Client

A national school of government

Background

An ongoing, long-term collaboration with a school of government aimed at grooming future public sector leaders.

Objectives

The government was looking for leadership development to help the country become more effective. In collaboration with KDVI, the objective as to get “expertise on leadership” and bring leadership competences to senior civil servants in the private sector. Another goal was to reshape the civil service sector as a whole by bringing in the practice of leadership development and group coaching.

Format

A multiyear intervention of senior civil servants consisting of master of classes and two-module workshops with 2 KDVI Associates.

Process

Manfred Kets de Vries delivered master classes on "The Challenge of Leadership’ to 80-100 senior level servants who had direct reporting to the minister (e.g. Chief of Staff, Director of Health, etc), once or twice a year. This was accompanied by 2-module programmes delivered to 5 cohorts of 12-24 participants over a period of 5 years.

Module I—The first module, which lasted 3.5 days, focused on self awareness and individual leadership behaviours using 360° feedback from the GELI and PA™, followed by group and individual coaching as well as building coaching as a leadership skill.

Module 2—The second module focused on teams and organization, using the LAQ™. Managing transitions, or what happens to organisations during periods of change, was also addressed as well as what makes for a high performing organisation. Groups had to deliver recommendations to their respective Ministry at the end of the programme, which they would take responsibility for as a cohort to bring about change in the civil service.

KDVI faculty provide follow up a couple of week after the programme to check progress. The organisation has also taken ownership and put processes and practices in place to ensure continued commitment to the change agenda.

With each iteration, KDVI was able to continuously improve and update its methodology in accordance with the needs of the school, as well as building on the experience gained from prior interventions.

Outcomes

Leaders went away with personal as well as team action plans. They also returned to observers and superiors to discuss the feedback, essentially bringing the organisation into the process. Recommendations were also made for the civil service and presented within their respective ministries. The experience also allowed the civil servants to come together and share experiences and learning, to connect and to build a community. At a broader level, the long-term relationship between KDVI and the organisation has helped reshape the country’s civil service by bringing in leadership development into the sector. To build on the group dynamics, an alumni session involving all cohorts was formalised, and reinforced by the organisation, so as to create a community for continuous impact and change.

Client

A leading energy company

Background

An integrated energy company with 6000+ employees. The Head of Production was heading the biggest project in the company which involved partnering up with other organisations in the US and China. He had put together a new team which comprised mostly of new members from the US and Chinese partner organisations, along with a couple of members of his old team. KDVI was contacted to help in team development and alignment.

Outcomes 

The coaching facilitated team alignment and contributed to the completion of the project in time and meeting of its objectives. Following KDVI’s intervention, a more systematic leadership development programme is now under development.

Objectives

To help align members of the team so that they could function as a high performing team in order to meet the project’s objectives, which had to be fulfilled in two years.

Format

Three interventions, one with the Head of Production’s old team and two with the new team of between 10-11 senior leaders. Each intervention followed a two-module 360° feedback and group coaching approach and was delivered by 2 KDVI Faculty.

Process

The GELI, PA™ and Leadership Audit were used as preparatory instruments, the latter to identify challenges in their way of working together and their role as a leader and as part of a team. The first day started with a half day of lectures and discussions, leadership exercise, self portrait, introduction to 360° feedback and receiving their feedback reports. This was followed by 2 full days of group coaching and a half-day to draft a commitment to individual action plan.

The second module took place 6 months later with a follow up using the LAQ™ as well as an examination of organisational culture and high performance organisation. This culminated with a follow up with HR person and Head of Production on workshop outcomes.

Outcomes

The coaching facilitated team alignment and contributed to the completion of the project in time and meeting of its objectives. Following KDVI’s intervention, a more systematic leadership development programme is now under development.

Client

A large multinational engineering company

Background

The Company is a large and longstanding multinational engineering company with 300,000+ employees. The CEO had started a programme for high potentials whereby new recruits were introduced into the organisation and mentored personally by the CEO. The objectives were to fast tracked high potentials and within two years, turn them from experts to business leaders as well as to set up a larger process of gradually populating the organisation with talent in senior management levels. These recruits were placed in 6 months assignments throughout the world. KDVI was called in by the CEO to help bring the cohort (who were dispersed throughout the world) together and to create a learning community.

