Background

Solentra Group (a pseudonym for confidentiality) is a global leader in sustainable design, engineering, and consultancy for natural and built assets. With over 36,000 employees across 40 countries, Solentra Group has a strong reputation for technical excellence and innovation. In Europe alone, the organization’s European Executive Committee (EEC) oversees more than 9,000 employees, spanning numerous regional offices and project teams. Despite the company’s success, internal employee feedback revealed growing concerns in a crucial area of organizational culture: how leadership and change were being experienced on the ground.

Recent employee engagement surveys showed a clear pattern. While confidence in the top executive vision was solid, many employees voiced dissatisfaction with local leadership and change management practices. In particular, engineers, architects, and consultants in the ranks felt that changes were often communicated or implemented in ways that did not resonate with their daily experiences. The EEC recognized that this discontent was not about strategy at the highest level, but about execution and leadership behaviors at the local team level. The challenge for Solentra Group was to align its leadership approach across all levels and locations, ensuring that change initiatives were led in a consistent, positive way that engaged employees everywhere.

In this context, Solentra’s EEC decided to take proactive action. They enlisted a consultancy specializing in change management and organizational development to help address the gap. The mandate at the consultancy was to diagnose the root causes of the leadership experience gap and to co-develop a solution that would improve leadership practices across the European organization. Rather than imposing a top-down training program (which had been tried before with mixed results), a more participatory and research-driven approach was proposed. This would involve Solentra’s own leaders in co-creating a new vision for leadership. This case study describes how the creation of a “Leadership and Change Manifesto” was facilitated with Solentra Group, using an innovative ethnographic and participatory action research methodology. It outlines the challenge, approach, implementation steps, results, lessons learned, and reflections from participants, all in service of a more effective and engaged leadership culture.

The Challenge

The core challenge facing Solentra Group was bridging the disconnect between corporate change initiatives and employees’ day-to-day reality. The EEC had introduced many well-intentioned programs around innovation, sustainability, and digital transformation. However, feedback indicated that the way in which these changes were being led locally often left employees feeling disengaged or skeptical. Some common sentiments from the surveys and follow-up interviews included: “Changes feel like they are done to us, not with us,” and “Our local managers are technically competent, but they struggle to inspire or communicate the vision behind changes.” Clearly, the issue was not a lack of leadership capability per se—Solentra’s managers were skilled professionals—but a lack of a shared leadership approach that values communication, involvement, and adaptability during change.

Several factors compounded this challenge. Solentra’s European operations spanned multiple countries, each with its own subculture and management style. There was no single consistent framework or language for what good leadership looked like in practice at Solentra. Additionally, many of Solentra’s leaders come from technical backgrounds (engineering, architecture) and tend to be highly analytical. Traditional change management training (classroom delivery style) had not yielded lasting improvements. In fact, some managers felt that generic leadership training did not address the practical realities and constraints they faced in projects. The EEC realized that to truly shift behaviors, the insight and buy-in of those same managers would be needed in crafting the solution.

The challenge, therefore, was twofold: (1) Uncover the specific leadership behaviors and practices that were causing disconnects or successes in Solentra’s context (i.e., get a ground-level, honest view of leadership in action), and (2) Engage the leaders themselves in creating a unifying set of leadership principles—a manifesto that they would be committed to upholding. This needed to be done without alienating anyone or implying blame; it had to be a positive, inclusive process that turned skeptics into co-authors of change. While the EEC was supportive, they were also cautious. They wanted a clear outcome (a set of guidelines or principles to roll out) but understood that the process to get there would be as important as the end product for building commitment.

Methodology

To tackle the challenge, the consultancy introduced a methodology grounded in ethnographic research and participatory action research (PAR). This meant that instead of outside consultants studying the organization and prescribing fixes, Solentra’s own people were empowered to become researchers and co-creators of their leadership model. This approach was chosen because it generates deep insights and strong ownership. Ethnographic methods involve observing and understanding cultural practices in their natural environment – in this case, observing leadership and change “in the wild” of Solentra’s offices and project teams. Participatory action research means that those impacted by a change are actively involved in investigating and solving it, blurring the line between researcher and participant.

We knew that Solentra’s professionals would respond well to an evidence-based and intellectually engaging approach. By engaging over 100 team leaders and senior employees as co-researchers, the process became a large-scale, peer-driven inquiry. Each participant was effectively an ethnographer of Solentra’s leadership culture, recording real observations about leadership behaviors, communication patterns, and employee reactions in their teams. All observations and data were captured in digital “fieldbooks” using Microsoft Teams and repurposed as a collaborative research notebook. This digital ethnography allowed participants across different countries to log real-time insights, which could be shared and discussed transparently.

