Case study : Large-group team building and leadership development with a leading City University college

The director of a separate college was tasked with merging the college with a leading University college. He himself was a co-optee from the University. The college had first to go through a downsizing process and the consultant was asked to first lead a Leading Change programme with the senior team. The college had hitherto shown a silo culture and the groups had tended to be in conflict, which became apparent during the sessions. He was then asked to facilitate a team-building process with the surviving staff around a new department of their new college. He carried a out a series of discussions with the director in jointly planning the event and in helping him with his leadership style. He then facilitated a large-group event with about 56 people, including helping the director with the unfolding of the process and in bringing the group around the vision and strategy going forward and behind their new leader. He afterwards gave the director feedback on his style as demonstrated in the event. The event was declared a great success and what was a particular cause for satisfaction was the extent that the silo culture had broken down.