The CEO of a financial services organisation
needed a cohesive
leadership team

The current leadership team of the organization consisted of  seasoned professionals and domain experts with strong personalities. The frequent conflicts, resulting from competing priorities, experienced between the team members threatened to damage the interpersonal relationships and lower the levels of trust in the team. 

The CEO frequently had to play the role of arbitrator, which lowered productivity and hampered the growth of healthy team dynamics

Structured diagnostic
conversations with
members of the
leadership team

Our consultants facilitated structured conversations, and learned that interactions between team members were transactional and limited only to their functional responsibilities. As a result, team cohesion was low. 

The  MBTI® instrument was used to help the leaders understand their preferred ways of working and the impact working in their preferred ways had on each other. 

The MBTI® enabled an
understanding of
differences

The team members understood that the differences they experienced were not only normal but also valuable in terms of providing complementing perspectives. 

In particular, it helped them recognise the contribution of the members whose natural style was different from the rest of the team. Prior to the workshop these team members were seen as resistant and non-cooperative. 

The MBTI® framework allowed the team to recognise their biases and value the contribution of the minority voices on the team.

Recognising and accepting the differences in styles helped them move past their interactional challenges and work towards the organisational goals collectively.