Crucially, the methodology emphasized reflection and dialogue. A series of insight sessions were facilitated where participants came together (virtually and in-person) to discuss what they were seeing in the fieldbooks. This participatory analysis is akin to the EMIC perspective in ethnography – understanding phenomena through the eyes of insiders (Link). By having leaders discuss their own and each other’s observations, patterns emerged about what effective leadership looks like at Solentra and where the pain points were. The ethnographic process became a “collective learning platform”. It was a safe space for managers to step outside their daily routine and view leadership behaviors through a fresh lens.

From a change management perspective, this methodology was powerful because it flipped the usual script. Instead of passively receiving training, the managers were actively creating knowledge. Adult learning theory supports this approach—research on andragogy (adult learning) shows that experienced professionals prefer self-directed, problem-centered learning as opposed to being lectured. By investigating their own organization, Solentra’s leaders were learning by doing and by reflecting, which increased their engagement. Moreover, involving a wide range of employees in diagnosing leadership practices ensured that the insights would be grounded in reality and widely accepted. It was anticipated—and indeed identified—that this participatory method would generate rich qualitative data and enthusiasm among participants, as they felt heard and instrumental in shaping solutions.

Implementation

The implementation of the project was structured in three main phases over approximately 20 weeks. Each phase built upon the previous one, ensuring momentum and continuity from the initial engagement to the final deliverable:

1. Preparation and Buy-In (6 weeks): In this initial phase, the consultancy worked closely with the EEC to lay the groundwork. A diverse group of over 100 volunteer participants (team leaders and senior professionals from various countries, departments, and backgrounds) were identified and secured to participate in the initiative. Participation was framed as an honor and an opportunity for personal growth, not an extra chore, which was crucial for buy-in. Kick-off meetings and brief training workshops were run to introduce the concepts of ethnographic observation and participatory action research. Participants learned how to observe leadership moments (e.g., team meetings, project updates, change announcements) and record their observations in the MS Teams digital field book in a structured yet open-ended way. During this phase, the digital infrastructure was set up: a dedicated MS Teams channel with sections for field notes, prompts, and discussion threads. The EEC members actively communicated their support for the project, encouraging an open mind and honest input. By the end of this phase, the participant group was enthusiastic and clear on their mission, and local managers had given the green light for participants to spend some time on these activities.
2. Field Research and Insight Sessions (10 weeks): This was the heart of the initiative. Participants engaged in peer-based observational fieldwork over roughly two and a half months. Each participant committed to observing multiple “critical incidents” of leadership and change. For example, one individual might shadow a department meeting where a new process was introduced or analyze how a project manager handled a sudden change in client requirements with their team. Notes were entered into the digital field book, often immediately after the event, to capture authentic impressions. The field book template encouraged noting what leaders did or said, how team members reacted or felt (where observable), and the participant’s reflections on why the interaction was effective or not. Over 300 field observations were logged during this period, which is an incredibly rich qualitative dataset.

Throughout the field research phase, the consultancy facilitators hosted bi-weekly virtual insight sessions with small groups of participants (about 10–12 per session, mixing people from different regions and disciplines). In these sessions, participants shared standout observations and looked for themes. What leadership behaviors were consistently associated with positive reactions? What patterns emerged in situations where change management fell short? This collective sense-making process allowed the group to distill a set of emerging leadership principles. Notably, participants approached this analysis with gusto, with many commenting that it felt like a stimulating professional discussion rather than a mandated meeting. In fact, the intellectual rigor of examining real leadership cases resonated strongly with Solentra’s engineers and consultants, who appreciated the evidence-based approach. Over the 10 weeks, a consensus grew around key principles (for example, “Visible Empathy and Listening,” “Clarity of Purpose in Change,” “Empowering Teams in Decision-Making,” “Continuous Feedback,” etc.), as well as vivid examples that illustrated these principles in action (both good and bad). By the end of this phase, a rough outline of what would become the Leadership and Change Manifesto had emerged. This was essentially the distilled wisdom of Solentra’s own people.

