Leadership Strategy & Development
FOR ORGANISATIONS
Clarify what your strategy requires from leaders and develop the capabilities to deliver it.
Leadership development should begin with the business, not with a generic framework of what good leadership looks like. A truly effective development plan is only possible once the business has defined what it needs its leaders to deliver.
LEADERSHIP STRATEGY & DEVELOPMENT
We help organisations translate business strategy into clear expectations and capabilities for leaders. In a next step, we design and deliver tailored leadership-programmes, workshops and offsites to equip leaders with the necessary mind-set and skill-set.
Case Study
Schwartauer Werke | Management Team Development
A Shared Compass for 2030
Turning a long-term direction into clearer choices, aligned priorities and a shared approach to leading the business.
The Challenge
The management team at Schwartauer Werke wanted to agree on a clear direction for 2030 and what it meant for the business today. They needed to identify the decisions still to be made, agree where to focus over the next few years and define what progress should look like in the near term.
They also wanted to work more effectively as a team: to understand the strengths each person brought, clarify what they expected from one another and agree how they would lead the business together.
The Work
The team explored three versions of 2030: evolution, revolution and disruption. Considering each from the perspectives of customers, employees, the industry and the wider group helped challenge assumptions and clarify the direction the organisation wanted to pursue.
From there, the team identified what needed attention over the following 12 to 24 months and what progress should be visible within 90 days.
Individual CliftonStrengths debriefs were combined into a team view, showing how different strengths shaped the way the team worked. This informed a team charter setting out what members expected from one another as they led the direction forward.
The Value
Since the offsite, the organisation has continued to make progress towards its 2030 direction. The management team left with greater agreement about the future, a clearer view of the decisions still required and a practical basis for aligning priorities and activity. The work also strengthened the team’s identity. Members gained a clearer appreciation of the strengths around the table, what they could expect from one another and their collective responsibility for leading the organisation forward.
“The offsite gave us a much clearer and truly shared understanding of what our 2030 ambition means in practice and where we need to focus as a leadership team. It strengthened alignment, accelerated decision-making and created real momentum for turning our long-term vision into action.”
MARKUS KOHRS-LICHTE, CEO CENTRAL EUROPE, MD SCHWARTAUER WERKE
