Connecting leadership with strategy.

Development for senior and middle managers (B-1 and B-2) and support for strategic groups: connecting vision, strategic goals and people development through aligned leadership.

B-1 / B-2coaching

Shared directionfrom vision to execution

Team potentialgreater employee contribution

01 / Business challenge

Delivering a long-term vision in the energy sector requires leaders who can translate strategic goals into clear team direction. The challenge was to connect technical expertise with leadership skills: engaging people, developing their potential and taking responsibility for shared progress.

02 / Design and delivery

Development connected trust-building, communicating the vision, executing strategic priorities and developing people. The focus was on leadership behaviour: using questions to activate team knowledge, include different perspectives and support autonomy and engagement. Work with strategic groups also produced priorities for further leadership and collaboration development.

03 / Development priorities

A vision that guides the work

Explaining strategic direction, translating it into group priorities and connecting individual contributions with shared goals.

People's engagement and potential

Involving people in thinking, using a coaching approach and developing the capabilities needed for broader responsibility.

Leadership for strategic progress

Cross-functional collaboration, clear responsibilities and progress reviews for goals that go beyond a single team.

DEVELOPMENT IN PRACTICE

04 / Supporting strategy execution

The June 2023 final report for strategic groups identified further development priorities: strategic thinking, two-way communication, capability development and goal reviews. These findings connect leadership quality with the groups' ability to align their work and contribute to the vision.

Suggested follow-up included developing communication, motivation, goal-based leadership and change management, alongside regular coordination of strategic groups. The aim was to support engagement and more consistent reviews of strategic execution.

Case background and data scope

This case connects leadership development with a separate stream of work with strategic groups. Saša Štebe and Uroš Kozina prepared the final report for that stream in June 2023. Recommendations are presented as proposed next steps.

How we connect leaders with shared direction

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