Problem:
At this international construction company, there is a strong tradition of being a trusted partner and delivering results. However, the company faced a challenge. Internal surveys and benchmarking showed that leaders scored too low on several key parameters related to strategic leadership behavior. There was an urgent need to improve competencies in areas such as communication, motivation, result and customer focus, and relationship focus. How can regenerative leadership development help here?
Solution via Regenerative Leadership Development:
Promentum’s solution was not to introduce external tools like models, forms and questionnaires for daily use. Instead, we designed a 1-year, holistic leadership development program. The primary goal was to develop competencies in strategic leadership behavior and integrate them into daily management tasks. The program included:
– Integration through experimental actions: Leaders were challenged to apply what they learned directly in their work.
– One-on-one coaching with instructors: This provided leaders with individual guidance and reflection on their progress.
– Shared knowledge among participants: A platform for exchanging experiences and building networks.
– Personal feedback: From both colleagues and instructors, giving leaders insights into their strengths and weaknesses.
– Training in personal communication and leadership style: Focusing on the regenerative “sense and respond” method, where leaders learned to work both analytically and emotionally.
Outcome:
After the program, the results were clear:
– Leaders found it rewarding to work deeply on their own projects alongside like-minded colleagues.
– They noticed a significant improvement in their own projects.
– There was an increased understanding of how results and performance are directly linked to the quality of relationships.
– The “servant leadership” approach was incorporated, allowing leaders to focus on creating the best conditions for their teams.
– Specifically, the company won a significant contract due to the improved teamwork and enthusiasm reflected in their proposal.
– One leader’s experience illustrated a general trend: from being surprised by the initial focus on relationships and processes to a deep understanding of the importance of listening and responding to current situations.
– There was a shift in mindset: from viewing the organisation as a mechanical entity to seeing it as a living, adaptive organism.
In the end, the construction company transitioned from being driven by fixed processes and tools to embracing a more adaptive, responsive and human-centered regenerative approach to leadership, thus achieving regenerative leadership development.
