The programme creates extremely fruitful discussions and combines strategic thinking with very human leadership realities.
What inspired you to join this programme at this stage of your career, and what did you hope to achieve?
At the stage of my career when I attended INSEAD Leading Teams programme, I was already leading large teams and complex environments. I wanted to step back from operational intensity and reflect more deeply on leadership itself: team dynamics, influence, decision-making and the human side of performance. I was hoping to gain both perspective and practical frameworks, and the programme absolutely delivered on both.
Which aspects of the experience stood out most for you and why?
What stood out the most for me was definitely the balance between the quality of the faculty, the content and the richness of the peer discussions. I particularly appreciated that the programme did not feel like a “classic training” at all. Everything felt extremely practical, interactive and connected to real leadership situations.
My favourite part however, was probably the interaction with peers facing similar challenges in completely different industries and environments. The diversity of experience levels and perspectives made the discussions incredibly rich. Coupled together with the interactive programme design, it truly drove participative learning and not passive listening. Everyone in my cohort actively contributed to the discussions, which created a very dynamic and engaging atmosphere throughout the programme.
Was there a moment during the programme where the programme’s approach ‘clicked’ for you? What was being taught, and why did it resonate?
One of the strongest moments for me during the programme was the idea that leadership is not only about solving problems or driving performance, but also about understanding emotional dynamics within teams. That really resonated because it reflected very closely the reality of leadership roles that are often far more human and nuanced than what traditional management approaches suggest.
Many of the book recommendations were also extremely valuable and gave me useful perspectives beyond the programme itself. The professors were genuinely very knowledgeable. I also particularly appreciated the coaching section and the workshops where we had to operate collectively as teams. Observing people step out of their real-life corporate roles and adapt themselves fully to the assigned team dynamics was fascinating.
Looking at the programme’s core themes or signature frameworks, which one has most influenced how you lead or make decisions today?
The programme reinforced the importance of adapting leadership styles depending on the context, the maturity of the team and the emotional environment. I became much more attentive to the invisible dynamics within teams, not only the visible performance indicators. It also pushed me to become more participative in my own leadership approach and to create more space for collective reflection and contribution within teams.
Would you recommend this programme to others?
Absolutely. I would strongly recommend every leader to take the time to dedicate a full week to this kind of experience: to pause, breathe, reflect and challenge themselves again. The programme creates extremely fruitful discussions and combines strategic thinking with very human leadership realities. Beyond the frameworks themselves, the quality of the exchanges and reflections makes the experience genuinely impactful long after the programme ends.
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