- Develop the capacity for the Editorial Board of 12 members to lead change.
- Significantly increase collaboration and communication across organisational boundaries.
- More rapid and successful execution of change initiatives and embedding of organic change.
- Increased innovation.
- Greater employee engagement with the resulting impacts on turnover and discretionary effort.
- Increase collaboration and teaming across the Editorial Board and editorial communitye.
- Increased management / leadership impact across progressively distributed teams.
- For the team to be much more pro-active – “To be masters of our own destiny”.
- More positive conflict in the editorial board meetings.
- Ownership: team members each have their own sphere of influence and are bringing initiatives to the board.
- More opinions being voiced within the board meetings and on the change agenda.
- Staff Morale – “I want a highly motivated team”.
- Specific coaching for the Editorial Director to prepare for the first team event. It was essential that he had a clear vision of success and could communicate this in an inspiring manner.
- Four x 1 day long team coaching events. The first two of these were more ‘scripted’ in that the first session’s goal was to ensure alignment around a common vision and ground this within their system of stakeholders; and the second’s goal was to ensure that the ‘norms’ of the team supported their effectiveness as a unit.
- Three ‘shadowing’ sessions where the coach observed the team at their regular Editorial Board Meetings and provides some on the spot feedback and coaching.
- Monthly 1:1 coaching for all team members via Google Hangout.
- Monthly group coaching sessions (by Hangout) where the team members coached each others on current challenges with support from the team coach.
- A series of three webinars to introduce and help leaders implement necessary theory in their context. These covered
- Change Leadership, Leadership in times of change and Motivating for Change.
- Inspiring Communication Workshops. We had identified a deficit in the team’s capability to communicate an inspiring message to their teams. This competency was deemed critical to their success.
- Coaching skills workshop. Coaching was seen to be a key leadership skill in changing the culture and increasing engagement. Previous generations of management had been far more directive, putting a low priority on people development.
- 360° feedback surveys for all members using the Hay/McBer Emotional & Social Competency Inventory (ESCI360).
- MBTI (Myers Briggs Type Indicator) personality questionnaires to help recognise and appreciate differences in the team
From a corporate perspective, the most important measures were
- The team’s ability to affect change, and
- Collaboration within the Editorial Board and across business units.
As can be seen, the team deemed that they made significant progress across all areas during the program. The least change was experienced in their direct reports though no direct intervention was made with that population.
Conversations with the executive team showed that a significant difference was perceived in the team’s cohesiveness and their ability to deliver change together. The team also started to drive change outside of their own function, becoming key players in driving strategy across the business.
Verbal feedback was sought and a selection of this feedback is captured here: