Internal Communication/Teamwork
Improved internal communication and teamwork leading to business gain.
The Client
A bank in the Middle East who were highly successful in their region. They had became a joint venture with a leading European bank and now a top team of Europeans, locals and other nationalities. The retail branches were predominantly staffed and managed by locals, and the government policy is to increase the “localisation”.
A bank in the Middle East who were highly successful in their region. They had became a joint venture with a leading European bank and now a top team of Europeans, locals and other nationalities. The retail branches were predominantly staffed and managed by locals, and the government policy is to increase the “localisation”.
The Business Problem
Successful in their region and achieving solid growth, the senior management were stretching the managers of the retail section with increased targets and other challenges. Although the managers were technically well trained and skilled, they had received only a limited amount of people management and leadership training. Research and appraisals had shown that many of the managers were not being as effective as they might be, because of their lack of “people management” skills. This was resulting in a lowering of morale and motivation, increasing staff turnover and difficulty in achieving the sales targets.
The Solution
In developing the solution with the client we felt that there were several factors to address – skills being a part of the need, but also the managers in this target group needed the opportunity to share ideas and issues with a wider group of colleagues and peers. It was also felt that that what was required was something different from the “normal” classroom type training to achieve a greater impact. An intensive 3-day programme was designed that was “experiential” – combining activities inside and outside – with a minimal amount of theoretical input and maximum time on the activities, reviewing them and then deciding on the points to apply back at work. The main areas covered were communication, influencing, leadership and teambuilding. The programme was implemented for 3 groups (over 30 in each), with participants being mixed from the different regions in the country.
The Benefits
The initial feedback was that the overall impact was high and the programme was a great success. When a number of focus groups were held with a number of the participants about 9 – 10 months later the improvements were:
The Solution
In developing the solution with the client we felt that there were several factors to address – skills being a part of the need, but also the managers in this target group needed the opportunity to share ideas and issues with a wider group of colleagues and peers. It was also felt that that what was required was something different from the “normal” classroom type training to achieve a greater impact. An intensive 3-day programme was designed that was “experiential” – combining activities inside and outside – with a minimal amount of theoretical input and maximum time on the activities, reviewing them and then deciding on the points to apply back at work. The main areas covered were communication, influencing, leadership and teambuilding. The programme was implemented for 3 groups (over 30 in each), with participants being mixed from the different regions in the country.
The Benefits
The initial feedback was that the overall impact was high and the programme was a great success. When a number of focus groups were held with a number of the participants about 9 – 10 months later the improvements were:
- Understanding of team roles and team development - +52%
- Understanding of the roles and responsibilities of a team leader - +73%
- Improvement in abilities as leaders - +61%
- Improvement in communication skills - +60%
- Improvement in inter-personal skills - +58%
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