Intervention note: method: structuring a executive leadership initiative in Vevey over 90 days

Let's start where it really starts: a coffee in Vevey with a leader who hesitates. The subject reveals itself in those conversations, not in reports. A executive leadership transformation doesn't play out in two days or two years. Ninety days is the window in which an observable, measurable change can be produced without exhausting the organisation. Here is the sequenced method we use in Vevey in the canton of Vaud.

Days 1-15: diagnosis and framing

Five internal interviews, two field observations, one document review. Goal: produce a one-page framing that precisely names the target behaviour, the linked business stake and the responsible sponsor. Without this document, what follows drifts. The hidden cost? About 1.5 person-months per year per team of 8 — invisible drag.

Days 16-30: sponsor and collective alignment

The sponsor publicly states the stake to the team. Short (20 minutes) but the moment that legitimises everything that follows. We systematically prepare it together — message, tone, formulation of expectations.

Days 31-60: guided practice

Two 4-hour collective workshops three weeks apart, complemented by individual coaching for key profiles. The phase where executive leadership shifts from declared to practised.

Days 61-80: anchoring through rituals

We install the new behaviours into existing rituals: weekly team review, one-to-ones, steering committee. No new meeting — we transform meetings that already exist. That's what makes the change sustainable. (our executive and employee training programmes)

Days 81-90: impact review

Honest measurement: follow-up interviews, field observation, business indicators. We separate what genuinely changed from what stayed declarative. This review produces the next decision: extend, deepen, or stop.

What stays with us

One last thing, almost whispered: what we see in Vevey doesn't depend on the size of the organisation. A 40-person SME can produce sharper change than a 4,000-headcount group, simply because it accepts to look at what it has long avoided. That's the real factor. To go further: explore the Executive Leadership training in Vevey in the canton of Vaud, or browse our executive and employee training programmes in Switzerland.

In pictures: Executive Leadership in Vevey

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