Reinvigorating Executive Team Dynamics and Performance through Comprehensive Capability Assessment in Government Business Enterprise
The Brief
Future Leadership was engaged by the CEO and board members of a government business enterprise facing increased pressures from global trends and complex emerging technologies.
Although the executive team had been working effectively together for some years, they were now encountering vastly different expectations from government, industry, and citizens. The challenge was to rethink, renew, and reposition how they were working and delivering. The core focus was on growing their capability, improving service offerings, and restrategising stakeholder and community engagement.
Increase in Leadership Effectiveness
Organisations using psychometric assessments like Hogan for leadership development report a 25% improvement in leadership effectiveness and decision-making.
Reference: Hogan Assessments, "The Business Impact of Personality" (2020)
Increase in Employee Engagement
Companies that implement capability assessment programs experience a 30% increase in employee engagement, as assessments help align employees with roles that match their strengths and potential.
Reference: CIPD, "Talent Management: Understanding the Dimensions" (2018)
Reduction in Turnover
Organisations using psychometric assessments as part of their talent management strategy see a 40% reduction in turnover among high-potential employees.
Reference: SHRM, "Using Assessments for Talent Management" (2019)
Improvement in Team Performance
Teams that undergo capability assessments show a 20% improvement in overall team performance due to better role alignment and understanding of individual strengths and development areas.
Reference: Gartner, "Harnessing the Power of Assessments for Team Success" (2021)
The Process
Future Leadership began the process by introducing the CEO and executive team to a series of individual self-reflections, self-assessments, and selected psychometric assessments.
Each participant met twice with two members of the Future Leadership partner team to better understand their strengths, areas for development, and how they perceived themselves compared to external feedback. These sessions laid the foundation for their individual Personal Development Plans.
The team was then brought together for workshops to discuss ‘what’s working well and what’s not working so well.’ These sessions focused on building trust, sharing individual learnings, understanding how high-performing teams develop, and addressing immediate issues related to their working dynamics. The team collectively agreed on their KPIs and established a cadence moving forward. This was followed by further one-on-one sessions and regular check-ins with the executive leadership to monitor and guide their progress in alignment with their Personal Development Plans.
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 dynamics of the executive team shifted considerably, with participants applying their learnings to implement a more collaborative and forward-looking approach.
Their outlook transitioned to embracing future challenges as opportunities for better engagement, both internally and externally. As a result, they were able to better model the behaviours they sought from their own teams, driving a positive change in the organisation’s culture and performance.
