Services - Success Stories

A Global Team Faced With a Transition From Start-Up to Rapid Growth

The Situation

Following entry into a European market, a U.S.-based financial services organization was challenged in the ongoing management of the tremendous growth that resulted when they assumed the role of market leader. The parent company and its subsidiary recognized a need for outside assistance to solidify the strengths of the Senior Leadership Team (SLT).

What We Did

Through on-site observations of the SLT in action, completion of 360° feedback surveys and personality testing, as well as individual interviews both on-site in Europe and at the U.S.-based headquarters, we conducted a comprehensive leadership team assessment. This process identified the collective as well as individual strengths, challenges, and leadership styles/characteristics of the SLT and revealed:

• An environment of mutual respect among the leadership team was clearly visible; the leadership team was an established, cohesive group with effective working relationships, which had successfully leveraged their individual strengths for the start-up phase of their business (entry into the European market).
• Collectively, the team's well-balanced strengths and preference for initiating/leading ideas had been well suited to the start-up phase of a business; however, this profile was less suited to the firm's new focus on building and aligning processes and procedures for sustainable growth.
• The organization's senior leaders (both in the parent company and in the subsidiary) appeared to have overlooked the degree to which language and cultural differences were affecting the leadership team's interactions/efficiency.
• The team avoided conflict in the past, consistent with cultural norms, and issues were left unresolved.
• The team was very homogeneous in styles/personalities - and had not considered the impact this could be having on their efforts to grow.
• While there were strong leaders within the current leadership team, there were important gaps at the next-level down, indicating the team had insufficiently developed future capability.

The Results

After we provided individual and team feedback and coaching:

• The Senior Leadership Team demonstrated significant improvement in their communications; their discussions became more effective and comprehensive, as they increasingly identified and managed conflict effectively while exploring each other's perspectives.
• While in the past the team had primarily "led with their strengths," each member acknowledged his/her own challenges and implemented individual as well as collective plans for development.

The Outcome

The Senior Leadership Team, in partnership with the parent company, launched a three-year succession plan to groom a successor for the CEO, and implemented processes for building capability at the next-level (e.g., through ongoing development initiatives, key talent programs, and new hiring practices), a process that had an impact as several next-level leaders were subsequently promoted.

To obtain these results see our Executive Team Effectiveness Services.