Cases · Leadership team development · Orkla Care
Leadership team development at Orkla Care – from trust to High Performance and execution
Cronquist Consult has worked with Orkla Care over an extended period to develop leadership and the leadership team. The collaboration has included an intensive three-module leadership team programme, longer-term 1:1 Executive Business Coaching with the Managing Director, and subsequent development work with the leadership team.
From individual leaders to one leadership team
The aim was not simply to develop the individual leaders, but to strengthen the leadership team's ability to operate as one team: building trust, creating a shared mental map, working according to Shared High Team Standards and translating shared decisions into action.
The programme consisted of three two-day modules, with learning and practice between modules.
M1 – Trust
The first module focused on trust, personal leadership and collaboration within the leadership team. Through practical exercises, reflection and feedback, the leaders worked with differences and complementary strengths, Shared High Team Standards (SHTS), alignment and a shared mental map. Work with concrete experiences of success also provided the starting point for identifying participants' High Performance Patterns (HPP).
M2 – Goals & ownership
The second module followed up on personal leadership, buddy learning and the development of collaboration within the leadership team. Success Analysis and HPP were connected with team behaviour, SHTS and the question of how the leadership team could develop towards High Performance. The work was also linked to goals, prioritisation and execution through SGP.
M3 – Plan & execution
The third module shifted the emphasis towards planning and disciplined execution. The leadership team worked with ROSE, SGP, feedback and the Johari Window, Bungay's five questions and High Performance. Practical exercises enabled the team to train the connection between plans, shared behaviour and concrete action.
“Thank you for three two-day sessions with theory and practical exercises, and for helping the leadership team move significantly forward and continue working towards becoming a high-performing leadership team.”
From theory to observable behaviour
A central element of the programme was moving learning beyond the classroom. Models and dialogue were combined with practical assignments, observation, feedback, reflection and repeated attempts.
This made actual leadership behaviour visible: How do we communicate under pressure? How do we create alignment? Do we take shared responsibility? Do we live our SHTS? And can we activate our individual and shared High Performance Patterns when it really matters?
Executive Business Coaching
The collaboration also included a longer-term 1:1 Executive Business Coaching programme with the Managing Director.
This was a separate track from M1–M3 and provided individual sparring close to current leadership and business realities. The coaching conversations themselves are confidential and are therefore not described in further detail in this case.
The collaboration continues
In 2026, the collaboration continued with a new development day for the leadership team. The relationship has therefore developed from the structured M1–M3 programme through individual executive sparring to continued development of the leadership team.
After the development day, the Managing Director wrote:
“As always, you delivered well and executed as I had hoped and as I know you. It simply feels reassuring and safe for me. We had a debrief and reflections after you left yesterday, and some really good points emerged.”
Methods and tools
SHTS · Success Analysis & HPP · shared mental map · Z-model · SGP · ROSE · feedback & Johari Window · High Performance Teams · Immunity to Change · buddy learning and reflection.
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