Improved trust and collaboration for leaders at Schneider Electric

Background and objectives

With 160,000 employees and one million partners in over 100 countries, Schneider Electric is consistently ranked amongst the world’s most sustainable companies.

The finance leadership team for France were keen to not only work better together, but also to ensure their overall leadership was reflective of the corporate values and culture celebrated at Schneider Electric. Their objectives were:

• Providing a supportive opportunity for leaders to reflect on their leadership style
• Breaking down cross-functional silos
• Raising self and other-awareness of working and leadership styles
• Strategically embodying the Schneider Electric leadership values and principles

Our strategic solution

After consulting Insights, the French finance leadership team began a six-month development programme. It started with Insights Discovery to build personal effectiveness, then moved to Insights Discovery Team Effectiveness to reduce silos.

The learning journey concluded with Discovering Leadership Effectiveness and Self-Aware Leader, helping leaders examine their own practices and live the company’s leadership values with their teams.

As the team progressed from the Insights Discovery Personal Profile to the Insights Discovery Transformational Leadership Profile, they could reflect together on strengths and challenges along identified critical dimensions.

Measurable outcomes

At the wrap-up meeting, the executive sponsors were delighted and felt that all the objectives had been achieved.

The organisation’s leadership experienced greater trust among leaders, particularly in cross-functional collaboration and problem-solving.

By integrating Insights leadership programmes like Self-Aware Leader and the Insights Transformational Leadership Profile, Schneider Electric strengthened its overall L&D offering and flexibility to adapt its programmes as the organisation requires.

Improved collaboration among leaders

Stronger trust between leaders

More agile L&D programmes

Increased psychological safety