CASE STUDY
Large U.S. Banking Institution
Investing in Women Leaders CHALLENGE:
This banking institution had several pressing challenges they were looking to address:
• Few women leaders – as a key resource, developing this next generation of women leaders is essential, requiring organisational support and individual initiative. • Traditional, off-the-shelf training not always effective – learning has not transferred into skills and knowledge applied to work with little evidence of measurable improvements.
SOLUTION:
Women’s Leadership Training Strategy
In mid-2013, Learning Tree initiated conversations with the firm to design a comprehensive, targeted training program to address current issues and to implement the strategic development of the next generation of women leaders. This training program has two components: 1. Live onsite training within a classroom setting • Develop tailored content and a learning environment offering training specific to the banking institution’s culture and identified training goals • Use a “facilitator-coach” instruction approach that helps attendees translate concepts into real-world application • Attendees leave with a post-event action plan, including action items to apply new knowledge and measurable goals 2. Post-event support and activities reinforce learning and increase training value • Establish a class network to formalise implementation of their Leadership Action Plan to provide support and mutual accountability • Develop a peer coaching environment to encourage empowerment and reduce vertical management dependence • Post-event resources fostering local and global conversations extend training content and learning, including forums, podcasts, “lunch ‘n learns,” live and virtual town meetings, and more • Provide training background and individual Leadership Action Plans for the attendees’ superiors to enable them to support implementation and increase the probability of measurable progress
This course is a total immersion, roundtable seminar experience with individual coaching by the seminar leader. In this more self-directed learning environment, a team cohort structure contributes value by sharing experiences and resources in a more collaborative approach. Those who attend come away with a comprehensive post-workshop action plan to ensure long-term value and to implement what they have learned. As with the previous leadership curriculum, post-workshop cohort peer coaching and support continues the discussion and leadership development, in this case, specific to women. Attendees of the women’s leadership workshop also attend general leadership events, all developed within the context of the firm’s organisation. Some of the key competencies include: • Leader-Manager as Coach – transferring knowledge and competency • 360º Influencing – having an impact up, down, and sideways • Beyond the Title – A balance of power – shared responsibility, authority, control, and accountability • Communication – more than information • Establishing Safety – to create an environment of performance and innovation • The Power of Working Relationships – how work gets done • Live onsite training within a classroom setting
“
J ean was organised and had a lot of great materials. Her ability to roleplay and assist through real life situations was amasing, when she spoke I wanted to listen.” -Senior Manager
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