# Leadership Team Effectiveness Workshop > Leadership team effectiveness workshop for CXO and business-unit teams: shared priorities, decision forums that decide and a 90-day team charter. - Source: https://bodhih.com/leadership-team-effectiveness-workshop/ - Publisher: Bodhih Training (Bengaluru, India; since 2008) - Last updated: 2026-10-12 - Contact: solutions@bodhih.com · +91 99000 11601 --- Eight strong leaders around one table do not automatically make a strong team. Our leadership team effectiveness workshop helps CXO, business-unit and country teams agree the few things only they can do, run decision forums that actually decide, disagree well and leave with a 90-day team charter. ## At a glance - **Duration:** Recommended: 1.5 days in person with the intact team, or 4 × 3-hour live virtual sessions, plus a 90-day charter review - **Who it’s for:** CXO teams, business-unit leadership teams, country management teams and GCC site leadership teams - **Level:** Advanced - **Format:** In person · Live virtual · Blended - **Track record:** Since 2008 · 2,000+ companies A leadership team effectiveness workshop helps a senior team work as one unit rather than a group of functional heads. The intact team agrees its shared agenda, sets decision rights and forums, practises productive disagreement, commits to shared accountability for enterprise results and writes a 90-day team charter. Bodhih designs each workshop around the team's real business priorities. - Recommended: 1.5 days in person with the intact team, or 4 × 3-hour live virtual sessions, plus a 90-day charter review - Level: Advanced · In person · Live virtual · Blended - Designed with the ADDIE model and customised to your context - Offered by Bodhih since 2008 to 2,000+ organisations across 7 regions **Also known as:** leadership team effectiveness workshop, senior leadership team alignment, CXO team development program, executive team effectiveness training **Where and how:** leadership team effectiveness training as an in-person workshop in [Bengaluru](https://bodhih.com/corporate-training-in-bangalore/), [Mumbai](https://bodhih.com/corporate-training-in-mumbai/), [Delhi NCR](https://bodhih.com/corporate-training-in-new-delhi/), [Gurugram](https://bodhih.com/corporate-training-in-gurugram/), [Hyderabad](https://bodhih.com/corporate-training-in-hyderabad/), [Chennai](https://bodhih.com/corporate-training-in-chennai/), [Pune](https://bodhih.com/corporate-training-in-pune/), [Kolkata](https://bodhih.com/corporate-training-in-kolkata/), [Ahmedabad](https://bodhih.com/corporate-training-in-ahmedabad/) and [Jaipur](https://bodhih.com/corporate-training-in-jaipur/); as a live online course; or delivered overseas in [Dubai](https://bodhih.com/corporate-training-in-dubai/), [Singapore](https://bodhih.com/corporate-training-in-singapore/) and across the Middle East, Asia and Africa. Last reviewed 12 Oct 2026 by [Siddharthan VGJ](https://bodhih.com/siddharthan-vgj/), Founder · Bodhih Training, Bengaluru ## Why leadership team effectiveness matters more in 2026 Many senior teams are really a hub and spokes: each functional head reports to the CEO, defends their own numbers and meets colleagues mainly in a crowded monthly review. Cross-functional calls drift upward, priorities multiply and the organisation hears five slightly different stories about the same strategy. Leadership team effectiveness is about changing that pattern deliberately. When the team agrees what only it can do, who decides what and how it will disagree, decisions get faster and the layers below stop guessing. > Only 26% of leaders worldwide were engaged at work in 2025. Source: [Gallup State of the Global Workplace 2026](https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx) > 40% of CHROs expect greater transparency in leadership in 2026. Source: [SHRM, What Will Work Look Like in 2026 (Jan 2026)](https://www.shrm.org/about/press-room/what-will-work-look-like-in-2026--new-shrm-research-reveals-how-) ## What participants will be able to do ### Name the team's real work Agree the three to five enterprise priorities that need this whole team, and hand everything else back to the functions. ### Redesign decision forums Map who decides what, which meetings exist to decide and which only inform, then cut or reshape the rest. ### Disagree in the room Use agreed habits for raising dissent early, testing assumptions and committing fully once a decision is made. ### Own enterprise results together Set two or three shared measures every member answers for, beyond the numbers on their own functional scorecard. ### Show up as one team Agree how the team communicates decisions downward so every function hears the same message in the same week. ### Commit to a 90-day charter Write a one-page charter with priorities, decision rights, operating rhythm and the behaviours members will hold each other to. ## Who should attend - CEO and CXO teams of Indian companies and multinational subsidiaries - Business-unit and divisional leadership teams with shared profit targets - Country management teams in India, the Middle East and Southeast Asia - Site leadership teams of global capability centres reporting into several global functions - Newly formed leadership teams after a merger, reorganisation or new CEO appointment - Promoter-led family businesses building a professional senior team ## Program outline Recommended design, customised to your context after a short needs analysis. ### **Team or working group?