Shared Perspective and Collective Competencies

A family-run business benefitted from an excellent growth during the first twenty years of its existence. However, with an evolving context the executive team was not prepared to deal with new challenges. To deal with the hurdles of fiercer competition, more demanding and less loyal customers, and new technologies used in the delivery of their services, speed was key. Despite a well-defined strategy and the motivation to succeed, results were not immediately obtained. In addition to catering to fewer clients, who were more attracted by alternate options, there was a climate of mistrust between members of the executive team. Furthermore, the engagement and work ethic of the other teams of the business were negatively affected by witnessing the tension, the dissension and the departure from strategy among the members of the executive team.


Following the initiative of the increasingly nervous new president, the following actions were undertaken between the team and myself:

  • Individual discussions with each member of the executive team concerning expectations, key issues, and their perception of solutions.
  • Introductory conference on shared leadership and training on collaboration and associated collective skills.
  • Shared results and discussion of the situation with the team regarding actions to take.
  • Pooling of values and of a common mission.
  • Restructuring of the team according to agreed parameters of collaboration and of contribution to a shared mission.
  • Governing structure.
  • Interdependency grid specifying what each required from the rest of the team to succeed.
  • Accompanying of the team during strategic meetings.

The following impacts were achieved over a two year period:

  • Alignment of discussion on significant issues rather than the usual polite sharing of information.
  • Authentic shared vision of the future of the business and actions to implement.
  • Resolving of interpersonal conflicts between certain members in the interest of the common mission.
  • Clear governing structure and meeting code of conduct allowing the structure of discussion and subsequent decisions.
  • Addition of new members having a more adapted background to the needs of the business.
  • Appreciation and recognition from the rest of the members of the improvements of relationships among the executive board.
  • Common sentiment of responsibility regarding the success of the organisation.
  • Efforts concertés afin de réaliser la transformation nécessaire de l’organisation.
  • Concerted efforts towards necessary transformations of the business.
  • Improvement of financial results