CLA Case Study – Financial Institution
Leading Financial Institution
Our client provides banking and financial services to Australians across the nation and operates as a values-based bank. They aim to create mutual prosperity in the form of positive economic, social, environmental and cultural impact.
Our client sought CLA’s support with the creation of their Leadership Capability Framework, designed to build a common language regarding leadership and to outline: “what makes a leader?” Following this work, CLA consulted on the implementation of the framework to ensure the leadership capabilities were lived day-to-day and not simply words on a page. We learned that small group, online learning sessions had been particularly successful, so we recommended a program comprising Coaching Circles as a way of embedding the leadership capabilities and making them part of every day dialogue.
The Coaching Circles were a series of small group sessions that provided the opportunity for leaders to connect, learn and develop together. The purpose was to:
- Build a peer network of leaders
- Provide an opportunity for leaders to share and discuss their experiences
- Explore the role of the leader
- Support ongoing coaching and development for leaders on their journey.
The Circles were structured as follows:
- Circle 1 – focused on two leadership capabilities related to Believe and related best practice content (role of the leader and leader mindset)
- Circle 2 – focused on learning application and reflection
- Circle 3 – focused on the next two leadership capabilities related to Know and related best practice content (creating a culture of feedback)
- Circle 4 – focused on learning application and reflection
- Circle 5 – focused on the final two leadership capabilities related to Do and related best practice content (influencing, networking and strategy/purpose).
There were 5 participants per Circle and Circles were designed to foster peer connections and collaboration across the organisation. The nominations process involved communications being launched and managers nominating participants they thought would be suitable. The success of the Circles meant that the program gained momentum and later cohorts were subscribed fairly quickly.
We also designed an evaluation methodology that included the collection of data from participants and their managers.
Participants reported the following increases from re-measure of baseline to post-program:
- Uplift in self-awareness 31%
- Uplift in motivation to develop 20%
- Uplift in confidence 22%
- Uplift in role clarity 31%”.
Managers observed the following shifts…
“Greater self-awareness and a willingness to face into difficult conversations with purpose.”
‘More thoughtful of their ability to assist in change.”
‘Has become more consultative and engaging with the team. Seeks out opinions.”