The executive director of a complex and hierarchal organization was leading a number of new strategic initiatives aimed at increasing business performance. At their root, these initiatives would require changes, not only in the organization's programs and structures, but in how people related and worked together. The director was committed to following through on the process of change he had started, but these new developments were pushing the boundaries of his prior experience and knowledge. It was incredibly exciting to him, and sometimes felt risky.

• Met regularly with the director in individual coaching sessions dedicated to an ongoing exploration of the unfolding situation within the organization and the dynamics that he needed to both lead and manage.
• Provided background materials, including relevant readings, models and sample agendas, to support the director's own learning and leadership development.
• Talked through with him possible implications of the change process, not only within the staff organization, but in relation to the board of directors, and facilitated personal strategy sessions.

New structures and practices to foster innovation and collaboration were implemented, including cross-functional work groups, organization-wide strategy meetings and strengthened feedback loops. The director effectively guided the organizational transition, while consciously managing the rate of change and level of risk he and the organization could sustain.

Read an article with an in-depth description about how Strategies for Change and this executive director partnered to create a significant cultural change.