Caerus Change Experience
Psychological safety and the practice of inclusive, inquiry-based leadership sits at the heart of what we do.
Read below how some of our clients have found the experience of working with us - and see how we could help you.
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![Caerus UK publisher image]()
UK Publisher
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UK
Publisher
Using the results of their
FO Scan,
the leadership team at this
UK Publisher were able to introduce a new process to help them
move up a gear.
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![Caerus Global Charity image]()
Global Charity
example@mail.com
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Global
Charity
Using a combination of the
FO Scan and Kantor BBP,
we introduced an
understanding of their own value to this R&D leadership team.
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![Caerus Education image]()
Education Sales and Marketing
example@mail.com
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Education Sales
& Marketing
The FO Scan result highlighted a misalignment of goals and objectives for these educational sales & marketing teams. We helped them to resolve that friction.
UK Publisher
Situation
The CEO of a long-established and successful UK publisher was concerned that despite their success - and his respect for his team members - there was capacity within the team that was not being realised. He was concerned that although he didn’t want the team to feel in any way that they were underperforming, he did want to explore whether by working more effectively together they could take their performance up another gear.
Solution
We were given a half-day slot as part of a team off-site. We used that to explore the interpersonal climate the team had created for itself, and its impact on performance. Using the Fearless Organization Scan, we provided each member of the team - and team overall - with an insight into 4 dimensions of psychological safety: Willingness to Help, Inclusion and Diversity, Attitude to Risk and Failure, and Open Conversations. The lowest scoring dimension was Attitude to Risk and Failure. When we explored this with the team members combined with their scores on Open Conversations, they concluded that they had become “too comfortable” as a team. They had all worked out how to work together without “rocking the boat”. Whilst this made for a comfortable team atmosphere, it inevitably led to issues and opportunities being missed and mistakes not being prevented.
Outcome
As a result of our session, the team agreed to institute what they described as 30 minutes of “gloves off” conversations. During this time, the emphasis was on speaking with total candour and with a clear and explicit agreement to “assume positive intent”. With these guard rails in place, the team was able to get to the heart of sensitive topics quickly without damaging interpersonal relationships.
Educational Sales
Situation
The sales and marketing teams of a global education company were reporting friction and an inability to collaborate effectively. The heads of the two departments were concerned this was detrimental to their client experience and impacting sales performance and market share.
Solution
We took a two-stage approach to support the team; the first stage was to explore the team’s levels of psychological safety using the Fearless Organization Scan (FOS), and the second stage was to instil leadership practices that enable the development and sustaining of higher levels of psychological safety. The FOS debrief session brought to light the challenges that the two teams were experiencing. specifically, a misalignment of outcome and a different experience of urgency. The net result was that whilst both teams were very busy their goals and objectives were misaligned causing interpersonal friction. The follow up session on the leadership practises allowed these potential friction points to be explored more deeply and a shared discovery of the root cause. this removed the previously existing personal antagonism and created a shared goal of greater alignment on priorities and purpose.
Outcome
The reduction in friction has enabled closer and more productive collaboration, a meeting of minds on shred purpose and increased effectiveness at balancing short- and longer-term goals. It is too early to measure sales performance but the two team leaders are already seeing upticks in engagement and morale and far more productive cross-team collaboration.
Charity
Situation
The Research & Development leadership team of a global charity was experienced by colleagues as unresponsive and not connected. The result was the team did not access all the extraordinary intelligence within the team to serve the charity's purpose. The CEO was frustrated that despite the team being populated exclusively by Ph.D. qualified scientists it was not delivering for its internal clients.
Solution
We took a two-stage approach to support the team; the first stage was to explore the team’s levels of psychological safety using the
Fearless Organization Scan, and the second stage was to look at the interpersonal dynamics using an insight tool known as the
Kantor Behavioural Index.
The FO Scan debrief session brought to light the fact that whilst the leadership team members were all committed to the purpose of the charity, they had no shared understanding of the value of their team. As a result, when requests for support were received, they dealt with them personally regardless of their aptitude on this topic rather than engaging with colleagues to find the best people for the job. Furthermore, the most recent recruit had found it virtually impossible to integrate with the team and build a real sense of belonging.
Outcome
Following our sessions with the team, they spent time clarifying their purpose and sharing more personally their interests, capabilities and motivations. The result was both an increase in the speed of response and quality, and levels of innovation. The CEO also reported that the reception given to requests changed dramatically with the team, welcoming challenges and requests rather than reflecting a sense of overwhelm and inability to respond.
What we do
Team Development to create high functioning teams where extraordinary collaboration, innovation and performance become the norm
Training leaders and consultants in the measurement and practice of psychological safety and inclusive, inquiry-based leadership
Coaching leaders seeking to create the conditions for their team and organization to thrive
Cultural Transformation and whole system change
