Building a Shared Leadership Language Across Cundall’s Regional Offices
Built for emerging leaders and project managers.
From pre-assessment to applied breakthroughs.
Across Cundall’s GCC offices.
Where Technical Excellence Meets People Leadership
Cundall, a global engineering and design consultancy, was navigating a leadership transition common in professional services: technically strong engineers and project managers stepping into people leadership roles without the behavioural foundations to make the shift effectively.
Differing working styles, insufficient psychological safety, and the challenge of building trust across multi-disciplinary teams were creating inconsistency across regional offices. The organisation needed a shared leadership framework that could be applied consistently, and a development experience that would make the shift from technical expert to people-centric leader tangible and lasting.
Integrated Team Science, Designed to Shift Leadership Habits
Emile Woolf Middle East designed and delivered a two-day programme blending behavioural psychology and emotional intelligence to produce lasting shifts in leadership behaviour. The approach combined established frameworks with applied experiential learning, ensuring that concepts were not just understood but practised.
Foundational Awareness
Using the Johari Window and Psychological Safety models to build trust and influence. Participants gained clarity on their own blind spots and triggers.
Performance Frameworks
Navigating team dynamics through Insights Discovery, Tuckman’s Stages, and Lencioni’s Five Dysfunctions. Practical tools for managing real team challenges.
Applied Experiential Learning
Combining activities with Situational Leadership and live Team Charters. Learning tested in practice, not just discussed in theory.
Pre-Assessment to Team Playbook
Pre-Assessment
Reflection on leadership identity, career turning points, habits, and core values. Participants arrive prepared, not cold.
Foundations of Safety
Building self-awareness and learning to lead through safety and emotional intelligence.
Performance Rituals
Mastering communication styles and team stages to establish high-performance rituals.
Applied Breakthroughs
Finalising Team Playbooks and individual action plans to ensure behavioural shifts are carried back to the business.
The Impact: From Technical Experts to People Leaders
Engineers left with the tools, and the agreements, to lead people, not just projects.
- Self-aware leaders: participants learned to recognise their own conflict triggers and adapt their style to the person and the task.
- Teams with a charter: every team left with a charter it wrote itself, covering how decisions are made and conflict is raised.
- Commitments that travel: every manager left with one committed behaviour change to review with their line manager.