Leadership Development in an International Bank
As a result of organisational re-structure, a number of leadership initiatives had been delivered to the senior management designed to raise business performance by reducing staff turnover and increasing high performing teams. 6 months on, these initiatives were not producing the business results that had been expected, and we were introduced to evaluate and provide suggestions to make them more successful.
We began by focusing on the content of the previous material and undertook post course questionnaires to all leaders. This established the following:
- The previous course content had focused on too much detailed information
- The material was based on theory, and lacked relevance to their roles
- There had been no opportunity to practise skills
- Individuals were unsure of what to implement and how to take it forward
We then established their development needs through consultation with the individual leaders. This was further discussed with our Executive sponsors to agree the desired outcome. The following objectives were agreed for a follow up event:
- To understand the tools available, how and when to use them
- To provide an opportunity to practise using these within a safe environment
- To establish effective ways to implement
- To commit to an action plan which transferred the learning to the workplace
The Centre Director also attended the event, which emphasised the key role that each individual played in the success of the Centre and the expected business results.
Individuals felt they had a clear understanding of what was expected and how to support each other to embed this. Regular meetings were introduced which reviewed their progress and maintained the focus of the initiatives.
The tools were understood and used effectively, which enabled a decrease in staff turnover, and ultimately resulted in increased business performance.