Turning Conflict Into Fuel: Building a Culture of Feedback
We worked with the Glosten team on how to hold crucial conversations: the difficult feedback moments that, if handled well, build stronger leaders and stronger teams.
When AIM Consulting’s CEO stepped down, the company implemented a “leadership by jury” model where 26 individuals across the organization made executive decisions collectively. This structure quickly led to factional divides, a lack of strategic clarity, and difficulties in sustaining effective leadership practices.
CLA introduced a two-pronged approach to address these challenges. First, we delivered multi-episodic Adaptive Leadership training to develop leaders’ capacity for navigating change and building adaptive behaviors. Second, we led Peer Case Consulting Groups, where participants worked together to uncover root causes of organizational issues, identify actionable steps, and form cross-functional alliances to support change initiatives.
AIM senior leadership gained clarity on their most critical challenges and developed strategies for sustainable behavior change. The organization appointed a new CEO from among the cohort while retaining contributions from the original leadership group, fostering a unified, sustainable leadership approach.
