Building Leadership Capability and Cohesion Across a Newly Formed Senior Management Team
The Brief
The two top executives in this globally recognised medical research organisation sought assistance to enhance their leadership effectiveness.
The goal was to build on their individual and joint leadership capabilities and strengthen executive alignment. Concurrently they were keen to kick-start the integration and cohesiveness of their newly formed executive team in the lead-up to the finalisation of the Institute’s 2025–2030 strategic plan.
Improvement in Performance
Studies show that executives who receive coaching report a 70% improvement in work performance, according to the International Coaching Federation (ICF).
Lower Turnover Rate
Organisations with effective leadership development programs have a 30% lower turnover rate among employees, as leadership development fosters employee engagement and loyalty.
Reference: Harvard Business Review, "The Impact of Leadership Development on Employee Engagement" (2017)
Companies report Enhanced Leadership Skills
85% of companies report an improvement in leadership capabilities as a direct result of implementing leadership development programs, leading to better decision-making and team management.
Reference: Deloitte, "Global Human Capital Trends" (2019)
Higher Return on Investment (ROI)
Leadership development programs yield an average return on investment (ROI) of 6 times the cost of the program, reflecting the significant value they add to the organization.
Reference: Korn Ferry, "The Real ROI of Leadership Development" (2018)
The Process
The CEO and COO worked with Dr Marianne Broadbent and Naomi Fox at Future Leadership, co-designing two streams of this tailored program.
Stream 1 involved working with the CEO and CEO individually and together on feedback and development insights. Stream 2 included foundational elements of FL’s Team Acceleration program for the newly formed executive team. These streams proceeded in a six-stage program over 12 weeks.
The process included:
Stage 1: Co-Design & Input Gathering
Structured self-reflections and selected assessments were completed by the executives, providing insights and feedback and informed the development plans.
Stage 2: Individual Strategic Sessions
Each executive participated in two one-on-one sessions: the first on their career and aspirations, the second on feedback and development planning.
Stage 3: Joint CEO & COO Session
A joint session facilitated shared insights, alignment on leadership and SMT priorities, and strengthened collaboration.
Stage 4: Individual Coaching
A series of coaching sessions supported ongoing development, reflection, and application of insights.
Stages 5 & 6: SMT Workshops
Two facilitated workshops with the SMT focused on building trust, teaming capabilities, and ways of working. Team use of the FL Capability Framework helped to clarify and have the SMT agree on organisational and individual capability uplift needs.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
The program delivered measurable outcomes for individual, peer and team leadership:
Enhanced Executive Alignment:
The CEO and COO developed a stronger personal and shared understanding of leadership priorities and team dynamics, enabling more cohesive decision-making and strategic execution.
Elevated Leadership Insights:
Both leaders gained deeper self-awareness and clarity on their leadership styles, strengths, and development areas through structured assessments, careful and deliberate feedback, and coaching.
Stronger SMT Cohesion and Focus:
The SMT workshops built greater trust, fostered a shared language of leadership and built momentum toward a more collaborative and enterprise-focused leadership culture.
Strategic Readiness:
The program supported the Senior Management Team in preparing for the implementation of the 2025–2030 strategy, delivering better leadership alignment and team insights.
We now have a clear understanding of our strengths, areas for focus and agreed priorities. The SMT has a greater grasp of their role and responsibilities as SMT members and as organisational leaders.
