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How it works
Our programmes are built around three key areas:
Our engagement
If information changed behaviour then we would all be teetotal
millionaires with six packs.
James A. King
We work with clients over an 18 month period because sharing information is not enough. Behavioural change takes time to embed and normalise – it doesn’t happen after a single workshop, or by reading a 200-page-door-stop strategy document. Through our variety of engagement types and coaching/support throughout, we help SLTs embed the commitments they make to one another.
Our 'wedge' approach
Preparation
We conduct thorough planning with the CEO or MD to structure our engagement and confirm outcomes, as well as agreeing how we will layer our approach on existing frameworks. We conduct detailed interviews with all SLT members, observe meetings, and review existing strategy and planning documents. Our aim throughout is to increase our understanding of the business, its challenges and opportunities, how decisions are made and work coordinated - all to enable programme refinement. We also use a diagnostic tool to highlight climate, team and leadership performance.
Workshop 1 (3 days)
The first three-day workshop is based around high performing team and leadership behaviours. We explore the ways of working and behaviours that will improve the SLT’s collaboration and leadership of their own teams. Sessions are interactive, mixing theory with practical challenges and tabletop exercises to bring the concepts and models to life. Feedback and review are consistent throughout; discussions always bridge back to real world application for the SLT, and performance improvement in the business.
Our Adventurous Experience can be included in Workshop 1: a challenging initiative-based 24 hours, with the team immersed in a scenario run in the UK wilderness. The experience is completely adaptable to reflect the abilities of those taking part, and is dynamically adjusted on the ground to balance challenge, stretch and enjoyment. The scenario is fast-paced and ever-changing, placing unforeseen challenges in the team’s path. They must assess situation changes and risk before making decisions under pressure. In achieving success, they recognise their collective ability to overcome adversity, boosting team morale and competitive spirit. Trust in one another, and identity of the team, are strengthened as a result.
Workshop 2 (3 days)
The second workshop is based on gaining strategic clarity and alignment on business activity, while exploring our adaptable execution approach. Through various exercises, we determine the long-term direction and aims of the business, before focusing in detail on the upcoming year and quarter. The framework balances the management of BAU on-going efforts, alongside creating real focus and convergence of effort around one or two objectives to drive real impact. We also introduce the adaptable execution methodology the team will work with on a weekly basis through to subsequent Quarterly Performance Reviews. This weekly cadence ensures real focus on achieving the quarter’s priorities, while addressing the key challenges facing the business on an ongoing basis.
Q1 Support
Making commitments during an offsite is fairly easy. However, returning to the business - with the inevitable distractions, frictions and competing priorities - can make following these commitments tricky. Before you know it, a whole quarter has passed. To help avoid this, we join weekly meetings through the first quarter to assist the SLT in using the execution frameworks and embedding the ways of working they committed to in the workshops. We also support members with any implementation challenges they’re facing, as their needs arise.
Quarterly Performance Reviews (1 or 2 days)
We take the SLT off-site for a full day session at each quarter-end. This provides physical and conceptual time away from day-to-day issues to think strategically on the business and encourage cross-functional integration. As well as reinforcing their agreed behavioural ways of working, teams review the year’s objectives and progress made in the quarter, identifying the causes for success/failure and what actions are now required. Consideration of the current situation, and any emerging challenges or opportunities are discussed, before aligning and gaining clarity on priorities for the next quarter, as well as any support required. This review is two days at year-end (to include next year’s planning).
Coaching
We take a coaching approach to our engagement, with the aim of developing competence and confidence in the SLT using the framework, as well as connection between all members. We also, through our associate executive coaches, offer 1-to-1 sessions alongside the engagement for individuals seeking personalised development in greater detail. Our coaches range from industry veterans to human performance specialists and are paired with the coachee’s aims in mind, following introductory calls.
Support
Our team works closely with clients throughout the programme in addition to the above, ensuring progress and accountability. Our success is determined by the business’ success and we remain fully committed to supporting this.
Cascade
To gain real momentum, we typically ‘cascade’ the approach one or two levels down the business. This is shaped differently depending on the business’ organisational structure, but typically covers a 12-month period, starting 6 months after exclusive work with the SLT (to coincide with the 18-month end of programme).