Building leadership accountability beyond engagement scores.
Understanding what’s really going on.
Client
A diversified national services organisation experiencing high employee turnover despite consistently strong employee engagement results.
Challenge
The Board had confidence in the organisation's engagement scores, yet turnover continued to rise and exit feedback painted a very different picture. Traditional reporting was masking leadership behaviours that were creating inconsistent employee experiences, unnecessary workforce costs and growing organisational risk.
The Board needed independent insight into what was really happening beneath the surface and a more effective way to govern leadership performance.
Our Approach
We undertook an independent leadership effectiveness review combining operational data, leadership diagnostics, targeted employee insight and organisational performance indicators to identify the behavioural drivers impacting culture and performance.
Working alongside the Board and executive team, we designed a leadership effectiveness framework that shifted the focus from lag indicators such as engagement scores to real-time measures of leadership capability, accountability and organisational health. Board reporting, leadership KPIs and executive development plans were redesigned to support sustained behavioural change rather than isolated interventions.
Impact
Revealed leadership risks not visible through traditional engagement reporting.
Established a governance framework enabling the Board to monitor leadership effectiveness with greater confidence.
Embedded clear accountability for leadership behaviour across the executive team.
Reduced turnover within targeted business units by 50%.
Lowered labour costs through improved employee retention and workforce stability.
