

Executive and senior leadership teams who need to strengthen shared responsibility, address recurring tensions or improve how they make decisions together.
8 to 12 weeks, with a follow-up conversation 6 to 8 weeks after the final team review.
A newly formed team, decisions repeatedly reopened, strained working relationships, departmental priorities crowding out shared responsibilities, or meetings that produce discussion without follow-through.
Individual conversations, a short team pulse, two working workshops, support in two regular leadership meetings and a final team review.
A clearer shared task
Agree what this leadership team must achieve together, what sits with individual leaders and where responsibility lies elsewhere.
Practical agreements for leading together
Set expectations for raising concerns, working through competing priorities and backing agreed decisions outside the room.
Clearer decision responsibilities
Identify who decides, whose contribution is needed and when escalation is appropriate for the team’s key recurring decisions.
More purposeful meetings and follow-through
Test agendas and working habits that give difficult issues proper attention, with clear decisions, owners and opportunities to review progress.
A leadership team can agree its broad purpose and still struggle to lead together in practice. Loyalties to individual departments, established working relationships and unspoken expectations of who should take charge can shape decisions without being openly discussed. The Leadership Team Reset brings these dynamics into view, helping the team build working agreements it can carry into everyday leadership.
We examine what makes collective responsibility difficult to take up.
A leader may agree with a corporate priority while feeling bound to protect the resources, staff or professional standards of their own service.
We explore where these commitments pull in different directions and what genuine collective backing requires. Making those tensions explicit helps the team negotiate real trade-offs and agree what members need from one another to follow through outside the room.
1. Understand the team’s work
We agree the focus with the sponsor and hear from each team member individually.
A short pulse and review of selected plans, agendas and minutes help us understand expectations, recurring difficulties and what already works well.
We agree how contributions will be handled and themes shared.
2. Clarify the shared task
In the first workshop, we explore what the team needs to achieve collectively and where responsibilities are unclear.
We use current priorities and decisions to draft a shared mandate and identify the working agreements needing attention.
3. Work through differences and practise
The second workshop uses live issues to examine competing commitments, practise constructive challenge and clarify how decisions will be made and supported.
We then support two regular leadership meetings, helping the team test its agreements in practice, with a short debrief after each meeting to consider what needs adjusting.
4. Review and carry forward
In a final team session, we review progress, refine the agreements and identify what still needs attention. We bring the practical documents together and agree who will maintain them.
A follow-up with the sponsor and chair, 6 to 8 weeks later, reviews early progress and any further adjustments needed.
An initial scoping and sponsor conversation.
Confidential 45-minute conversation with each member of the agreed leadership team.
A five-minute team pulse at the start and again before the final review.
A focused review of relevant plans, agendas, minutes and existing terms of reference.
Two three-hour facilitated team workshops.
Support in two regular leadership meetings of up to two hours each, with a short chair debrief after each.
90-minute final team review.
A practical team pack bringing together the shared mandate, key decision responsibilities, working agreements, meeting templates and agreed next steps.
A concise progress summary, including outstanding issues and decisions needed beyond the team.
45-minute follow-up with the sponsor and chair, with a brief progress note.
We agree team membership and scope before starting. Wider organisational redesign, additional workshops and individual Leadership Reflection Sessions are scoped separately.
An active sponsor and chair
The chair participates throughout and leads the changes in regular meetings. Allow an additional 3 to 4 hours for sponsor and chair conversations across scoping, meeting debriefs and follow-up.
Time from each team member
Allow around 8 to 9 hours for the individual conversation, workshops, short pulses and final review, alongside participation in the two supported regular meetings.
Access to relevant work
A named contact helps arrange sessions and share agreed documents. Team members bring current decisions, competing priorities and examples of where collective work becomes difficult.
Practice between sessions
The team uses its agreements in everyday work, follows through on actions and brings difficulties back for review. We agree manageable changes that fit the team’s responsibilities.
In a half day, we help you turn strategy into a small set of moves people can act on.
A focused 90-minute working session to make sense of a complex situation, test options, and leave with a clear next step.