Welcome to Escalon Consultancy
Send us a short note about your team and what you are working through. We respond within two working days. The first conversation is an informal exploration with the chief executive or sponsor, not a sales call. If the fit is wrong, we will say so.
Escalon Consultancy Ltd 25a Mabley St, London, England, E9 5RH
+44 7802 227756
info@escalonconsultancy.com
Senior practitioners, working with the team in the room
Six to twelve month engagements
The first year of a newly assembled executive committee or leadership group is where habits set. We work with teams in formation to clarify decision rights, surface unspoken assumptions about how members will work together, and build the operating discipline that the team will rely on later.
For teams that are functional on paper but where something is not landing: decisions are reopened indefinitely, disagreement is being routed around rather than worked through, or the team is acting as a collection of individuals rather than as a body. The work is to find what the team has stopped saying to itself, and restore the conversations that matter.
A change of chief executive, a merger of two leadership teams, a shift in strategy that demands the team operates differently. These are moments when the inherited operating pattern is no longer fit for purpose, and the team needs a deliberate reset rather than a slow drift into the new shape.
Engagements are designed around the team. The four areas below summarise how the work typically unfolds.
Leadership team coaching is most valuable when the team's collective performance, not any one member's, is the constraint. If the issue is one person, executive coaching serves better; if the issue is structure, an organisation design intervention; if the issue is strategy, a different conversation entirely. We will say so if we think your situation calls for something else.
A combination of full-team sessions (typically half-day to full-day, every four to six weeks), observation of real meetings (board, ExCo, leadership offsites) with light feedback, and selective one-to-one conversations with members. Length is six to twelve months. We work with the team you have, not the team a workshop framework imagines.
Honest observation of team dynamics, including patterns the team has learned not to name. Respect for the chief executive's authority and the team's structure. Refusal to manufacture artificial consensus, and refusal to confuse comfort with progress. The full list lives on Our Principles.
A team that can name its real disagreements and resolve them in the room. Faster, cleaner decisions on the matters that previously stalled. A shared sense of what the team is for, and clearer signals to the wider organisation about what to expect from it. The chief executive should notice less time spent reopening closed questions.
