Nineteenth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

The CEO / Principal of a faith-based school (700 students) engaged an executive coach (the author) to design and deliver a two-year leadership development program and her senior management team and the heads of five sub-schools. The main objective of this program was to develop the sub-school leaders’ soft skills and the ability to work in a cohesive team environment. The program consisted of monthly leadership workshops for the whole team and bi-monthly individual coaching sessions for each of the 12 senior leaders. The impact of this initiative was felt in a number of ways. Firstly, the development of a team culture that is robust, build on trust and openness. However, this took a long time to develop. Secondly, the relations between the senior team members developed in a way to break the silos that existed between the sub-schools and the individuals. Their planning became strategic, leading from one school to another, building relationships between students and synchronizing programs. The author will present the steps implemented, cultural and organisational outcomes and share the learning from this initiative and their implications to other organisations.