**Module 1 · 90 min - Pre-workshop interviews and team survey played back anonymously - Where the team adds value, and where it simply reviews - The cost of decisions that bounce back to the CEO - Agreeing the honest starting point ### **The work only this team can do**Module 2 · 2 hours - Separating enterprise priorities from functional agendas - Choosing three to five shared priorities for the next two quarters - Naming what the team will stop discussing - Linking priorities to two or three shared measures ### **Decision forums that decide**Module 3 · 2 hours - Auditing the team's current meetings and reviews - Decision rights: decide, consult, inform - Pre-reads, decision memos and a clear close to each discussion - Redesigning one real forum during the session ### **Disagreeing well at the senior level**Module 4 · 90 min - Why senior teams go quiet in the room and loud in the corridor - Habits for surfacing dissent before the decision - Live practice on a contested issue the team is facing - Commit-and-support once the call is made ### **Shared accountability and peer feedback**Module 5 · 90 min - What members owe each other, not only the CEO - Structured peer feedback round: one thing to keep, one to change - Handling the member who keeps escalating sideways - Agreeing how the team will review itself each quarter ### **One voice to the organisation and the 90-day charter**Module 6 · 90 min - Cascading decisions so every function hears the same story - Drafting the one-page team charter - Setting the 30, 60 and 90-day review dates - Each member's personal commitment to the team ## Sample training plan: 1.5-day hands-on design This one-and-a-half-day design works only with an intact senior team and only on its real agenda. Members hear their own interview findings played back, sort a pile of agenda items into enterprise work and functional work, and redesign one real decision forum on the spot. They argue a live contested issue under agreed rules, give each other direct peer feedback and rehearse one shared message to the organisation. The team leaves with a signed one-page charter and dated reviews. 75% hands-on practice · 10 contact hours · Cohort: 6–14 members of one intact team · In person · Live virtual ### Day 1: What only this team can do The team agrees its honest starting point, its shared priorities and how its decision forums will work. 1. 09:30–10:15 · What we heard (Diagnostic) 2. 10:15–11:15 · Enterprise or functional? (Group challenge) 3. 11:30–13:00 · Three to five shared priorities (Build sprint) 4. 13:45–15:00 · Forum redesign (Case clinic) 5. 15:15–16:30 · Disagree in the room (Debate) 6. 16:30–17:30 · Our rules for dissent (Reflection) ### Day 2 (half day): Accountability and one voice The team commits to shared accountability, aligns its message to the organisation and signs its 90-day charter. 1. 09:30–10:30 · What we owe each other (Feedback round) 2. 10:45–11:45 · One message, every function (Simulation) 3. 11:45–12:15 · The scorecard we share (Build sprint) 4. 12:15–13:00 · Sign the charter (Action planning) Recommended: 1.5 days in person with the intact team (day 1 09:30–17:30, day 2 09:30–13:00), or 4 × 3-hour live virtual sessions, plus a 90-day charter review. A sample design: every Bodhih program is customised after a short needs analysis. ### How long is a leadership team effectiveness workshop? The recommended design is one and a half days in person with the whole intact team, a full day and a morning, preceded by interviews and followed by charter reviews at 30, 60 and 90 days. It also runs as four live virtual sessions of three hours each. ### What happens in a leadership team effectiveness workshop? The team hears interview findings played back, sorts its own agenda items into enterprise and functional work, agrees shared priorities, redesigns a real decision forum, debates a live contested issue, exchanges peer feedback, aligns one message to the organisation and signs a 90-day charter. ## How we deliver it ### Intact team, real agenda The whole team attends together and works on live decisions, priorities and forums rather than outdoor games or generic cases. ### Listening before designing