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Outcome
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Outcomes
The changes senior leaders made during and after our programme – in the day-to-day, not only at the promotion round.
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What your leaders will do differently
What leaders start doing
What changes as a result
Notice a moment they would have missed before.
Credit attribution, interruptions, share of airtime, how meetings are run.
Question a judgement before it becomes a decision.
Promotion and moderation conversations reach different conclusions, because leaders have recalibrated their .
Distribute the stretch opportunities more widely.
The team’s capacity and capability increase, and leaders report their own jobs get easier.
Confer authority based on expertise.
The best contribution in the room is more likely to be heard than the loudest.
The programme has enabled me to do my job better. Team performance has increased and my job has become easier.
We have appointed women where in the past we have appointed men, and we’ve done that for the right reasons.
This is making me a better leader.
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Reported by participants on completion of the programme.
In practice
Leaders recalibrate their behaviours and judgement and start acting on what they had been missing.
Names and identifying details have been removed; nothing else has been changed.
The impact
What changes as a result
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A lasting effect
Typically, participant groups decide that the learning should be cascaded to all people managers in the organisation.
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Next step
Talk it through
Start with an initial conversation – about where your organisation is, what you’ve tried and where we could help. There’s no commitment.
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