Group Leadership Team development program
Background
The client is a leading provider of innovative automotive accessories in the Asia Pacific region. They specialise in wholesaling and retailing a wide range of products aimed at enhancing the functionality, durability, and aesthetics of vehicles.
With 15 leaders in the group leadership team, they embarked on a three-year leadership program aimed at enhancing teamwork, emotional intelligence, and deeper interpersonal connections within the team and more broadly across the organisation. Essentially, they recognised the importance of cultivating stronge more aligned leadership within its senior team.
The opportunity
The challenge for Aeroklas was to develop a comprehensive leadership program that would equip senior leaders with essential skills and capabilities needed to lead effectively in a dynamic and competitive market environment. With no prior leadership development for this team, the program needed to be structured, progressive, and tailored to the specific needs and context of the leaders and organisation.
Approach
Year 1: Teaming together
The first year of the program focused on building strong teamwork amongst the leaders. Utilising the Team Management Profile (TMP) as a diagnostic tool, individual work preferences and styles were assessed. Through a series of 1:1 debriefs and team workshops, leaders gained a deeper understanding of themselves and each other, fostering more effective collaboration and communication within the team.
Year 2: Leading with emotional intelligence
In the second year, the focus shifted to elevating emotional intelligence (EI) amongst the team. Participants completed the MSCEIT diagnostic survey to assess their emotional intelligence competencies. Following individual debriefs, workshops were conducted to unlock learnings and develop strategies for leading from a stronger emotional intelligence perspective. The outcome was a stronger sense of self-awareness and the ability to engage in more vulnerable conversations, leading to deeper connections and trust within the team.
Year 3: Going deeper together
Building upon the foundation laid in the previous years, the third year aimed to take team dynamics and individual insights to a new level of depth and understanding. The Lifestyles Inventory (LSI) and Group Styles Inventory (GSI) were introduced to further explore individual leadership styles and group dynamics. Through facilitated discussions and reflective exercises, leaders delved into more nuanced and authentic conversations, strengthening their bonds and collective effectiveness as a team.
Outcome
The three-year leadership program yielded significant outcomes for the organisation and its senior team:
Enhanced Teamwork: The leaders developed a greater appreciation for each other’s strengths and preferences, leading to more cohesive and collaborative teamwork.
Improved Emotional Intelligence: Leaders cultivated higher levels of self- awareness, empathy, and interpersonal skills, enabling them to navigate complex challenges with greater emotional resilience and effectiveness.
Deeper Connections: The program facilitated deeper connections and trust among team members, fostering an environment where open and honest communication flourished.
Sustainable Growth: By progressively building upon each year’s learnings, the organisation ensured that leadership development was not only impactful but also sustainable, embedding a culture of continuous learning and growth within the organisation.
Conclusion
The three-year leadership program demonstrated a strategic and holistic approach to leadership development. By addressing key areas such as teamwork, emotional intelligence, and interpersonal dynamics, the program empowered the senior team to lead with authenticity, empathy, and resilience, driving success and innovation within the organisation.