Leadership

A short opening activity. Participants line up according to how long they have been leaders, from those just starting out to the most experienced. It gets people on their feet, surfaces the range of experience in the room, and sets a collaborative tone for the day.

A structured session that asks a question many leadership groups have not faced directly: are we actually a team? The group works through the horizontal relationships that make a leadership team real, examining where they align, where silos form, and where they can better support, complement, and depend on one another.

High performance in organisations depends on five specific conditions being present, and each of those conditions depends on the leadership team being aligned in a particular area. This session introduces the research, connects it to the OTSP framework, and gives the team a clear and honest picture of where those conditions are strong and where they need attention.

Understanding what high performance requires is one thing; knowing what your leadership team specifically needs to do to create it is another. This session makes that connection concrete, working through each OTSP pillar in turn to identify where the team's collective leadership is creating the right conditions, where the gaps are, and where to focus first.

A leadership charter is a practical agreement about how a leadership team will lead together: specific, observable, and tested against whether the people they lead would actually recognise it. This session guides the group through drafting one, grounded in the honest work of the day and owned by the people in the room.