A US-based global bank identified a shortfall in the capabilities of its senior managers, especially in terms of emotionally intelligent leadership and consequent risk to succession. They were also suffering pockets of high turnover of staff in some countries they had recently entered and a dilution of company culture and values in those locations. There had never been a coherent programme of leadership development and a big part of the challenge was to embed the new concept within the organisation.
We worked with the head of talent and leadership development to convince senior stakeholders of the need to revolutionise the way high potential Vice Presidents and Senior Vice Presidents are developed. We worked in collaboration with the learning team to define a year-long programme of leadership development. Participants who are selected are invited by the Chief Executive to sign commitment to engage fully in their programme. This commitment is also signed by their managers. Over the course of a year they attend three three-day highly innovative and challenging workshops with smaller-scale interventions and group work in between.
By the time they had completed the programme the majority of delegates had been promoted or had significant expansions to their job role. Directors of the bank have become actively involved with the programme, sponsoring project work that is having a direct effect on the bank’s culture and performance.
“I am hearing consistently that this is the best, most practical training we have ever done …..” Global Board Director