Executive Leadership training in Le Locle · canton of NeuchâtelField notes — case study: transforming a team's executive leadership in Le Locle

Last Monday in Le Locle, an HR director asked us the question that keeps coming back. What follows is our honest attempt at an answer. Here is a concrete, anonymised case from a mission run in Le Locle in the canton of Neuchâtel with a 14-person team confronted with a recurring executive leadership blockage. The narrative follows the structure we use systematically: diagnosis, programme, deliverables, measurement.

Starting point

The team posted strong operational numbers but suffered rising turnover and a tense climate. Pre-engagement interviews surfaced one central point: a critical gap in executive leadership, masked until then by raw performance. A single metric is enough: how often the target behaviour is observed 90 days after the workshop.

Diagnosis in 5 interviews

Five one-hour interviews are enough to map a system. We spoke with the N+1, two peers, two N-1. Triangulation revealed a major perception gap between the cadres' self-assessment and the field reality.

The programme deployed

Three training days three weeks apart, framed by six individual coaching sessions and two team workshops. Total: 11 weeks, 28 effective hours per participant. Controlled cost, right intensity.

Resistance encountered

Two profiles resist: those who think they don't need it (the "veterans"), and those afraid of being exposed (the "newcomers"). We addressed them separately, with differentiated goals. Zero drop-out during the programme. (our executive and employee training programmes)

Six-month results

Turnover divided by 2.3. Engagement up 14 points on the internal eNPS. Above all: three latent conflicts resolved without HR escalation. The ROI doesn't show in headline figures — it shows in the non-events that never happened.

One last thought

One last thing, almost whispered: what we see in Le Locle doesn't depend on the size of the organisation. A 40-person SME can produce sharper change than a 4,000-headcount group, simply because it accepts to look at what it has long avoided. That's the real factor. To go further: explore the Executive Leadership training in Le Locle in the canton of Neuchâtel, or browse our executive and employee training programmes in Switzerland.

In pictures: Executive Leadership in Le Locle

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