• Editorial and Manifesto Creation (4 weeks): In the final phase, the focus shifted to synthesizing and formalizing the findings into a coherent manifesto document. A volunteer editorial team of 12 participants representing different countries and roles stepped up to complete this task (with the consultancy facilitating). This phase was initiated with an intensive two-day in-person workshop in Amsterdam. Here, the editorial team gathered around walls covered in printed observation notes and theme summaries, using countless sticky notes to cluster ideas and craft statements. Through spirited discussion and writing sessions, the team co-authored the first draft of the “Solentra Leadership & Change Manifesto.” After the workshop, the draft manifesto contained a set of eight core leadership principles and supporting paragraphs explaining each principle’s meaning in Solentra’s context, bolstered by anonymized real examples from the field work.

With the draft manifesto in hand, a collaborative editing process was adopted using a Wikipedia-like platform (an internal collaboration tool). All 100+ original participants were invited to review, edit, and illustrate the manifesto with concrete examples or tips. This open editing period lasted several weeks. The wiki-style approach served two purposes: it further democratized the content (everyone could contribute to phrasing and content refinement) and created an evolving knowledge base with practical examples. One section of the platform was dedicated to personal stories. For example, a manager from Spain contributed a short narrative of how applying “Visible Empathy” diffused a conflict in her team, while an architect in Germany added an example of “Clarity of Purpose” when introducing a design change to a client. The result was a living document, richer than any top-down policy could be. The manifesto was then finalized and professionally formatted for broader distribution. Ultimately, what started as hundreds of raw observations had been distilled into a powerful, authentic manifesto booklet ready to be shared across Solentra Group Europe.

Results

The outcomes of this initiative were both tangible and intangible and overwhelmingly positive. First and foremost, Solentra Group’s European leadership now has an authentic, relevant, and actionable Leadership and Change Manifesto. It is a concise, 15-page guide articulating the eight core leadership principles everyone agreed on, such as “Listen First, Then Lead,” “Make Change Transparent,” and “Own the Outcome, Share the Credit.” Each principle is followed by real-world examples and suggested practices directly from Solentra employees. As the content was created by Solentra’s own leaders and staff, the manifesto immediately carried a sense of legitimacy and trust. The EEC formally endorsed the manifesto and integrated its principles into leadership development programs and internal communications. Copies (both digital and printed) were circulated to all 9,000 European employees, and discussion sessions were held to introduce the manifesto in various offices. Many teams have since displayed the principles on office walls or in virtual team spaces as daily reminders.

Beyond the document itself, the process yielded significant cultural benefits. Participants reported a deep sense of engagement and learning. In post-project feedback surveys and interviews, words like “energizing,” “eye-opening,” and “empowering” were common. Many leaders felt that they had, for the first time, a peer network across the company with whom they had openly discussed leadership challenges. This network continues informally as participants stay in touch, share ideas, and even mentor each other. The project thus built greater community and trust among the management cadre, breaking down silos that had existed between different offices or disciplines.

Importantly, Solentra’s leaders became more self-aware and proactive. Having gone through ethnographic observation, many participants commented that they became more mindful of their own day-to-day leadership actions. This kind of immediate behavior change is a testament to the power of learning by discovery. It aligns with wider research findings that participatory change efforts lead to higher engagement and better performance outcomes (Link). Indeed, within months of the manifesto’s introduction, there were anecdotal reports of improved morale and openness in teams that had grappled with change fatigue before.

While it is too early to measure long-term business impacts, initial indicators are promising. The EEC plans to incorporate questions related to the manifesto principles in the next employee survey to quantitatively track improvements. Qualitatively, the language of the manifesto has entered the company’s vocabulary – people refer to “listening first” or “empowering decision-making” in meetings, indicating that these concepts have gained traction. By all accounts, the unique approach of co-developing the solution has achieved what traditional methods could not: genuine buy-in. Solentra Group turned a critical eye inward, learned from within, and emerged with a clear path to becoming a more empathetic and change-ready organization.

