Transforming Isavia — a cultural shift towards trust and collective achievement

This is the story of how change in the mindset of the individual leader can lead to a cultural transformation of an entire company. It is a story of how human relationships can make or break operational efficiency in a company.

In the dynamic world of air traffic management, adaptability and efficiency are critical skills. Isavia operates all public airports in Iceland, including the international airport Keflavik, and they were facing operational challenges exacerbated by resistance to change among its skilled work force. The executive team helmed by CEO Sveinbjörn Indriðason realised that if they wanted change to happen, they needed to start the change among themselves. They knew they needed to establish a culture of trust and empowerment that would enable each and every individual in the company to contribute to its ambitious goals. This realisation marked the beginning of a transformative journey from an organisational culture characterised by control to one characterised by empowerment.

This is one part of Isavia’s story, told from the point of view of Simon Skaaning, Partner at Conscious Consulting, and Bjarni P. Tryggvason, Keflavik airport’s Director of Air Traffic Services at Isavia. They share their perspectives on the cultural transformation that not only enhanced operational efficiency but also significantly improved the work environment at Isavia and the work life of the people at the company. It is a story about a different way to change that begins from within. A change journey that is still underway but has already produced significant results.

The change needs to come from within

Simon Skaaning explains: ‘When we started talking to the executive team at Isavia about supporting them on their cultural transformation journey, we immediately emphasised the importance of working with the mindset and perspectives of the individual leader. This is the all-critical step before we even begin to improve operational processes, define strategy roadmaps and other critical aspects of the business.’

Conscious Consulting held individual coaching sessions with the leadership team to make the leaders reflect on how they interacted with their peers and employees and how they each played an important role in the necessary transformation. How they communicated, their reaction patterns in times of stress and their instinctive responses to challenges. The goal was to create awareness of the leaders’ own responsibility in any tensions or conflicts to enable them to change any non-constructive patterns.

Changing the dynamics in the leadership teams

Isavia's leadership teams underwent intensive team dynamics sessions facilitated by Conscious Consulting. The focus was on breaking down silos, fostering collaboration and improving communication. The coaches also provided individual coaching, honing in on each leader's interaction style and communication approach. This personalised approach aimed to create self-awareness and enhance interpersonal skills.

‘Company values and mission statements are important, but they don't define us as individuals. My perspective shifted. I realised that we weren't brought together to do SWOT analyses or build KPIs. We were there to help each other grow and mature, revamp our day-to-day habits and perspectives and break free from the patterns that had held us back for years,’ comments Bjarni Tryggvason.

“Our aim was to create a better workplace and a better life for everyone we interact with, both professionally and personally. We were going to transform the culture within Isavia.”

— Bjarni P. Tryggvason, Keflavik airport’s Director of Air Traffic Services at Isavia

The power of culture: trust and empowerment

The company culture at Isavia used to be characterised by focus on individual silos, holding on to power and searching for scapegoats. The shift from micro-management to empowerment and collaborative achievement required transparency and involvement from the leadership teams. And it required trust, trust in team members and trust in employees.

‘Once the leaders started to change their own ways of interacting with each other and were more conscious of their own important role in moving towards the desired culture of empowerment and trust, they were tasked with hosting workshops for their employees, bringing these new ways of communicating and interacting to the wider organisation. This way, the leaders were made ambassadors of the desired culture,’ explains Simon Skaaning.

“Trust and empowerment are big words, but they basically just boil down to letting your people do the work they were hired to do with as little interference from you as possible.”

— Bjarni P. Tryggvason, Keflavik airport’s Director of Air Traffic Services at Isavia

Shifting focus for real growth

In reflecting on the journey, Bjarni Tryggvason challenges the conventional approach to organisational change: ‘A culture of trust and empowerment does not happen overnight, but I can only encourage you to take the first steps in making it happen. As a leader, all the success stories I have are about working with people, understanding their perspectives and empowering them to find solutions. Company values and mission statements are important, but they don't define us as individuals.’

Instead, the focus at Isavia shifted from ‘I need to win’ to ‘We need to win together’.

In short, Isavia's cultural transformation, guided by the principles of trust and empowerment, not only significantly increased operational efficiency but also enriched the work experience for all. This case demonstrates that a shift from traditional management to an empowered, trust-based culture can drive success even in the most challenging environments. Isavia has now reached a tipping point for the new culture to grow organically throughout the organisation.