practical aspects have focussed on building and communicating shared vision, change management, compelling presentations, coaching and mentoring, safety, and shared identity. One residential workshop, for five days, involved the whole Executive Team of a large government agency, with a potent by-product being the cementing of their own team relationships, understanding of corporate history, and shared perspectives through story.

Supporting People-Oriented Leadership Throughout Management

Information technology consulting companies tend to have flat organisations and constantly changing structures conditioned by selling, designing and delivering IT solutions. This company was keen to build more skilful and adaptive leadership for its cohort of constantly changing project and bid team leaders - 'people leaders'. I provided week-long residential workshops for groups which all included both people leaders and members of the company management team. The focus was on the range of leadership development elements of self, interpersonals and teamworking. There were subsequent retreats for the management team, supplemented with coaching.

Developing a Collaborative Culture

A newly-integrated state government agency, with a very diverse set of responsibilities, was seeking to build a collaborative culture based on a strong relational capacity and broad-based leadership through all levels of management. We put in place a shared platform with week-long experiential workshops for groups containing all those levels, including executives. These groups divided into learning sets of five or six participants to continue a disciplined process of action learning, meeting each three weeks for several months, co-facilitated by in-house OD professionals. I supplemented this work with group facilitation, process observation, coaching, evaluations, teamworking, change management, and advice.

Global Leadership Development

A global resources company instituted several leadership development programs for its managers and graduates at various levels. I co-designed one of those programs and acted as the primary process consultant for up to nine residential programs a year, each running for 11-15 days, for middle managers from 30 countries. Each program was fully interactive, and in each group, we created a model of a highly effective human system 'in the room', live. Participants learned about how to build and lead such a system, through direct experience and reflection. The power of the group (usually 24 participants) and its available leadership, was tested in each group with a large and complex business planning task and presentation, to be completed in less than 20 hours of elapsed time ... a test which each group 'passed'. The workshops included a process-driven design, utilising a wide range of models and approaches, and multi-layered and embedded patterns.