The newly formed Executive Management Team (EMT) at the Aerospace Technology Institute (ATI) were keen to support and strengthen their development as a high performing team. This was central to leading the institute to achieve their vision for the UK Aerospace Industry.

The aims were to:

  • Increase engagement and commitment, as well as accelerate development as a high performing team.
  • Increase openness, cross office collaboration, as well as foster ways of working that further embed the core values and vision of the ATI internally and across complex stakeholder groups.


The performance of the Executive Management Team was assessed via a short diagnostic. This involved individual interviews with all five members of the EMT and shadowing an EMT meeting. Key strengths and areas of opportunity were identified. These insights were used to shape the design of a workshop to accelerate the achievement of consistent high performance. This workshop drew upon appreciative inquiry, insights from structural and behavioural levers to strengthen team performance and avoid common team dysfunctions. Positive leadership and insights about individual and team preferences in ways of working and communicating, supported by the Hermann Brain Dominance Instrument (HBDI) were also explored. Prior to the workshop the individual HBDI results were debriefed in one to one sessions.


Whilst the performance of the team was strong in many areas, the overall the organisation, team and individual benefits were:

  • Individual debriefs and the team workshop deepened the understanding of individual and team preferences and key performance levers to unlock dynamics whilst smoothing and broadening collaborative teaming.
  • Deeper awareness of individual and team preferences enabling greater flexibility in leadership style, communication, collaboration and teaming.
  • Increased team engagement, performance, and understanding of how to use the key levers of team development to underpin ongoing success.
  • Deeper awareness of how to engage with the wider ATI.


“This has given me a new perspective on my colleagues and has added to our collective comradely. It has also established the expectation that things will change going forward. I also feel clearer about what I bring to the team and this is encouraging / empowering.”

“This has deepened understanding of our team complements and differences, and generated a willingness to collaborate in different ways. The HBDI was particularly helpful because it allowed us to recognise and acknowledge we have different preferences and approaches; when you recognise this you have a much better chance of getting the most out of each other and the team; whilst also providing a helpful common language.”

“It was good to share thoughts on how the team could work better. I now have a better understanding of colleagues’ preferences too, which will help me to recognise areas of conflict and how to adapt and move more – and think before reacting.”

“This has created more cohesion in the team, and more readiness to deal with group dynamics consciously. I also now recognise how our dynamic influences the overall atmosphere in the organisation, and affects how others feel in their work, especially more junior staff.”