Team Effectiveness in a National Not-For-Profit

Having supported the CEO since their appointment with executive coaching, at their request I designed and delivered a five-module development program for the Executive Leadership Group. Over nine months we covered building trust, mastering productive conversations, adopting a coaching leadership style, and embracing accountability through improved feedback skills. We also tackled how to lead change in a contemporary context, which is particularly relevant in the challenging not-for-profit sector, where highly contested government tenders form the bulk of the revenue.

At the end of the program, the team rated themselves as having made progress on all aspects of team effectiveness. A post-program survey saw scores increase in 34 of the 37 measures compared to the pre-program survey. The team also shifted their overall results such that four of the five dimensions of team effectiveness moved into the high-performing range, compared to only two at the start of the program.