Objectives

The goals were to bring the dispersed group of high potentials together as a cohort and provide a space for them to get to know one another, exchange experiences and create a sense of shared journey together. Another objective was to conduct this intervention every year to gradually populate senior management levels.

Format

Multiyear intervention with 2-3 KDVI Faculty, using the KDVI methodology as well as co-developing and personalising the programme to the organisation’s specific leadership needs. This intervention represented a high level of up-front investment from KDVI as it required tailoring and embedding the intervention within the context of the CEO’s broader programme for high potentials. Thus, it was customised according to the participant’s needs and job expectations as well as the organisation’s plans for high potentials.

Process

At the heart of the intervention was the group coaching methodology with client-specific needs built around it including client relationship management, leadership, team dynamics, and influencing without authority. The intervention took place with 11 high potential over the course of 4.5 days and include lectures on leadership, keynote speakers from company, the use of the KDVI instruments for group feedback coaching, and the critical incident method to talk about specific challenges and issues. The intervention culminated with a personal action plan. KDVI intervened with 3 cohorts of high potentials over a period of 2 years.

Outcomes

The intervention allowed the group of high potentials to work with different kinds and levels of people. Participants bonded with each other and did come together as a cohort, they understood the organisation better through shared experiences and learned from each other on what it meant to work in the organisation. Personally, they also gained a better understanding of themselves, and what it meant to be a leader (especially in the transition from expert to business leader) and what their expectations were in the organisation.

Client 

Recruitment and talent management firm

Background

A global talent management firm with 2000+ employees, with candidates in over 20 countries. The new CEO wanted to dramatically restructure the company on to a more integrated organisation, which at that time, was comprised of the parent company and small companies throughout the world. The objective was to adopt a more centralised approach, which included articulating a common vision, providing talent management services in a more coherent way, sharing experiences across the different local organisations, and improving overall delivery to clients. To deploy the new strategy, the CEO put together a global top management team. KDVI was asked by the CEO to help make this team a high performing team.

Objectives

To align the top management team so that they can work effectively together to execute the company’s new strategy.

Format

A single intervention of a top team consisting of two modules with 2 KDVI members.

Process

The intervention started with a conference with Top 100 worldwide with Manfred Kets de Vries providing a keynote speech. This was followed by a workshop for the tom management team of 9 members with 2 KDVI Faculty. The Leadership Audit, GELI and PA™ were used as preparatory instruments. A half-day introduction was followed by 2.5 days of group coaching.

A year later, a follow up workshop, which also took place over 2.5 days, focused on team dynamics. It was conducted with a team of 11 members (some of the members were replaced by new ones) using the Team Strengths Questionnaire and LAQ™. Using the Team Strengths Exercise, participants wrote down where they felt the team was on a scale of 1-10 and then had a discussion on behaviours the team needed to change in order to reach their desired number. The group also worked on the LAQ™ results to come up with a personal and team plans. The Personal Immunity exercise was also used to identify specific ways a leader could build up resilience in order to become drive team performance. During the second day, the group worked on Competing Commitments as a team and spent the afternoon session on the Leader as Coach exercise, which provided each member to engage in peer coaching.  The second evening, the team also participated in a group cooking exercise. The CEO and HRD as well as the 2 KDVI Faculty provided feedback on group dynamic and discussion.

Outcomes

As part of major restructuring of company, KDVI’s intervention resulted in change in the leadership team with two of the original members remaining. In doing so, the CEO was able to craft a more aligned team by bringing in higher quality team members who could work more effectively together to enhance the quality of services. Following the intervention, some of the members also continued individual coaching.

Client

An international public research university

Background

A new international graduate-level public research university in the midst of developing a new model of delivering higher education, with ambitions of establishing itself as a leading school worldwide. KDVI was approached by the University because it had both leadership expertise and culture-specific experience.

Objectives

The university wanted to bring leadership into the institution because change was not coming through as expected: teamwork was not as effective, and leaders did not have any exposure to leadership concepts.

Format

A modular intervention using 360° feedback instrument and individual coaching with senior administrators. Group coaching, however, was not used as the institution did not believe the leaders were ready for this form of intervention.

Process 

KDVI provided an intervention consisting of a teaching component to 15 senior level administrators, provided summative feedback to them as a group from a number of instruments (GELI, personal bio questionnaire, portraits), as well as 2-3 hours sessions of intensive individual coaching, delivered over a period of three days.

