Leadership Development Case Example

The Project

• A leadership alignment consultation was requested for five executive leaders within a large scientific research and development organization.

The Problem

• A benefactor awarded the organization a large sum of money for increased research and development activities.
• Leadership was unable agree on future initiatives and spending priorities.
• The senior leadership team was not functioning as a united governing body. Individual leaders identified themselves more with their individual divisions and less as senior leadership team members.
• The executive director was hesitant to make unilateral decisions on spending priorities because of fears that this would show favoritism, alienate leaders and render the leadership team even less effective.
• The inability to choose a direction and provide results was putting the funding at risk.

The Process

• Interviews were conducted with each leader to learn about individual visions for the organization and to gather ideas for research collaboration among divisions.
• The consulting team created a themes report that balanced transparency with confidentiality. This report was first presented to the executive director, and then delivered to the entire senior leadership team.
• A multi-day retreat and follow-up meetings were conducted with the group.

The Results

• Team members gained insight into their dual roles as division leaders and members of the senior leadership team.
• There was increased recognition of divisional inter-dependence. The senior leadership team members identified ways of collaborating that would lead to greater organizational success.
• A shared vision for the future was created that aligned organizational strengths with external opportunities.
• A process was developed to select research and development initiatives.
• The senior leadership team planned a united approach for unveiling the new research and development initiatives to the benefactor, the organization and key external stakeholders.
• Divisions that benefited most from the new initiatives identified ways their divisional successes could benefit the entire organization.