Executive Team Coaching (including assessment, individual feedback, coaching, and facilitation) for the executive management board of a supply chain organization.
This team had experienced a great deal of churn in the past year, and many new members were serving on a management board for the first time. The executive sponsor recognized that the team was focusing more on functional than organizational issues, and wanted to help them become more effective as an executive leadership body. Team members needed to think bigger, to challenge proactively, and to create an environment for transformational change within themselves and the organization.
The Peak Development Solution
Peak Development recommended Board Coaching to enhance the team’s abilities. As opposed to more programmatic approaches, which foster an intellectual understanding of team issues, our Board Coaching methodology embeds team development in the daily work of the team, aiming to provide in-the-moment feedback and encourage real-world application.
To begin, we conducted one-on-one interviews with each board member to understand the current functioning of the team, as well as individual strengths and areas for improvement. This data was shared in both individual and team feedback sessions. We also used a behavioral assessment tool to help the team identify their working style and build a common language for bridging differences.
Armed with a better understanding of their functioning, the team was challenged to address several strategic pillars of the organization: strengthening the company’s vision for the future, developing a three-year strategic plan, and transforming the company’s way of operating. These key business priorities required the team to work together and to function as organizational leaders. Peak Development served as a periodic facilitator and executive coach throughout this process, guiding the Board in their work on their strategic priorities.
The Board has risen to the challenge, shifting their relationships with one another and collaborating as organizational leaders. As part of their work on the company’s strategic pillars, they committed to reducing their cost of goods sold (COGS) by 50%. It is a bold goal, and one that likely would not have been set prior to the commencement of this project. However, as it arose from their work together and their shared vision for the company’s future, the team feels ownership and has already made progress toward its achievement.