Outcomes 

The most impactful outcome was that it created more reflective practitioners through increased self-awareness, as most of the participants had never undergone a 360° assessment from both their private (home) and public (work) spheres. This exercise allowed them to build a level of comfort in exploring and understanding of ones self, as well as to make a connection between their personal lives and leadership work. KDVI faculty also approached the debriefing by focusing on strengths and identifying opportunities to reshape and leverage strengths. This was key to increasing their effectiveness as leaders. Next steps include working with the VP in a group coaching context, focused on bringing the top team closer in alignment with the strategy of the organisation, and implications for them individually, as a team and as an organisation.

Client

A public research university

Background

A long-standing collegiate public research university in the midst of setting up an advanced executive education programme offering senior executives the opportunity to step outside their professional and personal lives and look at the issues and challenges they face in a changing future. It focuses on providing executives with agility, a broader outlook of the ecosystem they are working in, and providing them with tools to master this environment. KDVI was asked to provide the coaching part of the programme.

Objectives

The programme was an international executive programme with top executives from 18 nationalities and diverse industries and functions. The objective of the group coaching intervention was to provide executives with dedicated time to think about where they were in their career trajectory, to share experiences and to think holistically about their leadership style and personal development.

Format

A one to one coaching intervention with each of the programme participants in the 2nd week of a three-week programme.

Process 

The intervention consisted of a full day of coaching with GELI and the Personal Feedback Page followed by a half day of individual coaching. Following the coaching module, two follow up coaching calls were made.

Outcomes 

The intervention provided a time and space for individual to reflect and to bring up and address issues they would not have thought of, to increase self awareness and self understanding as well as better understanding of others, and to think about their career and life choices.

Client

A national school of economics

Background

A privately owned leading business school. The school had contacted KDVI to provide a coaching module within a broader executive leadership programme.

Objectives

To provide participants with a group coaching intervention as part of a larger executive development programme.

Format

A multiyear collaboration with the business school involving an annual workshop using KDVI methodology of 360° feedback instrument delivered to senior executives (30/cohort) involving 4 KDVI Associates.

Process 

The intervention consisted of a Masterclass by Manfred Kets de Vries followed by the Leadership Exercise, discussions and lectures on effective leadership with case studies as well as 2 days of group coaching (in three groups of 10) using client-specified instruments. The coaching was linked to the broader executive programme with the school following up with action plans.

Outcomes 

The intervention provided a time and space for executives to reflect and to bring up and address a lot of new issues they would not have thought of, namely thinking about their career and dealing with similar work challenges.

Client

A large private bank

Background 

One of the largest private bank in its country with around 18,000 employees.

Objectives

Alignment of the top management team so that they could work more efficiently.

Format

A single intervention of a top team consisting of one module with 2 KDVI faculty.

Process 

The intervention with this bank was the first effort to work with the top team of the bank, using 360° instrument feedback on client-specified instruments as preparation and to sit down for a couple of days using the feedback to discuss leadership issues with the team. It involved two KDVI faculty with a group of 12 top management team members. This model represented the beginning of a number of interventions with other bank.

Outcomes 

The main outcome was better team alignment wherein members got to know each other better, more openly discuss issues they had within the team and how they could be more effective, and develop concrete and meaningful action plans for individual development plan, which were followed up with other members of the team.

Client

A multinational investment bank, Equities Division

Background

A multinational investment bank with 30,000+ employees.

Objectives

The bank had just gone public, which in turn created upheaval and anxieties throughout the company. As the structure of the company had changed, there was an urgency to heal the wounds, put some leadership development in place, and to use the opportunity to create a new, unified culture. The Head of Equities approached KDVI to help the division become more effective and more aligned as a team. Due to the success of the first wave of interventions, KDVI’s involvement in this bank continued for 3 years.

Format

A multi-year modular intervention with senior leaders using 2 KDVI faculty.

Process 

KDVI started with a trial programme with a group of 10 executives from all over the world. The intervention, which followed KDVI’s development framework of 360° instrument feedback and group coaching, was delivered in a modular format consisting of two 3-day workshops spaced 4 months apart.

