Sector: |
Health |
Issue: |
Leadership learning and development |
Background: |
The CEO recruited a talented senior team, hungry for advanced learning in their field and beyond. She sought to engage the team in a new exploration of leadership learning, wanting the group to co-design a "toolkit" built upon a flexible set of individual learning paths that could also contribute to higher levels of collective learning, strategic thinking about the future, and a more trusting, resilient organization culture. |
Challenge: |
Some of the leadership team were not as actively engaged in new learning, so the group had not reached high performance levels resulting in barriers to innovation, leadership development, and optimal effectiveness-not just for the organization but for the benefit of the region served. |
Solution |
Among the senior team, create a strong fit of leadership learning practices and a heightened commitment to catalyzing a regional vision of health and well-being fueled by philanthropy.
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Result: |
Regional vision and long-term business scenario development, plus a clearly articulated organizational theory of change, have led to the leadership team's sharper strategic analysis and to opening the board's perception of the need to act bigger and adapt better. |