A global pharmaceutical company had a strong executive leadership team, but the CEO – anticipating a host of company challenges ahead – needed the team to perform at an even higher level.

 

A discovery process revealed that team meetings served as a series of functional report-outs, creating a hub-and-spoke dynamic with the CEO and missing opportunities for integrated decision-making.  Team members described their meetings as “nice” but said that important issues went unspoken and important decisions unaddressed. 

 

In addition, perceptions of the leadership team by next-tier leaders was lackluster.  Employees did not have a clear, compelling narrative about the future of the company and sought greater inspiration and alignment from their senior leadership team.

Through a collaborative design process, we developed and delivered a series of team effectiveness sessions that illuminated key dynamics within the team and set a path toward higher performance. 

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Leaders underwent Hogan assessments to learn about their individual styles of leading and the natural tendencies of their teammates.  Through exposure to futurists, outside firms and other industries, the team elevated its enterprise thinking and its skill at seeing around corners. The team also created a shared narrative of the company’s recent past, its current circumstances and key elements of the future, building a coherent and compelling picture to inspire employees.

 

The leaders received tools for working across functions and practiced solving problems in a more integrated way.  Finally, the team utilized platforms to engage more productively with the next tier of leaders.

As a result of the team effectiveness sessions, the executive team had tools and common language that helped them solve whole-company issues in a more integrated, productive, accelerated way. 

 

The next level of leaders had greater confidence in the leadership team, and team members felt a stronger sense of cohesion and alignment with their partners.