Module I – The first module focused on individual leadership development. It involved an opening Lecture followed by a Leadership Exercise on good and bad leadership. This was followed by a Metaphor Exercise in which participants had to draw an organisational portrait and to explain their drawing to the group. An introduction to the Feedback Instruments (client-specified instruments addressing leadership behaviours, personality and life/family factors respectively) was presented at the end of the first day, followed by the handing out of results to the participants. The second and third day of the workshop were dedicated to Group Coaching using instrument feedback. All 12 participants were debriefed together by 2 KDVI faculty. Group feedback was followed by public commitment to Personal Action Plans.

Module II – The second module focused on organisational issues and challenges. Conducted four months later, it involved the review of personal action plans, Organisational Culture Exercise and discussion, followed by an action plan for the organisation’s corporate culture. Career Life Cycle based on Erikson’s stages of life, was also discussed. The final activity was the origins of what is now known as the Critical Incidents Method, which required participants to identify and present key challenges they were facing and get feedback from the group.

The first intervention was so successful that KDVI continued with similar workshops over a period of 3 years with a total of 150 senior leaders from all over the world. KDVI’s model reiterated several times over multiple years evolved into a systemic way to drive leadership and cultural change throughout into the organisation.

Outcomes 

The intervention reinforced the strong team culture characteristic of the bank. In addition to the modular interventions, one to one coaching was also put in place to support leaders between modules. Participants were engaged and encouraged by the process, which helped solidify learning and group cohesion. The intervention also laid the basis for an internal pipeline of leadership development within the bank.

Client

A large financial services group

Background 

A large financial services group, focused on full-service banking, operating in over 30 countries around the world with 45,000+ employees. 

Objectives

The bank had undergone a change of leadership, with a new (internal) CEO stepping in from the investment banking sector. The bank was also under threat of a takeover and found itself in a delicate situation, with the CEO needing the support and development of his team. KDVI was contacted by the HR Director to implement a leadership development programme. This partnership continued on for five years.

Format

Multi-year modular intervention with senior leaders in working teams, using 3 KDVI faculty members. The programme continued over a number of years, but in a slightly different format, employing a larger number of faculty. 

Process

KDVI’s first point of entry was a master class for the top 100 during the first half of the first day. 30 senior leaders (3 working teams from Executive Board, Retail Bank and Investment) remained to continue on with a 360° feedback and group coaching module under the guidance of 3 KDVI faculty members. The first day’s afternoon started with the leadership exercise with 5 groups of 6, followed by plenary presentations and introduction to feedback and group coaching. The next 2 days, three separate workshops (each lead by a different KDVI faculty member) were conducted with each intact team to explore 360° feedback using KDVI’s proprietary instruments in a group feedback setting, followed by personal action plans. A second module was conducted a couple of months later as a follow up.

After the first intervention, KDVI faculty set up a full leadership development programme, taking the model and working it through the different management layers down into the organisation.

Outcomes

This intervention represented a systemic multi-year intervention, which cascaded down through different levels of the organisation. The main impact was on the culture of the organisation - working teams were more aligned, set their values differently, and began to behave more like a high performance organisation.

Client

A multinational financial institution

Background 

A large financial institution, operating across 10 countries with 40,000+ employees.

Objectives

This bank had a newly appointed CEO, who was tasked with the challenge of taking the company out of a bad situation in a termed-tenure (the previous Board and CEO were fired). Hence, the CEO’s focus was two-fold: (1) A major restructuring effort, which required onboarding new people and (2) Identifying a successor. At the same time, the company had brought in a highly public figure as a potential successor but the CEO had qualms whether or not he was the right person. KDVI was called in to conduct a leadership development workshop, whose goals were to identify leadership needs as well as to serve as a testing ground for the potential successors. KDVI’s involvement with this bank lasted 3 years.

Format

Multi-year modular intervention with senior executives involving 2 KDVI faculty members.

Process 

KDVI proposed a leadership workshop with 25 senior executives, divided into three groups. The intervention was delivered using the same format as with other banks, with a large group intervention of 50 people in the last year.

Module I—The first workshop lasted 2.5 days. KDVI used the Leadership Audit (interviews with TMT to provide a presentation on culture and challenges in present and going forward), Self Portraits and group feedback process using KDVI’s own proprietary instruments (GELI and  PA).

Module 2—The second workshop, which lasted 2.5 days, involved a debrief of personal action plans and discussion of High Performance Teams using LAQTM feedback. This was followed by a discussion on culture, high performance organisations, and a group exercise focused on strategic issues. The teams then committed to a new action plan for organizational culture and change that was presented to the Board.

