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We built a programme for the infrastructure arm of this major construction group to unify its leaders, aimed at transforming its business culture and behaviour.
Looking to transform their business, the exec team wanted to tackle and set fresh standards to address behavioural challenges first.
Recognising that they shadow they cast as a leadership team was instrumental in defining culture and behavioural norms, a key starting point was around acting as ‘one’ themselves.
Their aim was to create a consistent and united understanding of ‘what good looks like’ and power it with skills development that translated into ‘better business’ mindsets and behaviours.
A detailed familiarisation fed into design of a practical, 4-day leadership development programme.
Roll-out focused first on the top 125 leaders with a second population of 200 leaders going through a condensed version of the learning in the next wave.
Results were immediate and palpable with the first groups becoming an inspiration for others by role-modelling key behaviours and skills to drive whole business change and experience.
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