Leadership Transformation

The problem

For many of these leaders, who had been in the company for over 20 years, personal development had not been a priority for quite some time. The company had recognised the need to invest in its leadership and had set up four quarterly face-to-face leadership programs. However, they wanted additional support between these sessions to ensure the leaders had the space to reflect, engage with the content meaningfully, and consider how to implement their learnings back in the workplace. The client also wanted a true partner to support it on its leadership transformation journey.

The culture of the organisation was highly compliant, and many of the leaders were steeped in traditional ways of working—something that the company was keen to tweak. The goal was not just to teach leadership concepts but to create a community of curiosity, learning, and transformation—moving away from old norms and building a new, dynamic leadership culture that could drive the company’s growth.

Adding complexity to the situation, during the course of the program, the company was sold, creating an additional layer of personal and professional challenges for the leadership team. Alongside the leadership development initiatives, the company also wanted to leverage engagement data from their internal survey —data which had never been collected to this extent before—and use it for growth, not just to assess but to drive meaningful leadership transformation.

The solution

VB&A responded to the client’s needs by providing three of their top Coaches, each highly experienced in working with large groups of senior leaders, particularly in complex and change-driven environments. These Coaches were chosen for their ability to help leaders think differently, overcome entrenched mindsets, and navigate personal and organisational challenges with confidence.

Over the course of 12 months, VB&A’s team worked with the 50 leaders, conducting four virtual 90-minute sessions with each. The team also worked closely with the Talent Development team, sharing insights in real-time to shape future leadership modules. The coaching sessions were designed not only to support the leaders through their leadership programme but also to offer a reflective space where they could process the engagement data from their teams. The coaches facilitated discussions on key leadership themes such as managing performance, leadership styles, delegation, intergenerational working, and navigating strategic change.

Importantly, these sessions also allowed for personal coaching on topics such as how to manage the emotional and strategic challenges posed by the company’s sale, while aligning their leadership approach with the evolving business needs. The program allowed the leaders to shift their mindsets, develop a more growth-oriented approach, and engage deeply with their teams.

The outcome

The transformation journey that took place over the course of the 12-month programme was profound. Leaders who had once adhered to traditional, compliance-based management approaches began adopting a more inclusive, growth-oriented mindset. The coaching program was successful in not just enhancing individual leadership skills but in fostering a broader shift in how leadership was perceived and practiced within the organisation.

Through the coaching sessions, leaders gained clarity on how to apply the insights from team engagement data to improve team dynamics, performance, and communication. As the company navigated its sale, the leaders were better equipped to manage the uncertainty and challenges, while also seizing new opportunities for growth. The space provided for reflection and personal development enabled them to step out of their comfort zones and begin thinking strategically and innovatively.

Upon completing the fourth coaching phase, VB&A provided the client with a comprehensive overview of the key insights and emerging themes. In addition, we presented actionable strategies and concrete recommendations to ensure the leaders’ ongoing personal development and sustained improvement in leadership performance.

Many of the leaders have continued their coaching relationships, recognising the long-term value in the investment made in their growth. The business itself has benefited from improved leadership, higher team engagement, and stronger retention of talent. More importantly, the company has created a sustainable, evolving leadership culture that can continue to thrive through further organisational changes.