CASES · LEADERSHIP
Team development in a leadership team
Eighteen months, six modules and a leadership team spread across several countries and sites. Together we developed strategy and a target picture, clarified roles and organisational design, and worked on the question of how this leadership team decides and leads together.
The engagement
- Client Vattenfall
- Sector Companies · Energy
- Period 2021 – 2023
- Locations Online · Schoorl · Hanover · Leipzig · Cologne · Düsseldorf
- Service Leadership development · team development
- Format Six modules · accompanying team work
THE PROCESS
Six steps, six places.
1 Starting point
Setting the programme up together.
The work began with an online session in which the leadership team brought in its themes, expectations and development questions. Out of that came the architecture for the modules that followed. It was also the last purely virtual session after the Covid period — after that, the collaboration deliberately moved back into shared rooms.
2 Approach
One theme per place.
Each place stood for a different question of development: strategy, purpose, vision and the 2025 target picture in Leipzig; organisational design in Schoorl; the roles of leadership and project management in Hanover; team building in Düsseldorf; customer focus in Cologne. In between we worked with individual teams in Amsterdam, Copenhagen, Cologne and Berlin on translating it into their own everyday work.
3 Result
Collaboration described anew.
In the final workshop the team described its collaboration afresh: how it works, how decisions come about and what its members expect of one another. A short time later the head of the unit moved to another division. I could recognise a good deal from this journey there — not as a copied model, but as lived leadership practice.
FROM THE WORK
Insights.
Participant feedback
“What I really enjoyed is the theoretical foundation that leaves me thinking a lot plus the hands-on approach to get real solutions to our problems.”
Sven Jacobs, Head of Vattenfall Procurement Indirect
A systemic reading
The core of a leadership team shows in how it arrives at decisions. Strategy work creates a shared object for that: differences become visible, interests have to be negotiated and decisions carried together. Trust arises less through classical team building than through the repeated experience of remaining able to work even under tension.
Dr. Jonas Asendorpf
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