Building an effective leadership team ready to face business challenges


Following the appointment of a new Managing Director, Value Partnership was engaged to partner with a division within this European multinational company that originated as a combination of two businesses, one based on the commercial market and one on the Government market. The business had acquired a highly entrepreneurial commercial security business to complement its existing commercial arm but had failed to fully integrate it into the Group.

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The MD quickly identified the need to re-energise the integration of the acquisition, increase customer focus and product innovation across the business and achieve a step change in its ability to execute and deliver to customers. There was a legacy of complex projects not being delivered on time, causing challenges with forecasting and managing resources, resulting in frustrated customers and low morale.

The MDs first goal was to build an effective leadership team who could provide cohesive leadership to the business. For this to happen the leadership team needed to strengthen their skills and capabilities to reinforce a culture that would enable successful delivery to customers and provide a place that people really wanted to work.

A Value Partnership consultant worked with the leadership team of 12, designing and facilitating 3 workshops over a 3 month period. Prior to the first workshop, one to one interviews were held with each member of the leadership team exploring the challenges and opportunities facing the business both now and in the future and their individual perspectives on the priorities for the leadership team. The key themes from the interviews were shared with the MD and the team enabling them to explore together where they were aligned and what issues were most important for the team to address next.

Over the course of 3 workshops the team:

  • agreed a shared purpose and resolved to start thinking and acting as leaders of the business rather than managers of their respective function; silo thinking had hindered progress.
  • established a shared vision for the business and key priorities and ensured their respective objectives were aligned.
  • built relationships and trust and recognised and valued each others contributions and strengths
  • identified key stakeholders internally and externally and how they might need to need to respond differently to them going forward
  • agreed some ground rules for how they would behave for when they were together and apart, these were reviewed regularly to encourage challenge and debate.
  • gave more candid feedback to one another and debated issues more constructively.
  • reflected that the challenges faced by the business demanded them to lead differently and more cohesively. They agreed to be more visible, provide greater collective leadership to the business and feedback to one another. This resulted in other members of the leadership team holding engagement sessions with teams that had previously been solely done by the MD.

MDs experience working with Value Partnership

Value Partnership took the time to appreciate the history and context of the wider Group and got under the skin of the business challenges to clearly understand the task that lay before me and my leadership team. The consultant built relationships with each member of the team and brought her expert guidance to help us to become a more effective team with the capabilities to face the challenges ahead.

The consultant partnered with me and my team sharing knowledge and experience of working with other complex teams who operated virtually and designed each of the workshops to meet our specific needs. The workshops were interactive; we addressed issues in the moment and worked flexibly to achieve our goals with authenticity and humour. The focus was on enabling us to be more confident, resourceful and able to work things out for ourselves.

As a facilitator of this cultural journey our consultant gave insightful comment, drew on her deep experience and encouraged us when we ran low on energy. She didn’t lead us or act in a way which might have made us dependent on her. As a result, when she wasn’t there we were still able to carry on the journey that we had defined.

Where we helped

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