Lessons Learned

This case yielded several important lessons about driving change in a knowledge-based, professional organization. Some of the key takeaways include:

• Participatory Methods Build Ownership: Engaging employees as co-authors of change (rather than passive recipients) proved incredibly effective. The high levels of buy-in and enthusiasm we saw confirm that when people contribute to creating a solution, they are more committed to implementing it. Involving over 100 leaders in the research and design ensured the manifesto was viewed as our idea. This broad participation is what gave the manifesto its credibility and energy.
• Ethnographic Approach Yields Deep Insights: By using ethnographic fieldwork (observations and reflections in real settings), we uncovered subtleties about Solentra’s culture that surveys or workshops alone would have missed. Ethnomethodology—looking at how people actually behave and make sense of situations—allowed us to identify not just what issues were occurring but why. For instance, we learned that a lack of “listening” from leaders often wasn’t due to unwillingness but because they felt time pressure; knowing this helped shape a principle around making time to listen. In short, seeing the context and behavior first-hand led to more nuanced and practical principles.
• Intellectual Engagement Motivates Professionals: Solentra’s workforce of engineers and consultants responded very positively to the project’s intellectual challenge. Rather than simplifying the issue or delivering canned solutions, participants were encouraged to analyze, hypothesize, and synthesize. This level of intellectual stimulation kept participants motivated. Professionals in technical fields often appreciate a chance to apply analytical skills to organizational problems; it respects their intelligence and satisfies their curiosity. We learned that framing a change initiative as a learning journey or inquiry can be far more engaging than presenting it as training or compliance.
• Peer-to-Peer Learning is Powerful: The project facilitated extensive peer learning. Managers learned from observing peers and from discussing with peers. This created an environment of collaborative learning and support. People saw examples of admirable leadership in action among their colleagues, which set positive models to emulate. They also felt safe to admit their own struggles when they saw others had similar issues. In effect, the process itself was an intervention – it improved leadership practices through peer feedback and reflection even before any formal recommendations were made.
• Time and Structure Are Critical: A lesson in executing such participatory projects is to provide enough time and clear structure. The phased approach (with scheduled sessions and deadlines) kept momentum, while the digital tools enabled continuous engagement without requiring constant travel. Sixteen weeks of active participation is a big ask of busy professionals, but breaking it into phases with tangible outputs (observations, then insights, then a draft manifesto) helped participants see progress and stay committed. Support from top management (the EEC) in freeing up participant time was also essential – without that, it would have been hard for people to prioritize this alongside their regular jobs.
• Sustaining the Conversation: Finally, the importance of having a plan to sustain the dialogue after the formal project concludes is critical. The wiki platform and the networks formed are mechanisms to keep the conversation going. Change doesn’t stop with a manifesto publication; it’s an ongoing process. By equipping people with a living document and a community of practice, we aimed to ensure that the principles would be revisited, debated, and refined as needed over time. In hindsight, this aspect of continuity is as crucial as the initial engagement.

Testimonial Reflections

Throughout the project, participants and stakeholders shared candid feedback about their experiences. Below are a few representative reflections (anonymized for privacy) that shed light on the impact of the initiative:

“This was the most engaging development program I’ve been a part of in my 20 years at Solentra. Instead of being taught abstract theories, we went out and discovered what works and what doesn’t in real life. It was like being back in the field, solving a complex engineering problem – only this time the problem was how we lead people. I learned so much from watching others and reflecting on my own approach. It was humbling and inspiring.”
– Participant (Senior Project Manager)

“At first, I was skeptical about the time commitment. But once we started the observations, I found myself looking forward to reading colleagues’ fieldbook entries and sharing notes. There was a sense of intellectual thrill in identifying patterns and root causes. And when we gathered to craft the manifesto, it just clicked – we owned these ideas. Now I feel responsible to live up to them, because they came from us, not from a consultant’s playbook.”
– Participant (Team Leader, Architecture Division)

“The energy in that Amsterdam workshop was unbelievable. Seeing a dozen of our people – from different countries, who had never met before – debate passionately about what good leadership looks like at Solentra… that was a highlight of my career. It made me very optimistic about the future, because I saw leaders who deeply care and are willing to change. The outcome (the manifesto) was great, but the process changed mindsets. People talk about leadership now in a more open and constructive way.”
– HR Business Partner, Solentra Group (Project Sponsor)

Conclusion

From the consultancy perspective, this project was a validating example of how co-creation and trust in employees’ wisdom can lead to meaningful change. The testimonials above echo a common theme: when people are given the tools and opportunity to solve their own challenges, they not only find answers, but also become more invested in making those answers a reality. For Solentra Group, the Leadership and Change Manifesto is more than a document – it’s a milestone in an ongoing journey towards a stronger, more responsive organizational culture. By addressing the challenge in an inclusive and research-driven way, Solentra’s leadership not only gained a clearer vision of what great leadership means in their context, but also why it matters and how to practice it daily. This case stands as an example of a successful change management initiative that balanced analytical rigor with human engagement, yielding results that numbers alone cannot fully capture.