For each intervention, KDVI also put together extensive reports on each participant to the Board/CEO (based on group feedback, group interactions and letters of intent) including general concerns for the bank, capabilities of individuals, and specific recommendations from KDVI for both the bank and the individual leader.

Outcomes

The intervention with this bank represented a total treatment. Very detailed profiles were presented to CEO, who was eager to get a good sense of the people he was working with. This knowledge in turn resulted in better leadership placement, where leaders were moved to positions of strength. Another enormous impact on the organisation was the creation of an internal university, to serve as a testing and training ground for leadership potential. Beyond the workshops, KDVI was also invited to the bank’s first and second organisational summits with the Top 100, with Manfred Kets de Vries as one of the speakers and designer of the summit. Interventions with executive board members were also conducted in the form of workshops to address organisational issues and strategies.

Client

A family controlled private bank

Background 

A large family controlled private bank offering Wealth & Asset management services with 3000+ employees and offices all over the world.

Objectives

KDVI was approached because of experience in managing transitions and onboarding. The goal was to help the Board members manage their relationships with one another and to understand how they each contributed to the Board and generally as leaders. Moreover, each member had a triple role as partner, director and executive, which they had to simultaneously manage. KDVI was approached because of their group coaching methodology as well as Governance, Board and Transition experience of faculty members.

Format

An ongoing collaboration involving 360° feedback and group coaching intervention with 8 Board members using 1 KDVI Faculty member. This was followed by one to one coaching with three members of the Board.

Process

To measure their effectiveness as a team, the LAQ, a KDVI proprietary instrument, was used, supplemented by the bio questionnaire and other internal personality-related instruments. The LAQ involved 360° feedback from Board members as well as members of another team (e.g. Executive Board, partners, etc). The group received both individual and group feedback, followed by an action plan. Board members went back to direct observers to discuss the feedback but were reluctant to go back to each other. In response, KDVI Faculty conducted another group session to debrief the group feedback collectively, addressing collective strengths and differences.

Following the group workshop, KDVI Faculty established one to one coaching relationships with three members of the Board, one of whom was a next in line senior partner.

The next stage is to build a 3-4 day module programme using the 360° feedback group coaching methodology, using the GELI/GELM and the OCA with the top 40, with an initial pilot group of 10.

Outcomes

The LAQ served as a tool to identify the roles of each Board member and to see if their self-perceptions were consistent with what was expected of them by other members of the Board. The group also addressed key issues, under the surface, hidden agendas that prevented them from working effectively. This methodology unlocked a number of issues and Board members started to talk to one another which in turn lead to changes within the Board. Another outcome was the building of an ongoing relationship between the organisation and KDVI as they continue to co-develop programmes that are increasingly attuned to the needs of and go deeper into the leadership ranks of the organisation.

Client

A global international financial services group

Background 

A global international life insurance and financial services group with 25,000+ employees all over the world.

Objectives

The company had some internal leadership development initiatives but these were implemented locally. A new global HR development team was put into place, with the goal of building a centralised leadership development pipeline, and as such aligning the group talent development strategy. The main components were talent review, focus on the top 100, accelerating leadership development of high performing senior leaders with a specific focus on agility. A number of programmes were created by the company and KDVI was called in to assist with group coaching in the High Potential Programme. The contact person within the organisation had good experience with the group coaching methodology and wanted to see it applied within the organisation.

Format

A reoccurring programme as part of the company’s leadership development strategy. It involved a collaboration between the organisation, KDVI and other business institutions. The company’s programme was focused on high potentials (cohorts of 35-34 leaders), with the goal of complimenting experience gained on the job, broadening global mindset, understanding the impact of macro environment on business strategy and commercial agility. The programme lasted 6-9 months, and consisted of 2 modules with coaching and action learning projects in between. KDVI managed the coaching portion of the programme with 8 KDVI Faculty members over the course of 9 months.

Process

Module I—The GELI, PA and Personal Bio were used as preparatory instruments. The first day consisted of a Lecture on leadership followed by the Self Portrait exercise and Group Coaching with the instruments. Participants committed to personal action plans with learning partners and were expected to meet with their line managers following the module to discuss and execute these plans. Individual coaching calls were conducted 2 months later to check progress as well as a group coaching call to keep cohort members up to date on each other’s plans as well as to share experiences.

