The challenge:

Due to the COVID-19 pandemic and enormous shifts in worker behaviour, the senior executive group of SSP were eager to realign on their goals, sense of purpose and connectedness.  The previous 18 months had presented significant challenges, and the team wanted to capture their experiences and understand what had worked and what hadn’t.  They also wanted to take the opportunity to understand how their own dynamics and activity had changed, checking the status of relationships rather than making assumptions.

Their goal was to harness the deeper lessons and understand what steps would increase alignment, start difficult but necessary conversations, and provide the best platform to seize emerging opportunities.  With the unprecedented speed of new opportunities arising, the team felt it was necessary to slow down to speed up, increasing efficiency through understanding their situation better.

What we delivered:

After conducting some initial exploratory conversations to frame the interviews, the Performance Edge team conducted a series of deep dive 1:1 interviews with the senior leadership.  The team also spent a period observing and supporting them in meetings, gaining a clearer impression of the group dynamics, which fed their understanding and built on the interviews.

Once interviews and observations were complete, the team collated a detailed, precise report that threw a light on what areas needed attention by the group, and where they had strengths that could be tapped into going ahead.  The findings were explored with the leaders, and created a powerful, data driven moment as they approached business emerging from the lockdowns.

The results achieved:

I was impressed by the speed at which Performance Edge got under the skin of our context and challenges through decompression. 

The process wasn’t long winded or time hungry, and involved all the senior executive stakeholders in a really efficient format.

Far from being another ‘data point’, the Performance Edge team created a critical observation and pointed us towards solutions. 

Their support meant we were able to lean into the conversations we needed to be having, rather than staring at data that we knew was telling us something, but it was hard to determine ‘what?’


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