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New CEO Reset

Client:

They faced significant operational challenges: declining customers, a lack of robust financial reporting, and an absence of unified direction.

The Challenge:

The root of the dysfunction lay within the eight-member leadership team (LT) that had three CEO changes in recent years, leaving the team directionless and many members resistant to change.

The arrival of a new CEO, just six months prior, had done little to immediately unify the group. There was role duplication, a lack of clarity, and painfully slow progress on critical initiatives. The new CEO urgently needed an intervention to help the team understand their collective responsibilities, increase their responsiveness to change, and define the core purpose of their role as the organisation’s strategic leaders.

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The Solution

Flying Iguana's "TeamUp" Intervention

Flying Iguana designed and delivered a targeted one-day “TeamUp” program, supplemented by critical follow-up Zoom sessions to embed lasting behavioural and mindset shifts. The intervention comprised three strategic phases:

Phase 1: Understanding the Appetite for Risk/Change

We employed Mindflick’s Spotlight performance profiling tool to facilitate a session on the team’s collective behavioural preferences, specifically their appetite for risk and reward. The results were illuminating: the team was overwhelmingly risk-averse, which directly clashed with the CEO’s forward-looking, transformational approach.

This objective insight depersonalised the existing frustrations. It provided a neutral framework for discussions around how to land transformation effectively, moving the focus from individual resistance to understanding the why behind the change and the necessity of a collective purpose.

Phase 2: Defining the Collective Purpose

The afternoon session centred on unification. Through a series of facilitated activities, we delved into the team members’ individual motivations (“why”) and identified common, powerful themes that the entire team and the wider organisation could unite around. This process gave the team the clarity they desperately needed and a singular lens through which to evaluate all future strategic decisions.

Phase 3: Establishing Team Ways of Working

Leveraging the Spotlight insights, we guided the team to define their operational norms. We challenged them to identify what needed to stay the same, the opportunities ahead, potential threats, and necessary changes. This phase culminated in the agreement of a shared set of expected behaviours, directly addressing the previous frustrations caused by ambiguity and unaligned processes.

Impact & Results

The “TeamUp” intervention served as the catalyst needed to transform the leadership dynamics:

  • An Aligned Leadership Team: The collective purpose allowed the team to understand what transformation was necessary and why they were the ones responsible for driving it.
  • Clearer Ways of Working: A shared set of behavioural expectations replaced previous ambiguity and frustration with clarity and accountability.
  • Tighter Cohesion: The dedicated time together fostered greater alignment, making the team members feel more vested in collective success. They learned to leverage each other’s strengths to effectively drive change within their complex environment.

The leadership team moved from a resistant, directionless group to a cohesive unit ready to navigate toward a stable and successful future.

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