An Edinburgh-based online travel agency had been acquired twice and experienced rapid global expansion since its inception in 2004. This growth had brought together teams from Latin America, China, America and Europe mixing different ways of working. Frequent staff turn over and change of management caused cultural clashes.
A recent organisation-wide, international restructure to adapt more agile ways of working was faced with resistance. The organisation had a 20-person extended leadership team spanning multiple departments and based in various locations. Our client wanted to bring their leadership team together to refocus and work more collaboratively.
A rapid diagnostic revealed the existing culture, individual roles within it, what to take forward, and what behaviours and actions could be destructive. We carried out a series of interventions.
- Understanding our own personal styles, then understanding others’.
- Interpersonal communications, building on personal styles and the interactions between them.
- Collaboration within teams and with other clients and stakeholders.
- One-to-one coaching activities which took the group through the history of their teams, upskilling, how to better help team members and peers through coaching while also being coached on personal challenges of their work.
This built a culture of psychological safety and enabled leaders to open tough, vulnerable conversations. Teams that only have online relationships were left feeling more connected, galvanised, motivated, and excited about the new world, but also personally reflective of ways to change.