Team- & Führungsteam-Entwicklung
Reset & New Beginning for a Leadership Team
Instruments: systemic diagnostics · sparring · facilitated offsite
Context
In a phase of heightened pressure to change, a European leadership team faced the task of realigning itself as a team. Over time, differing expectations of leadership, collaboration and accountability had emerged. Rather than treating individual symptoms, the team set out to deliberately address its collaboration – as a positive new beginning.
Task
The aim was a shared basis of understanding: How does the team want to collaborate in the future, which communication patterns help – and which do not? Who is responsible for what, and where are the limits of leadership responsibility?
Approach
Systemic and multipartial, following four principles: confidentiality (individual statements remain protected; only consolidated patterns, not individual statements, feed into the joint reconciliation), a systemic view (interplay and dynamics rather than evaluating individuals), adaptivity (the approach is reflected upon after each milestone) and multipartiality.
Formats
A transparent kick-off within the leadership team; confidential, systemic one-on-one conversations with all members; sparring with the top executive to contextualize the consolidated picture of the system; a facilitated offsite in which the team jointly reflected on the diagnostics, prioritized two to three areas for development and agreed on initial guidelines for collaboration.
Role
PUETTGEN Consulting was responsible for the architecture and framework of the process, the systemic diagnostics, the sparring with the top executive as well as the design and facilitation of the team offsites – throughout as a multipartial, external facilitator.
Transfer
Instead of large programs, pragmatic routines emerged that work in everyday leadership practice; the scope and architecture of further steps were deliberately decided only on this basis.
Distinctive Feature
Confidential top-team work: the strength lies not in the name, but in the methodology – systemic diagnostics, multipartial leadership team support, sparring with the top executive and offsite architecture.