Observe
Executive coaching and emotional intelligence assessments to encourage self-awareness and identify strengths and areas for improvement.
Public-sector organisation · Senior management development
Breaking down silos and creating a shared language among leaders
Developing leadership skills and breaking down barriers between departments
ChallengeDeveloping leadership skills and breaking down barriers between departments
WorkSenior managers, directors and team leaders
ScopeAll managers and senior leaders in the organisation
Critical situation
The departments worked. Coordination between them did not
Leaders operated in a complex institutional context, often within tightly separated departmental silos.
Rigid communication between departments and a lack of shared management tools made coordination and team support difficult.
Behaviour to develop
Encourage innovation in leadership and collaboration across departments within a traditionally bureaucratic and compartmentalised environment
Communicate directly across departments and take responsibility for shared commitments.
The practice and work undertaken
From a critical situation to a different way of acting
Name
Individual and collective strategies to develop skills, improve team management and clarify development objectives.
Experiment
Workshops bringing together groups from different departments, using practical institutional situations to encourage reflection and sharing.
Consolidate
Shared commitments among leaders to strengthen a collaborative culture and continuous improvement.
What began to happen
Change became visible
Before
Departments working in silos, with limited communication across functions.
After
Stronger relationships and more open, collaborative communication between departments.
Before
Leadership relying mainly on formal structures.
After
Leaders equipped with emotional intelligence tools to lead more effectively and empathetically.
Before
Difficulty aligning visions and strategies across departments.
After
Shared commitment among senior managers to address organisational improvement challenges.
Observed signs
What changed at work
Leaders from different departments began working with greater openness and more direct contact.
Managers gained shared reference points for discussing leadership challenges.
The programme concluded with senior managers taking responsibility for improvement commitments across departments.
“It was a very positive and transformative programme. It made a strong impression and created deep commitment among everyone, leaving a lasting legacy of success.”Programme evaluation and leaders' testimonials
What this case combined
Executive coaching, emotional intelligence, interactive workshops and breaking down silos in a public-sector organisation
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