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Taking on New Leadership Roles
The Challenge
An IT leadership team for a Fortune 100 company wanted to move from an internal vendor role to a strategic business partner role while also preparing its relatively inexperienced but high-potential management team to assume greater responsibility. The IT team had been successful as an internal vendor but was failing to act as a global catalyst for systemic change. The team had to step up, and step up quickly, if it was going to make the transition. Hiring additional leadership talent wasn’t an option, given budget constraints. This team had no choice but to grow in two years the way most grow in five years.
The Solution
Selby Group consultants worked with senior leaders to develop and implement a leadership competency standard and development process involving intensive feedback and planning. They coached 60 key leaders to develop their effectiveness at leading change, and provided leadership and team development training to enhance the IT team’s capacity to work together to solve complex technical and organizational challenges.
The Result
Members of the management team who received coaching have accepted broader and more responsible roles in the organization, in some cases being promoted two to three times in three years. All members report that their performance as a team has dramatically improved and that they’re able to create more sustainable decisions. The team has taken on more and greater strategic opportunities in the organization, moving much closer to its goal of becoming a global catalyst for systemic change.
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