Module II—The LAQ was used as preparatory instrument. The workshop opened with a discussion on High Performance Teams and High Performing Organisational Culture. Following the group coaching session, participants were asked to prepare a one page Leadership Challenge which addressed the key issues they faced in their workplace and what they needed to work on in order to become better leaders. This was followed by one to one coaching, some self-reflection time and then peer coaching activity using the Critical Incident Method (CIT) as well as the issues identified in the Leadership Challenge exercises. Individual follow up calls were also conducted after the second workshop.

Following the programme, participants had to make a presentation to the Board.

Outcomes

Most of the participants were making the transition from expert to manager and had to learn how to be agile. They also had to think about how they will progress in their career, with many of them without a clear idea on how to be creative in developing their role and how to be proactive with their personal development. The coaching intervention was an eye opener and provided leaders with insights into themselves, to others and to other business units. They became more aware of their ability to master their own agility, of their coaching ability and how they could apply it in their own practice. They were also much more in control of their own career development. Moreover, the organisation itself was very engaged throughout the process and put alot of effort into the programme and development plan. Mentorship and ongoing coaching was set up following the coaching intervention.

Client

A credit insurance company

Background 

A large credit insurance company with global reach and 3000+ employees. The company was purchased by a holding company which resulted in severe cost cutting and little investment in its people. As such morale was low. The organisation had created a new development programme for the top leadership team working at one level below the Board. 

Objectives

Major themes of the program were: leading yourself, leading direct reports, leading teams and managing up. KDVI was approached to support the leadership development process.

Format

An ongoing programme, comprised of one module lasting 3 days, with 16 participants from several European countries. The programme takes place every other year and is designed to co-exist with other development programmes within the company.  Its content supports the content within existing programmes without conflicting or providing a repetitive experience.

Process

The design comprises an introduction, lectures, discussions, exercises, group coaching, individual coaching, action planning and summing up.  The focus of the workshop is to introduce KDVI’s  framework for understanding leadership and beginning to work on one’s own individual leadership skills. The Leadership Audit, GELI and PA were used as preparatory instruments. The workshop opened with a lecture on leadership fundamentals, followed by an introduction to 360° feedback and group coaching as well as the distribution of results to participants. The next day was dedicated to group coaching in three groups of 5-6 participants, concluding with a personal action plan. The third day opened with individual and peer coaching in the morning, followed by a Fair Process Lecture and Discussion, Hidden Commitments Mindset Exercise and a Summing Up. Individual follow up calls were conducted 2 months after the workshop.

Outcomes

The intervention enabled and empowered participants to confront and address salient issues related to feelings of powerlessness in the aftermath of the takeover as well as to look for creative ways to reframe their situation by leveraging on their strengths and to be proactive in order to move forward.

Client 2

An independent oil and gas exploration company

Background

An independent oil and gas exploration company with 1300+ employees. One of the KDVI coaches had an ongoing coaching relationship with the CEO. Through their coaching conversations, issues related to the top management team emerged. A decision was made to provide a group coaching intervention to the top management team.

Objectives

The goals, as identified by the CEO, were to give attention to individual top management team members, build group dynamics so they could be come more effective as a team, and build a feedback culture within the team so they could more easily access and communicate with each other.

Format

A single intervention involving a two-module group coaching intervention with the top team conducted by 1 KDVI Faculty member.

Process

The top team was taken to a remote location in order to provide a space for them to reflect outside their everyday working lives. The workshop started with a discussion on individual leadership; what each of them wanted to do as a leader. Group coaching was conducted with KDVI’s proprietary instruments (GELI), with each individual spending a couple of hours in the “hot seat” in a deep discussion of their leadership behaviours and challenges. Although there was no formal action plan at the end, each leader had to commit to themselves and to the team to change something in their behavioural repertoire.

A 2nd module served as a follow up to previous commitments as well as an exploration of team dynamics using the LAQ™.

Outcomes

The intervention resulted in the top management team knowing one another more deeply, developing thicker relationships, improving the ability to talk more candidly and courageously with each other, allowing them to call each other out on things and to have difficult conversations, improved individual and team effectiveness and helped the CEO to understand team and individuals better as well as provided others an in-depth look at other members of the team.