CAVAL

Silo’s to Synergy: uniting for success 

The Leadership Team, consisting of Directors and Associate Directors, worked independently and in different geographical locations. While each member excelled individually, the absence of an aligned team hindered efficient problem solving and decision-making processes. The Leadership Team recognised the untapped value in how they were working and the need to unite to enhance leadership effectiveness and company growth. 

The Leadership Programme delivered over six months, led the Leadership Team though skill advancement infused with psychological insight and a strong emphasis on psychological safety when working together. The Team Sessions provided an opportunity for the Leaders to better understand their colleagues, their pain points and the different areas of the business. Given the opportunity to collaborate and the skills to do it well, the Leadership Team created their Leadership Team identity and were surprised at the synergy and ease at which this was done, emphasising the dormant alignment that naturally existed in their very ambitious Leadership Team. 

As the Leadership Team explored their identity, they unearthed Caval’s unique proposition in the marketplace: a commitment to ‘Care’. The focus on being a supportive and caring organisation set them apart in their industry. It wasn’t just a shift in alignment within the Leadership Team: it became a cultural pillar throughout the organisation, bolstering Caval’s capacity to attract and retain talent effectively.  

Determined to elevate their collective efforts, Caval defined the steps to align their behaviours, processes, and procedures with their team identity. They structured both formal and informal meetings to reinforce their togetherness, fostering a more cohesive and effective work dynamic in the Leadership Team.  Caval’s refined leadership identity became crucial when they expanded and opened a new office location. It was essential to ensure that incoming leaders aligned with this identity to contribute positively to the company’s culture and growth strategy. 

To sustain the progress made and increase accountability, the Leadership Programme transitioned to the ‘Advance’ stage involving ongoing group coaching sessions.