The objective of the programme was to create a new integrated team culture and approach following the merger of two separate divisions. A key output was building a team identity that is client focused and a centre of excellence in the bank and move away from "silo" behaviour.
Designed a mixed programme of team workshops and individual 1:1 coaching. Team workshops focused on developing a common goal for the whole new team and raising the leadership skills of the management team. The Myers Briggs Type Indicator (MBTI) was used in both the team events and in 1:1 coaching to increase team awareness of influencing styles and communication issues. A plan to develop the whole division was implemented as well as individual development plans for the management team members.
The results were recognised across the team's internal clients including the feedback "I don't know what those guys have done, but they've moved from being difficult to partners you can do business with" The team went on to be asked to take the lead for several major programmes running across the Bank in London and internationally. They are also cited as the role model other departments now follow.
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