Lead360 Leadership Program: Case Study

Background:

This case study examines the impact of the Lead360 leadership program on a ​marketing team within a midsize corporate organisation (200-400FTE). The program ​focuses on optimising job roles, increasing job value perception, and improving overall ​performance.

Individual Case: Sarah, Marketing Specialist

Baseline Measures

Job Value Perception: Low (2/10)

Effectiveness of Deliverables Design: Moderate (5/10)

Time Allocation:

Valued Tasks: 30%

Non-valued Tasks: 70%

Performance Impact: Moderate (6/10)

Interventions

• Connected job role to organisational vision, targets, and ​strategy
• Redesigned deliverables using "quality, time, and ​consistency" measures
• Analysed and optimised task allocation
• Reduced non-value-adding meetings
• Implemented personalised skill development plan

Post-Intervention Results

• Job Value Perception: High (9/10)
• Effectiveness of Deliverables Design: Very High (9/10)
• Time Allocation:
• Valued Tasks: 85%
  
• Non-valued Tasks: 15%
  

Performance Impact: Very High (9/10)

Team Case: Marketing Department (10 members ​including Sarah)

Baseline Measures (Team Average)

Job Value Perception: Moderate (4/10)

Effectiveness of Deliverables Design: Moderate (5/10)

Time Allocation:

Valued Tasks: 40%

Non-valued Tasks: 60%

Performance Impact: Moderate (5/10)

Interventions

Applied the same interventions as in Sarah's case to the entire team, with additional focus on:

• Aligning individual roles with team objectives
• Improving team communication and collaboration
• Implementing a team-wide system for prioritising high-value tasks
• Conducting regular team-building and skill-sharing sessions

Post-Intervention Results (Team Average)

• Job Value Perception: Very High (9/10)
• Effectiveness of Deliverables Design: High (8/10)
• Time Allocation:

• Valued Tasks: 90%
• Non-valued Tasks: 10%

Performance Impact: Excellent (9.5/10)

Results Comparison

Key Findings

Connecting individual roles to organisational strategy dramatically increased job value perception, ​with a 350% improvement for Sarah and a 125% improvement for the team.

Redesigning deliverables led to an 80% increase in effectiveness for Sarah and a 60% increase for ​the team.

Optimising task allocation resulted in a significant shift towards valued tasks, with Sarah seeing a ​183% increase and the team experiencing a 125% increase.

Performance impact showed remarkable improvement, with Sarah's impact increasing by 50% and ​the team's average impact nearly doubling.

Conclusion

The Lead360 leadership program demonstrated exceptional positive impacts on both ​individual and team levels. By focusing on job value perception, deliverable design, ​and task optimisation, the program successfully transformed performance and job ​satisfaction.

The holistic approach, combining individual and team interventions, led to synergistic ​improvements that exceeded expectations.