Challenge

Microsoft, a traditionally hierarchical enterprise organization, sought to transform its culture by embedding adaptive leadership behaviors throughout the company. The goal was to empower employees to independently address challenges instead of relying on authority figures for solutions. This shift in behavior needed to move beyond a one-off training or intensive session, as it was clear that long-term cultural change would require sustained, episodic learning. During the design phase, CLA identified that a comprehensive, ongoing program was essential to facilitate the behavior change across the organization. The program needed to support people managers and address the complexities of working across various teams and leadership structures. 

Interventions

CLA worked with Microsoft for nearly a decade and implemented a structured, episodic leadership development program tailored for cohorts of 20-40 people managers across Microsoft. The program was designed to infuse core Adaptive Leadership behaviors and practices into the organization’s culture. Monthly sessions focused on specific adaptive leadership concepts, including: 

• The Shift from One to Many: Leadership behaviors to shift their focus from self to facilitating the output of others. 

• Moving between Dance-floor and Balcony: Teaching participants move between execution and diagnosis to identify patterns, dynamics, and strategies for more effective intervention. 

• OII Framework: Focus on Observation, Interpretation, and Intervention for adaptive decision-making. 

• Building Adaptive Capacity: Developing capacity to navigate change and complexity. 

• Dynamics of Authority, Management, and Leadership: Addressing how these elements interact to solve problems effectively. 

To reinforce learning and ensure continuous development, CLA also introduced an audiocast series that highlighted key leadership behaviors and practical applications. These 15-minute episodes complemented the live sessions, allowing for ongoing reflection and application in real-time scenarios. 

Impact

The program led to significant cultural transformation at Microsoft, with participants exhibiting new adaptive leadership behaviors. Teams became more self-sufficient and autonomous, empowered to solve problems independently and collaboratively. The Leadership University model took root, with more cohorts enrolling and learning essential adaptive leadership competencies. A shared language emerged across the organization, enabling employees to approach complex challenges with a unified framework. The program not only enhanced individual leadership skills but also fostered a more adaptive and resilient organizational culture capable of navigating ongoing challenges.