A Bodhih facilitator interviews each member and runs a short team survey, so the workshop starts from the team's own evidence. ### Facilitated, not lectured Concept input is kept short; most of the time goes into structured conversations, decisions and drafting the charter together. ### Follow-through built in The charter is reviewed at 30, 60 and 90 days, with optional facilitator observation of one leadership team meeting. ## Tailored versions ### For a new CEO or newly formed team A version that starts with expectations, working styles and early decision rights, useful in the first 100 days after an appointment or reorganisation. ### For GCC and country leadership teams Cases focus on matrix reporting into global functions, local versus global priorities and presenting one India or Gulf view to headquarters. ### Quarterly team sessions Four half-day sessions across a year, each reviewing the charter, one forum and one hard decision the team has been avoiding. ## How we measure impact Leadership team effectiveness is measured in the Evaluate stage of ADDIE. Each member completes an AssessAll pre-assessment, drawing on [Team Building](https://bodhih.com/team-building/) & Collaboration and Meetings That Decide Things, plus a short team survey before the workshop. The same post-assessment runs after the 90-day charter period. A 30-60-90 day follow-up reviews decisions closed per forum, escalations to the CEO, priority progress and how consistently the organisation hears the team's messages. AA Pair this program with [AssessAll](https://assessall.com), Bodhih’s AI assessment platform, for pre- and post-program skill measurement. ## Frequently asked questions ### What is a leadership team effectiveness workshop? It is a facilitated workshop for an intact senior team, such as a CXO or business-unit leadership team, to improve how it works together. The team agrees shared priorities, decision rights and forums, practises disagreeing well, sets shared [accountability](https://bodhih.com/accountability-at-work-training/) measures and writes a 90-day charter. It focuses on real business issues rather than generic exercises. ### What makes a leadership team effective? An effective leadership team is clear on the few priorities that need all its members, has decision forums that close issues, raises disagreement openly and then commits, and holds members accountable for enterprise results as well as functional ones. It also communicates decisions consistently, so the organisation hears one message rather than several versions. ### How is this different from a leadership offsite or team building? A leadership offsite is an event format that can serve many goals, and team building usually focuses on relationships through shared activities. Leadership team effectiveness work targets how the senior team decides, disagrees and shares accountability, and ends with a charter reviewed over 90 days. It can be run during an offsite if the timing suits. ### What is a leadership team charter? A leadership team charter is a one-page agreement covering the team's shared priorities, who decides what, its meeting rhythm, how it handles disagreement and the behaviours members commit to. The team writes it together, and in this workshop it is the main output, reviewed at 30, 60 and 90 days. ### How do you align a senior leadership team? Start with honest evidence: interviews and a short survey on where the team adds value and where it struggles. Then agree a small set of shared priorities, clarify decision rights and redesign the meetings that waste time. Alignment holds when the team reviews these agreements regularly instead of treating one workshop as the end. ### Who should attend a leadership team effectiveness workshop? The whole intact team should attend, including the CEO or team head. Leaving out even one member weakens the agreements, because the charter depends on everyone committing to it. For large teams of more than 14, Bodhih may suggest a core team session first, followed by a wider session with extended leadership. ### Can the workshop be held in Mumbai, Gurugram or Singapore? Yes. Bodhih's master trainers travel from Bengaluru to run the workshop at your office or a venue of your choice across India, including Mumbai, Gurugram, Hyderabad, Chennai and Pune, and overseas in the Middle East and Southeast Asia, including Singapore and Dubai. A [live virtual](https://bodhih.com/live-virtual-classes/) version suits teams spread across countries. ### How long does it take to see results? Teams usually notice changes in their own meetings within weeks, as forums get shorter and decisions close faster. Shifts the wider organisation can feel, such as clearer priorities and consistent messages, typically show over a quarter, which is why the program includes reviews at 30, 60 and 90 days.