Leadership Culture Transformation is where all of our Sheppard Moscow services become one unified offer.

This is not a single model or programme. This is an approach to creating fundamental, lasting change by creating a leadership movement that ripples across client organisations to create extraordinary business results - a ripple effect that inspires and liberates, grows confidence and builds capability, creating a leadership and organisational reflex that sustains.

We have powerful models and processes; but our approach is to work with you – starting where you are

A broad-based leadership movement aimed at quickly creating a much enhanced culture of organisational effectiveness.

For instance, a leading global technology company seeking to rapidly exploit huge strategic opportunities in rapidly changing market; used Appreciative Inquiry and Active Experimentation involving entire leadership population (c5,000) in a short timeframe (<18 months) centred on a small number of key behavioural focus areas essential to business strategy execution.

Contact us to learn more about our client work.

Create the team of teams via Systemic Team Coaching.

For instance, a division of ‘big 4’ professional services firm led by teams and sub-teams of partners, composed of multiple service lines and addressing multiple industrial sectors, tasked to simultaneously increase revenues and margins. Leaders experienced systemic team coaching as a leadership team, and coaching on how to systemically coach their own sub-teams, following ‘the 5 disciplines of high performing teams’; ultimately creating a default culture of ‘teaming’ where teams spontaneously team-up with other teams in response to opportunities.

Developing a comprehensive leadership development scaffold from HiPo to Exec.

For instance, an International Financial Institution with a workforce predominantly composed of highly educated professionals undertaking sophisticated work in ‘VUCA’ (volatile, uncertain, complex, ambiguous) environments; needed a consistent suite of leadership development programs for leaders to progress through from integrator to people manager to adaptive leader - underpinned by a holistic ‘vertical’ (cognitive capabilities) & ‘horizontal’ (skills and practices) development approach - each sponsored by a top leader and integral to corporate strategy.

Hard-coding leadership expectations & consequences for top talent.

For instance, strategic shift in global Tier 1 automotive component supplier from M&A fuelled growth with economies of scale to profitable organic growth with higher margins and more value-added. Working with the CEO and CPO, specific new business parameters and expected leadership behaviours (‘leadership model’); annual 360 survey on all leaders based on new leadership model – “first one for free”; training support to leaders; then after one year, and thereafter, survey results integral to performance management and reward/sanction.

Targeted leadership assessment 360s and breakthrough executive coaching for pivotal leaders.

For instance, a petro-chemical engineering consortium seeking to safely and sustainably introduce a revolutionary EPC (engineering-procurement-construction) methodology to reduce costs and accelerate timescales for a new multi-billion dollar plant targeted at a narrow market window. Key leaders from each of the three partner organisations underwent a bespoke 360 leadership assessment based on the leadership standard agreed within the consortium derived from certain principles; and then received individual coaching on the breakthrough areas for their leadership identified.

Sheppard Moscow truly helped us to change our culture for good, and they were great to work with, really just like an extended part of our senior management team
Matt Simoncini, President and CEO
Lear Corporation (2011-2018)

Mobilising collective leadership

Transformational change occurs when strategy, leadership and culture are aligned with mission and vision – and are coherently expressed, not only in structures and processes, but, above all, in consistent day-to-day leadership and management practices.

Transformation is always and everywhere a psychological matter: unless there is a coherent cultural vision, a clear way forward, fully enabled, and an irresistible invitation to collective action, leaders rarely change their collective practices.

Because they don’t really perceive that there is a problem with their current leadership patterns (though they might intellectually get it); because they are not particularly attracted to or convinced by or believe in the alternatives; because - even if they are attracted to and believe in the alternatives - they don’t actually know how to do it in practice; or because even if they do know how it could be done, and they want to do it, they (consciously or unconsciously) fear that something that they really value will be lost in the change.

Leadership culture transformation then requires full engagement and co-creation by the leadership population themselves – a broadening of the circle of involvement, connecting leaders to each other, creating communities for learning and for action, in a way which is transparent and collectively owned.