Sector: Information Technology
Client size: 400 employees
1. Context
For the past 10 years, we’ve partnered with a fast-growing global technology company to build a strong, values-led leadership culture using the Circumplex Leadership Scan (CLS360) and Circumplex Culture Scan (CCS).
Since the programme began in 2016, the organisation has more than doubled in size, and nearly 200 leaders have taken part. Each year, new and emerging leaders complete a structured self-assessment and receive 360 feedback from direct reports, peers, and managers — helping them grow with clarity, confidence, and alignment to the company’s values.
What’s made the program successful?
- A clear purpose from day one: build leadership capability for scale
- Strong executive sponsorship
- Consistent use of reliable, evidence-based tools
- A behavioural science approach to change
- A psychologically safe, professionally facilitated feedback process
The result is a steady, measurable shift toward a more transformational leadership culture — visible in the improving leadership profiles over time.
Culture shaping is never “set and forget,” and this organisation continues to invest deliberately in strengthening leadership behaviour year after year.
2. The Behavioural Problem
Before the program began the organisation faced:
– variable leadership behaviours across teams
– dependency on a small number of “go‑to” leaders
– limited behavioural clarity about what global‑ready leadership looked like
– inconsistent role‑modelling under pressure
These patterns created unpredictability and limited readiness for broader roles across the leadership cohort.
3. The Intervention
Using the CLS360 and CCS frameworks, we established a behavioural baseline of leadership strengths and gaps. This revealed:
- the specific influence, connection, and authority behaviours limiting leadership impact
- the behavioural norms that needed strengthening for future growth
- where leaders required clarity and confidence to lead beyond their current remit
We then facilitated a targeted behavioural development process aligned with the organisation’s future-state leadership expectations.
4. The Behavioural Shift
Leaders built:
– clearer behavioural consistency
– stronger influence and collaboration across boundaries
– greater readiness for global roles
– more predictable leadership signals for their teams
These behavioural shifts accelerated and aligned leadership impact across the organisation.
5. Organisational Outcomes
– Stronger succession bench for global expansion
– Clear behavioural expectations for future leaders
– Increased leadership confidence and cohesion
– Accelerated readiness for international scale
– A decade-long culture shift grounded in evidence, values, and consistent behavioural reinforcement
If this feels familiar, let’s talk.
