• We agree on the vision but have different ideas of how to achieve it

• There is a cultural clash between departments or merging organisations

• Vision and values are aspirational and do not reflect the authentic reality 

Leadership values and visible leadership behaviour informally shape the culture of the team or organisation.

• Remove Friction
• Prepare for Change
• Merge teams or organisations

• Change is urgent but gets delayed for short-term reasons

• Change is agreed in principle but does not happen in reality

• Changed is described using the metaphor about turning an oil tanker
  

• Break rigid ‘scripts’ and challenge cultural norms
  
• Creative thinking, design thinking and vision setting
  
• Replace behaviour and preserve intrinsic motivation
  
• Develop collaborative problem-solving during implementation
• Sustain change with open feedback loops and 'nudge' with positive reinforcement 
  

• Managers find it difficult to have tough conversations

• You experience talent gaps, bottlenecks and glass ceilings

• You find it difficult to retain or develop talent

Providing people-leaders with processes and interpersonal abilities to create a culture of coaching:

• Developmental delegation
• Performance conversations
• Coaching-style leadership
• Equipping the organisation for the needs of tomorrow