Regenerating leadership and unlocking talent in technical teams
Regenerating leadership and unlocking talent in technical teams
How to turn an established but ineffective leadership style into an evolved, strategic model
Role / department
Sales Director, Program Managers, 16 professionals across 2 reporting levels.
Industry
Automotive
Areas of intervention
Strategic leadership · Strategic relational dynamics · Personal leadership
International automotive company with 600 employees, 3 sites and a complex management structure.
Starting point
The organisation had an established leadership style that no longer matched its growth and the complexity of its context.
The main issues were:
- a rigid and by now ineffective leadership model
- individual talent being flattened and undervalued
- low retention of key profiles
- poor flow across inter-departmental processes
This led to:
- Program Managers losing their central role
- inefficient decision-making flows
- weaker collaboration between functions
- a risk of losing talent
The challenge
The aims of the intervention were to:
01 Evolve the leadership style to support the company’s growth
02 Restore Program Managers as a strategic hub
03 Recognise and value individual contribution
04 Improve the quality of relationships between functions
05 Make processes smoother and more effective
The 6unico! journey
1. Context analysis and reading the dynamics
- observing relationships across levels and functions
- analysing the role of Program Managers in the processes
- identifying organisational and decision-making bottlenecks
2. Leadership intervention
- evolving the management style
- moving from standardised management to valuing individual talent
- developing greater awareness of the leadership role
3. Work on relational dynamics
- improving cross-functional collaboration
- reducing rigidity in relationships between roles
- building greater integration between departments
4. Strengthening the role of Program Managers
- redefining their positioning
- developing strategic skills
- increasing their responsibility in decision-making
The transformation
01.
Leadership
- a more mature, flexible and people-centred style
- a shift from uniform management to valuing individuals
02.
Organisation
- Program Managers regaining their central role
- more effective inter-departmental processes
- better integration between functions
03.
Talent
- greater focus on individual development
- stronger ability to retain key people
The results
- A tangible evolution of the leadership style, focused on developing talent
- Program Managers regained their central role in the strategic management of processes
- A better relationship between the Sales Director and the PMs
- New talent brought in, with high retention over the medium term
- Greater organisational stability and operational continuity
