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Building a leadership talent pool at a business services multinational
- After identifying the competencies that would be required by future leaders, we created an innovative blended learning programme that enhanced the self awareness, influence, impact and effectiveness of the nominated participants and reinforced the core values of the business
- The seven-month programme covered five distinct leadership stages and helped the participants to make the transition from being an excellent manager to becoming an excellent leader
- The participants also undertook action learning projects, which were proposed by the senior team and addressed strategic business issues and challenges
- Nearly half of the participants have already been promoted into a more senior leadership role
After organic growth and acquisitions had expanded the reach of this global company and led it to diversify its offering, the senior management team recognised that they needed to identify and develop a talent pool of individuals who could take the business forward in the future. They began looking for a partner who could create a leadership development programme that would not only engage and retain their top talent but would also add value to the business.
The senior team chose us because of our international presence and our expertise in designing large-scale learning interventions that produce strategic change. They then nominated 20 multinational managers for the first cohort of the programme.
We began by identifying the competencies required by future leaders in the company. We then worked with the senior team to clarify the key issues that the business was facing and we prioritised the competencies which would make the greatest contribution to accomplishing the business goals. We then designed a ‘leadership journey’ that would bridge any competency gaps and develop the participants through five distinct leadership actions: imagine, plan, engage, enable and achieve results.
The resultant seven-month programme included 360-degree feedback, one-to-one coaching and skills development to help the participants increase their self awareness, influence, impact and effectiveness. The face-to-face elements covered issues such as engaging staff, delegation, giving feedback, coaching others and achieving high performance. The participants also worked together in action learning projects that were proposed by the senior team and which addressed real business issues and challenges.
The competency-led development emphasised and reinforced the core values of the company. It gave the participants the skills and insights needed to lead others. As such, it helped them to make the transition from being an excellent manager to becoming an excellent leader. It also enhanced their business acumen and it directly led to strategically-important projects being implemented in the business.
As a result of the programme, nearly half of the participants have already been promoted into a more senior leadership role.