From strategy to leadership in action
A blended leadership journey for managers in a care organisation
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As Kessels & Smit, The Learning Company, we support in questions related to learning & development, organisational change, leadership & team development, structure & strategy processes and sustainable employability & job satisfaction. But how do we do that? Regularly we will highlight an example of such a client question each time. This time, a project from our leadership practice.
A care organisation supporting people with intellectual disabilities and/or behavioural challenges wanted to bring its strategic ambitions more visibly into everyday practice. To achieve this, they were looking for a leadership development journey that would help team leaders and behavioural specialists act more consistently from the organisation’s core values while strengthening collaboration and connection across the organisation.
We were invited to design and facilitate the journey. In our initial conversations, we recognised a strong alignment in values and ambitions. Together, we explored how we could contribute most effectively—not only as facilitators, but also as learning designers. In close partnership, we redesigned the programme while preserving its three central themes: courage and decisiveness, trust and letting go, and self-awareness and vulnerability. Our shared starting point was simple: people learn best when they can build on their own strengths and learn within the context of their daily work.
Approach
We co-created a one-year blended leadership journey built around three interconnected learning streams: developing, inspiring, and connecting. The developing stream focused on strengthening participants’ leadership capabilities. The inspiring stream included webinars featuring successful internal practices, a welcome package, and a digital learning toolbox. The connecting stream brought colleagues together through a series of podcasts co-created with people from across the organisation.
The journey began with an in-depth online conversation, supported by input from colleagues who reflected on one another’s strengths and growth opportunities. These often insightful reflections were captured in a personal development report that served as the starting point for each participant’s learning journey.
Over the following months, participants attended three in-person learning studios focused on key leadership themes, complemented by peer learning groups where reflection and dialogue on real-life challenges took centre stage. Podcasts, webinars, and the digital toolbox enabled learning to happen anytime and anywhere, while continuously connecting learning to participants’ day-to-day work.
One particularly powerful element was the in-depth introductory conversation. It created a shift in how people viewed themselves and each other. The combination of learning, reflection, and experimentation generated energy and engagement. Because the programme was firmly rooted in practice, participants developed a strong sense of ownership and became active drivers of their own development.
Impact
The journey resulted not only in individual growth but also in collective movement across the organisation. Leaders started engaging in new conversations, sharing stories, insights, and practical tools with one another. In doing so, they made the organisation’s strategy tangible and meaningful in their daily work. Together, we translated strategy into practice—creating both clear direction and space for personal ownership and initiative.