Executive Leadership training in LucerneCase study: transforming a team's executive leadership in Lucerne
Research on this subject offers useful findings, but they are less straightforward than managerial discourse often suggests. In Lucerne, the question therefore deserves examination without shortcuts. Here is a concrete, anonymised case from a mission run in Lucerne in the canton of Lucerne 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. An isolated intervention is generally insufficient to establish lasting change: transfer also depends on managerial support and opportunities to practise.
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.
The point of honour
We rarely measure what we dare not look at. Starting there, with rigour, is already a competitive advantage.
Sources and research references
Edmondson — Psychological Safety and Learning Behavior in Work Teams · Salas et al. — The Science of Training and Development in Organizations To go further: explore the Executive Leadership training in Lucerne in the canton of Lucerne, or browse our executive and employee training programmes in Switzerland.
In pictures: Executive Leadership in Lucerne
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