Our client, a leading FTSE 100 consumer goods company supplies a wide range of household brands in the health, hygiene and home sectors across the globe.
The client recognised that their culture was too skewed towards results and ‘speed over perfection’ at the cost of truly enabling leadership, creativity, strategic thinking, team spirit and personal growth. They wanted to shape an intervention for their Top 400 leaders that would challenge current assumptions about their leadership and culture, and would create space for reflection and an opportunity to connect with, share and learn together with peers. They wanted their leaders to be more self-sufficient, take responsibility for the longer term success of their business, prioritise and make decisions, and challenge the Exec. They wanted an intervention that would help the Top 400 leaders to be more engaging, more inclusive leaders and to help shape the culture and the future of the business.
YSC partnered with the client to co-create a leadership development programme for the Top 400 leaders globally. We worked closely and iteratively with the HRD, Global Head of Talent and the Head of L&D to co-create a programme that would help leaders reflect on their personality, needs and aspirations and create their leadership story that they could then leverage to engage the business. The programme comprised of a 360 survey and psychometric instruments to help deepen self-awareness, a 2 day experiential workshop with some pre-work in advance, and 4 x 1:1 coaching sessions with a YSC coach after the workshop to embed learnings and commitments in their work. The workshop focused on helping leaders to figure out the Why, How and What of their leadership i.e. their sense of purpose and meaning, their leadership brand and the impact they want to have on the business. It also included a core experiential session on inclusive leadership. The programme was co-delivered by YSC and the client globally and is still ongoing – circa 7 global programmes a year with 12 participants each.
More than 150 of the top 400 leaders have now been or are going through this programme, with 80 -100 more planned to participate in 2018. The astute insights that this programme helped us generate on the client’s culture and leadership were shared with the CEO and HRD and helped, amongst other things, to inform the refresh of their values that were recently relaunched to help shape the future leadership of the business after a large acquisition and restructure. The feedback from participants has been strong and the demand for more programmes is a testament to their impact. Participants report increased self-awareness, a greater sense of choice in their behaviour and more ownership of their leadership impact. The programme has also been successful in creating informal networks among a population of leaders that were dispersed and rather isolated before.