Novo Nordisk is a Danish multinational pharmaceutical company with production facilities in eight countries and offices in 5 countries.They are committed to driving change in the treatment, perception and future of diabetes and other serious chronic diseases.
As a company, Novo Nordisk advocates authentic leadership, encouraging leaders to find and use their strengths to lead and form teams. It strongly believes that corporate culture and values are 'the soil' that cultivates leaders.
Novo Nordisk China wanted to shift the focus of the leaders on their leadership programme. Rather than focusing purely on individual leadership skills, personality and abilities, they wanted to develop their leaders within the context of the team, to ensure that learning was embedded, practical and applicable after the programme.
Course leaders have integrated Belbin reports into the third and final stage of their leadership programme, which focuses on team leadership and building high-performing teams. In this stage, team members are also present. This enables participants to grasp the knowledge and apply it in their day-to-day job.
Novo Nordisk hosts a two-day training programme, beginning by defining the Novo Nordisk leadership values. Leaders complete the Belbin Self-Perception Inventory (SPI), which takes about 15-20 minutes and obtain Observer Assessments (4-5 minutes each) from their teams, to give them invaluable insights into how their behaviours are perceived and understood by those they lead.
The Belbin Team reports are then used for team diagnosis. These give leaders an in-depth understanding of the behavioural diversity within their team, as well as specific advice on how work might be delegated, any missing contributions and potential sources of conflict within the team.
A selection of Belbin reports were used, and a Belbin workshop was delivered by Belbin China.
With the Belbin reports to hand, workshops and one-on-one feedback sessions with the managers are run, focusing on three main topics:
The teams study the Belbin Team report in depth, enabling them to assign tasks and responsibilities to the person most suited to each kind of work.
Leaders are taught how Team Role knowledge can be used to understand stakeholders, for example, modifying their communication or presentation styles to ensure the best reception for their ideas and projects.
Leaders explore how to drive personal behaviour change within the team to maximise efficiency and elevate team spirit.
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