As a regular partner, we help DI develop leaders through coaching programs with HOGAN personality tests, LVI 360 degree development feedback and shadow sparring.
"We have strengthened our project results through strong tools and methods for implementing and anchoring changes in new behaviors.
LEAD is a very effective partner for us because we have access to a high level of consulting expertise and at the same time get a competent assessment of what we should develop and how quickly it can be done."
- Tomas Bæk, Head of DEEP, DONG Energy's process optimization consultancy.
LEAD has helped GroupM with tailored leadership development programs at all management levels. As part of the collaboration, the CEOs have been evaluated with the leadership development tool LVI.
"We use the LVI as a tool for leadership development for our directors because it both looks at how behavior is perceived in the organization and provides an opportunity to discuss how our leaders think about leadership.
The LVI offers a different kind of 360-degree feedback than we've seen in the past because it focuses on both what the manager is doing and how they are doing it. And the Goldilocks scale of "too much, too little or just right" helps clarify whether the manager is filling their leadership space in the specific organizational context.
Our experience with LVI is that it both encourages reflection on thought patterns and "ideas about leadership" and provides concrete actions that can be implemented immediately, and the combination of the two dimensions provides a strong foundation for further leadership development and dialog."
- Signe Enemark Kildesgaard, Head of HR, GroupM Nordic
"LVI-360 creates visible value for Flügger by making our leaders aware of what they do well, what they need to do more of, and what they need to do less of to become more effective.
In particular, the understanding that overplayed strengths actually become a weakness helps to increase the effectiveness of leaders in the organization.
It is an easy-to-use development tool that has made a difference both for the individual manager, but also for HR and employees by contributing with a common management language that is based on the simple and concrete management model that forms the basis of the 360 measurement.
The managers go directly out and practice changing behavior - and our experience is that LVI-360 increases the quality of the sparring between managers and HR."
- Thomas Thorsøe, HR Manager, Flügger
A collaboration between Lead Learning Games and Nykredit has resulted in 400 managers being exposed to simulation-based management training at different times. Training where you virtually manage employees and collaborate across the organization and where the goal is to increase both turnover and employee motivation.
Berlingske Business also visited Nykredit's management academy, where Lead Learning Games was allowed to demonstrate simulation-based management training. Read much more here.
"The partnership with LEAD in connection with the development of our Leadership Academy has been characterized by an open and committed dialogue, also about the "difficult" things when the waves have been high. LEAD has shown great agility, strong professionalism and an understanding of our approach to how we want to train our leaders. The result is Atlas Bank, a unique and impactful leadership training course. The training course doesn't do it alone, but it creates a good foundation for the movement we want our leaders to be in."
Trine Ahrenkiel, Head of HR and Communications, Nykredit
We have helped with a reorganization of FL Smidth's ENEMA region, with a particular focus on management team collaboration and developing a more efficient organization of the sales and delivery models for the Mineral and Mining areas.
Coop is extremely ambitious with their digitalization agenda. It involves extensive changes to business processes for up to 40,000 employees and a more efficient workflow from the head office all the way to the stores. Good change management is crucial for success, which is why they have appointed a number of key change agents with deep insight into the many processes that Coop bases their business on. At LEAD, we help train, educate and advise the change agents and equip them to handle the digitalization, drive the changes, and support Coop in implementing the extensive and complex digitalization to become an even more competitive player in the retail market.
"LEAD has carried out an impact-based development process with the Channels Management Team that has lifted us significantly. LEAD stands on a solid foundation of research-based knowledge and top-class process competencies, which guarantees a value-creating collaboration."
- Nicolai Loft Demring, Director, Yousee Channels
"I experience a very good connection between the theoretical foundation, the logic and the intuitive rightness of the effect concept for effective leadership teams. We have now certified 5 consultants in this and find it right and easy to work with. LEAD provided both a great trainer and great materials that make the tool easy to work with. We are already in full swing using it with our customers."
- Steen Ruby, Director of Leadership Development, Valcon A/S
"At our annual leadership conference, LEAD trained all our managers via Atlas Bank, where each manager was assigned a digital employee. LEAD's consultants were terrific and extremely good at understanding our organization and the desired effect of the effort. The commitment and high professional level is the reason why we have worked with LEAD for several years. Your presentation focused on performance management and effective management teams, which we are very interested in. We have not previously trained leadership and cross-functional collaboration with such an effect that we expect this "leadership flight simulator" to have in practice. The participants' evaluations speak for themselves. It wasn't just us who were excited"
- Thomas Holluf Nielsen, CEO and Betina Stage, HR Manager, Domea.dk
Leadership development for top 100 leaders in Nordic supply chain.
"We've had issues in the past with our wellbeing surveys not being timely and accurate, as it took too long from survey completion to action plans or the frequency was too infrequent.
We decided to rethink our concept and tailor a measurement and process that made more sense for our organization.
We now have a survey that is conducted every quarter (one large and 3 small).
This means that the measurement 1) is more relevant to our organization, as the time gap has been significantly reduced, 2) puts the finger on where there are real problems and 3) facilitates constructive conversations where we can talk about what we need to change.
This has helped strengthen leadership, well-being and culture in our organization."
- Keld Gryholm, HR Director, GF Forsikring
Administration or accounting questions?
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