This organisation, with professionals from across law, economics and finance, had recently undergone an internal re-organisation which also saw changes to roles and new directors in the executive team.
Talik was invited to provide coaching and development to the top team as they stepped into their new responsibilities, helping them explore the complex interconnections, interdependencies and unspoken contracts between them. Tensions between the professional teams they led were mirrored in the microcosm of the top team.
Over a two-year period, the coach met with the team regularly, in person and on-line, introducing the Talik coaching model and other relevant theory in system leadership, psychology, group dynamics, helping the executives make sense of their experience, the challenges they were facing in leading the business through change and their relationships.
Psychometric tools cast light on differences in styles of leading, learning and communicating. The Talik model and method brought structure to their meaning-making and provided accessible language to express difference and confront issues.
The organisation continued to work through considerable change in the period, as geopolitical and economic adjustments affected their business model. Coaching provide an invaluable safe space to engage with new data, examine their assumptions, improve their methods of sense-making and decision-making, and determine how to show up as leaders in a volatile environment. Over time the team moved from acting as a ‘committee’, representing their different siloes, to a true team showing high trust, strong collaborative norms and benefiting from their different leadership styles to create something greater than the sum of the parts.
