A 1 Day Team Offsite For Lync & Co Executives
Context
Lynk & Co is a progressive global automotive brand, launched in 2016 as a joint venture between Geely and Volvo. Known for their car subscription model, digital-first customer experience, and bold approach to mobility, the company has grown rapidly, now employing over 1,400 people across Europe, Asia, and beyond.
At a pivotal moment in the company’s growth, CEO Alain recognised the need to bring his executive team together for a leadership reset. With profitability targets on the horizon, growing complexity from cross-cultural operations (Swedish, Chinese, Dutch, and American influences), and increasing internal demands, the time was ripe for reflection and alignment.
Key insight:
“Reaffirming their collective commitment to empowerment, shared responsibility and aligned leadership behaviours“
Project Brief
Alain enlisted Andy to design and facilitate an executive offsite in France—an opportunity to strengthen relationships, navigate complex challenges, and shape the future of the leadership culture.
Core objectives
- Strengthen Team Cohesion: Deepen trust, psychological safety, and mutual understanding across the executive team.
- Align Strategic Thinking: Clarify shared principles and leadership values to unify direction and decision-making.
- Drive Action Planning: Translate insights into tangible commitments to elevate leadership effectiveness and organisational impact.
Why It Matters
For CEOs, Chief People Officers or HRDs looking to reinvigorate their top teams, this case shows the importance of designing leadership spaces that go beyond surface-level discussions. With the right preparation, creative structure, and empathetic facilitation, executive offsites can shift the culture, foster authentic connection, and unlock the full potential of senior teams.
“Thank you—today was extremely well planned, expertly facilitated, and created the perfect conditions for pivotal and important conversations. The impact on our executive team has been immediate and significant.”
Our Partnership In Action
Preparation
The process began with a series of one-to-one interviews with each executive. These confidential conversations provided crucial insight into individual perspectives, interpersonal dynamics, and unspoken tensions within the team.
Andy then developed a bespoke agenda tailored to the group’s needs—blending systems thinking, cultural diagnostics, and creative facilitation techniques to address both functional and emotional aspects of leadership.
Creative Insights
A standout element of the offsite was the use of visual metaphors and analogy to unearth deeper team dynamics. Leaders were invited to reflect on how they perceive collaboration within the group—using creative expression to safely surface concerns and aspirations. This allowed complex issues, such as blame culture, cultural clashes and unbalanced dynamics of trust, to be explored constructively.
Structure
The bespoke agenda ensured that the offsite was a continual flow of focused, purposeful dialogue – it was an intense agenda with moments to pause and reflect. These included:
> Group synergy and connection exercises
> Analysis of current context using Circumplex to Discuss Style and Approach
> Open space for self-directed inquiry
> Leadership culture mapping (values, gaps, and aspirations for style of leadership)
> Emotional and functional culture enquiry
> Shared accountability dialogues
> A gratitude circle to close with appreciation and intention
Conclusion
Leaders left the session with a renewed sense of trust and clarity. Action notes were captured and shared post-event, focusing on communication rhythms, decision-making alignment and ongoing team development.
“This offsite wasn’t just about strategy. It was about seeing one another clearly—beneath the roles and responsibilities—and choosing to lead with collective intention.” — Andy