Leadership Team Development

Simply put, the best leadership teams focus on doing the work that only they, in their specific constellation, can do. They articulate a joint vision and overarching strategic narrative for their organisation that runs like a red thread through everything the organisation does.

They invest in setting a tone at the top that does not just align with company values but actually enables strategy implementation – role-modelling how decisions get made, how conflicts are resolved, and what cross-silo collaboration, accountability and integrity look like.

Most importantly, the best leadership teams also invest in strong, trusting relationships. They are clear on each other’s drivers and stress-related derailers, and know the escalation patterns that tend to surface under pressure. They use that interpersonal insight to complement and support each other, cultivating leadership behaviours that unlock the full potential of the team.

Teams often bring me in when the composition of the team changes – for example, when new members join, responsibilities shift, or a departure changes the dynamic. These moments can be a valuable opportunity to establish how the team wants to work together.

I also work with new leaders who want to get to know their team better, establish an effective team culture and be deliberate in setting the right tone from the start. The format of a “launch workshop” has proven effective in such moments of leadership transition.

Finally, you do not need to wait for a crisis or major change to invest in the alignment and cohesion of your team. A regular team offsite can also be a valuable moment to focus not just on the “what” but also the “how” of the team’s work.

The strongest teams invest in team development as a form of performance hygiene, using periods of relative stability to strengthen how they work together while their capacity for change is at its highest.

I work with senior leadership teams, founder teams, and N-1 teams.

A typical engagement begins with close alignment with the key sponsors: clarifying expectations, understanding where the team is now, and mapping the wider strategic context. From there, we agree on the data that could usefully support the development work – often I conduct confidential one-to-one intake conversations with each participating team member ahead of any workshop and collect personality data on all team members to assess the diversity of preferences and tendencies in the group. The in-person work usually runs over a couple of days. Where useful, follow-up check-ins afterwards hold the team accountable to trying out new behaviours and support them as they integrate insights into day-to-day work.

Where a project calls for it, I can bring in trusted partners from my network to complement the organisational psychology and coaching lens I bring to this work.

My background is in group psychology, and I stay close to the research that shapes how leadership teams actually perform. I have worked with C-level teams across industries and geographies, in settings ranging from founder teams to large corporates. Alongside the organisational psychology lens, I bring a coaching lens: the goal is not to hand you a playbook, but to help the team see its own patterns clearly and choose which to keep, retire, or build. The agency and autonomy this approach builds is more conducive to lasting change than a more prescriptive approach.

Every project with a leadership team is highly tailored. A single intervention can be the right answer for a specific moment – a launch workshop, a focused offsite – and it can create real momentum. Often, though, a single session is not enough to shift the more profound underlying patterns that are holding a team back. Sustainable change usually needs a first piece of in-person work, followed by check-ins that help the team try out new behaviours and integrate them into how they operate day-to-day. Some teams also work with me over longer periods of time and multiple in-person sessions.

The right shape depends on your team and your context. A first conversation is the best way to reflect on what your team actually needs.

I am not a trained mediator. Where a team is in acute conflict that calls for formal mediation, I am happy to refer you to someone in my network who is qualified for that work. My own work with teams is developmental: it can absolutely address tension, escalation patterns, and difficult dynamics, but it is not a substitute for mediation when that is what the situation requires.

I work internationally, in English or German.

Please get in touch via the contact form. I will come back to you to suggest a time for a first conversation, so we can explore what your team needs and whether I am the right partner for that work.