Empowering a Senior Leadership Team to think big

When I reconnected with an old military colleague, Luke Taylor - now the new CEO of a growing cybersecurity company - he presented me with a challenge. His Senior Leadership Team (SLT) was struggling to adopt a strategic perspective, and as he put it, their capabilities in this area needed development. The team members themselves recognised they often got bogged down in the day-to-day demands of their roles and lacked alignment on long-term goals. With significant growth on the horizon, they needed more than just a framework - they needed professional growth and a strategic mindset shift.

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Through the bespoke Senior Teams Strategic Thinking Programme, I guided the team through the principles of strategic thinking with the goal of bringing them together to sharpen both their individual and collective strategic capabilities, foster alignment, and set the scene for collaborative decision-making. Luke saw potential in his team but recognised they were new to cohesive, big-picture, visionary thinking. The team also recognised their tendency to focus on immediate tasks, themselves expressing a need to step back and consider the bigger picture. 

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From reactivity to envisioning strategic intent

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Over the course of the programme, the SLT members began understanding their individual strengths and strategic thinking preferences. They evolved from reactive, unconscious responses to a more strategic, proactive approach. For instance, Rob, new to the executive role, realised he was stretching himself too thin. Attempting to handle both high-level responsibilities and everyday tasks meant he was sacrificing sleep and family time to address every problem that dropped into his inbox. This awareness, coupled with the support he received from the team, led to a transformative moment - both for Rob and the wider SLT.

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David, a detail-oriented thinker, discovered that understanding an overarching framework was essential for him to grasp new concepts. This realisation allowed him to approach challenges with greater clarity, asking the right questions to get the insights he needed. Meanwhile, Georgia’s key takeaway was also around her personal and professional capacity for deep strategic thinking. She implemented life and workflow changes that helped her respond better to the demands of chaos and change, while her team gained a newfound appreciation for her resilience.

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In applying the strategic thinking framework, the team gained newfound clarity in their individual thought processes and decision-making.

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The framework not only offered them structure but also deepened their understanding of how they could each contribute strategically. Reflecting upon the programme, Georgia noted: “We all have different strengths which shone through when covering the six capabilities. As a team we have been reminding each other of the capabilities that we might see dwindling in the moment. We are also scheduling dedicated sessions for us to work "ON" the business so that we can intentionally take the time to zoom out.”

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Building cohesion and trust​

This transformation wasn’t just about individual growth - it was about strengthening the team as a whole. The SLT found themselves developing a shared language for discussing strategy and a deeper understanding of each other’s strengths. Regan reflected, “The programme has deepened our relationships, giving us a common language and a process for talking strategy.” The programme’s structure fostered a safe environment, allowing for open discussions that led to a new level of trust and unity within the team.

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Regan had a pivotal moment as well. Initially approaching his work with a self-described lone-wolf mentality, he came to realise that his success depended on the entire team’s alignment with broader organisational goals. Recognising the interconnectedness of their roles, he shifted from focusing solely on personal achievement to embracing the idea that his goals only held meaning when they linked to the team’s goals and Luke’s vision for growth. Reflecting on his team’s strategic learning journey, Regan commented: “Our SLT team are experienced industry professionals. We all have very strong backgrounds in what we do and have all attended training across so many areas over the years. However, in Nina's course every single one of us had our eyes opened and we all learnt many things we didn't know. That is rare and valuable.”

 

As they worked together, the team also collectively recognised the need to solidify their shared philosophies - vision, mission, purpose, and values. They understood that true alignment required not just familiarity with these ideas but genuine ownership of them.
 

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Reflecting on the programme’s impact, Luke observed a substantial shift in his team.

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“I’ve seen an improvement in their ability to think big-picture about how their work impacts the wider organisation.” He also noted, “The programme has helped my team zoom out and embrace their role in steering the ship, not just rowing it.” For him, the excitement lay in seeing his team transition from reactive to strategic, ready to drive the organisation forward together.