Behavioural change needs to be addressed in a number of angles. A set pattern of working can be ingrained into people’s working lives possibly for years (and even careers), so we tripled up— using workshops, coaching and virtual learning to break negative routines. We covered real conversations and how and when to have them, and not just for the leaders, but also included their teams and direct reports to support and embed a new style from front to back.
We focused on performance management and bringing a coaching style of leadership to the foreground. As well as breaking down silos, we developed effectiveness markers to see how teams tally with the wider organisation’s goals. In short, a comprehensive approach made sure the change happened at scale and with focus.