As the programme progressed, it became clear that the leadership team both wanted and needed to create more space to work strategically together.
What did we do?
We delivered a five session development programme based on the behavioural framework Inner Development Goals. The work started with an external analysis and was built around coaching, workshops and the team’s own work with small local pilots, testing new tools and clarifying strategic priorities. Each session was adapted to the team’s needs.
The setup included before and after measurements to show the impact of the initiative.
How did we do it?
The assignment started by introducing the five IDG dimensions and linking them to the team’s mandate. From there, the work was iterative. We captured insights, helped the group articulate the desired shift and behavioural patterns, and created space for reflection and shared understanding.
We worked both indoors and outdoors, using the outdoor environment as a learning space. Throughout the programme, moving conversations and experience based learning were key elements.
What was the result?
The team now shares a common understanding and has taken steps towards a more collective and strategic way of working. They developed a shared language, tested new behaviours and created stakeholder maps to strengthen their impact.
After the programme, the group experiences greater clarity in their joint agreements, increased shared learning and stronger trust, allowing difficult issues to take up more space. The team has started making more decisions together, clarified which issues require joint effort and created better conditions for reaching their goals.
Before and after measurements show clear development in IDG capabilities.
“We moved from being a well functioning leadership team to being more there for each other. We now have a language and a way of talking that we did not even realise we were missing. Instead of rushing into doing, we stop and talk about what actually needs to be talked about. This has helped us take shared responsibility and prioritise reflection, even when time is hard to find.”
Charlotte Persson, Miljö- och bygglovsdirektör Nacka kommun
What did we learn?
The work was strengthened by
• grounding the work in real tasks and creating time for reflection and shared understanding
• building robust relationships
• using the outdoor environment as a third facilitator
• using physical sessions as a testing ground for new ideas and supporting experimentation with new behaviours in everyday work after each session