Case Studies

Leadership and Cultural Change

Public Policy Advisors to Government and Business

The owners of a leading policy advisory business faced a critical challenge: high staff turnover and widespread burnout. The root cause was a leadership problem that had been ignored due to loyalty to the leader at the centre of the issue. However, this reluctance to act allowed a toxic environment to develop, impacting a team comprised largely of young graduates for whom this was their first workplace experience.

Key Findings:

Through 1-2-1 "Safehouse" interviews with around 20 employees, several serious issues were uncovered, revealing a truly toxic culture:

  • Leadership lacked cohesion and failed to operate as an effective team.
  • No clear commercial strategy linked to the organisation's policy objectives.
  • Senior managers attempted to support their teams but were undermined by systemic issues.
  • Young, inexperienced employees were left unsupported, with the leadership failing to nurture talent.
  • Absence of clear processes created widespread confusion and inefficiency.
  • No formal induction, skills gap analysis, or training existed; employees were left to "sink or swim."
  • Critical roles and projects depended on single individuals, with no overlap or contingency planning.
  • No career pathways or succession plans were in place, stifling motivation.
  • A pervasive culture of fear existed, with employees keeping a low profile to avoid public criticism.
  • Stress levels were high, leading to burnout and increased risk of attrition.

 

 

Actions Taken:

  1. Presentation of Findings
    The findings were presented to the business owners and leadership team, including the leader at the centre of the problem. The insights were acknowledged as accurate and fair, and the recommendations were accepted.
  2. Plan of Action
    The initial plan focused on working with the leader to identify the drivers of his toxic behaviour and provide coaching to help him adopt a more effective leadership style. The goal was to reset the culture and rebuild trust within the team.
  3. Leadership Transition
    Despite efforts to support the leader in changing his behaviour, it became clear that he was unable or unwilling to adapt. Consequently, following my advice the organisation decided to appoint a new leader. The findings and recommendations from the assessment became the foundation for the incoming leader’s strategy.
  4. Ongoing Support
    I supported the transition process, ensuring that the new leader had a clear blueprint for addressing the cultural and operational issues. This included actionable steps to implement better processes, provide training, and create a supportive and nurturing environment for the team.

A summary of the presented plan

Outcome:

The business recognised the urgency of addressing its leadership issues and acted decisively. By embracing change, it was able to start rebuilding a healthy workplace culture, improving employee well-being, and building long-term success. The new leadership approach provided a much-needed reset, aligning the team with clear strategies, better processes, and renewed morale.

 

This case highlights the importance of tackling leadership challenges head-on to prevent a toxic environment from undermining the entire organisation.

 

I lived in constant fear of being publicly criticised - it felt unbearable, and I saw no other option but to leave the company. Then through this process Phil listened to me, genuinely heard my concerns, understood the impact that this was having, and brought about changes I never thought possible. It completely transformed my experience."

Anonymous - Project Analyst