Working with a corporate executive, we were struggling to get some clarity into his thinking. He knew the problem well enough; the business results were mediocre and the leaders who worked for him did not seem to care enough to do anything about it. The word “care” was causing the problem. When we used it the thinking became woolly, when we ditched it the conversation became stale.
The executive, who was acknowledged as being a strong leader himself, was getting frustrated that his leadership values, particularly around “care”, were not alive in his organisation. The problem was that he could not describe powerfully and realistically to leaders what he meant by caring for their people.
We decided to ask his team how this executive cared for them. We took their answers, verbatim, and put them into a short film. The film was shown to all the leaders in his organisation. The effect was immediate and striking. The previously vague language had become real and compelling and leaders were able (and more importantly motivated) to improve their own leadership as a result.
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