Our client, a FTSE 100 airline, had an operations department of 12,000 and extended leadership team of 20. The leadership team could not align its strategic focus and did not feel united. Many were burnt out and unable to perform under pressure, due to long working hours.
In order to become more focussed, strategic and collaborative, the organisation asked for Gate One’s support to address the mismatch of strategic priorities.
Working shoulder-to-shoulder with the extended leadership team, Gate One developed a bespoke programme, made up of a series of interventions over a two and a half year period.
Key interventions included:
- Personal effectiveness events focussed on supporting our client’s people in developing a more strategic mindset.
- Learning how to collaborate more, aligning on strategies and priorities.
- Leading through change: helping leaders manage their own and their team’s journey through the large-scale change.
- Stress resilience: giving the team the tools to work through challenging situations.
- Executive Coaching: helping leaders to generate the right environment for talent to flourish.
- Feedback tools to equip leaders to have difficult conversations.
This culminated in a clear shift in the performance of the leadership team – from a command and control culture to collaborative leadership styles. The operations department was noted as having the strongest and most aligned team in the company, and engagement surveys highlighted improved leadership performance.
An increase in strategic thinking and operating as a galvanised team enabled the department to secure funding for – and successfully mobilise – projects previously neglected, such as digitising their E2E operation. They gained a seat at the table on corporate strategy, and ultimately enhanced operational performance.