领导咨询

他们的潜能。 我们的目标。

我们可以帮助贵组织通过建立文化、发展领导力和培养人才来创建成功的框架。

无论您从事什么行业或业务,人才都是您最宝贵的资产之一。

我们的领导力咨询服务可以帮助您的企业通过建立文化、发展领导力和培养人才来创建成功的框架。我们经验丰富的从业团队将艺术与科学相结合,作为独立的合作伙伴,为培养和留住优秀领导人才提供建议。我们的合作模式是为客户提供客观见解的核心。这种合作方式将我们定位为您的独立合作伙伴,致力于发展和培养能为您的公司带来真正价值的领导人才。

发展

每个人都应有机会发展和进步

教练

帮助人们发挥潜能,实现个人和组织目标。

评估

提供额外的视角,挖掘个人和团队的隐藏优势。

文化

有意识地创建积极的企业文化是企业成功的关键。

我们的差异

我们数十年的经验赋予了我们独特的视角,使我们能够帮助高层领导克服当前的挑战,释放他们未来的潜力。

我们的价值观

我们的公司价值观是我们所做的每一件事和每一次互动的基础。这些价值观包括信任、包容、人道和卓越。

我们的客户

我们的客户包括大型金融机构、国际银行、咨询和专业服务机构以及新成立的科技公司。

案例研究

了解我们为客户量身定制的解决方案如何帮助客户化挑战为成功。

内部入职培训

我们的客户即将迎来一位新的总经理。

内部遴选(董事会)

我们的客户是一家在海外设立新实体的大型保险企业

团队整合

我们的客户最近收购了一家英国公司集团。因此,领导团队正在整合过程中,一些职位出现重复

董事会评估

我们的客户是一家上市资产管理公司。最近,他们的董事会和高级管理层发生了几次变动。

Internal onboarding

BACKGROUND INFORMATION

A new Managing Director was about to start with our Client.

The recruiting manager wanted to maximise the chances of the MD to integrate the business as quickly and successfully as possible.

A structured and well defined on boarding plan was designed in conjunction with the Client’s Learning & Development team which aimed at:

• Helping the recruiting manager understand the MD’s strengths and areas for development
• Helping the new MD focus on a solid development plan
• Helping the new MD understand the Client’s strategy, goals, culture, ways of working, and processes

CHALLENGE

Recruiting a new MD caries risks:
• Will they be able to lead, grow their practice and deliver expected results?
• Will they develop good relationships internally?
• Will they rate our values and thrive in the business corporate culture?

It was agreed that a structured onboarding programme would help with a quick and effective integration of the new MD. However, something had to be designed from scratch

SOLUTION

The Client’s Learning & Development team took the lead in creating an encompassing programme and worked closely with our team on some of its aspects.

As part of the programme, it was decided that personality assessment would be used to identify the behavioural competencies of the new MD and assess them against the set competency framework that had been priorly agreed for the role. The process included a validating interview with the MD and debrief sessions with both the MD and the recruiting manager.

In addition, a series of on boarding coaching session were set which started when the MD had had a chance to settle into their new role.

OUTCOME

By using a quantitate method such as a personality assessment, the recruiting manager was able to confidently understand their new MD’s profile. It helped design a suitable and effective personal development plan that would optimise the chances of a swift and effective integration into the business. The process created a solid platform for effective communication between the MD and their new line manager from the onset.

The coaching sessions enabled the MD to take quick action on the areas that had been identified as needing further development. They also provided the new MD with an external party they are able to share their thoughts with in full confidence. External coaching can provide a key prospective to a number of topics to enhance year 1 success.

Such clear and well defined programme was appreciated by the new MD who felt that they had been well looked after when starting a new key step in their career; they were given an even better chance to succeed as a leader. This is an important point as the process needs to be a positive experience for both parties.

Internal Selection (Board)

BACKGROUND INFORMATION

Our Client was a large insurance business setting up a new entity abroad.

As they needed to select the new members of the executive team (board members), we were asked to assess the suitability of several internal candidates who had been identified as having the potential to fulfil different roles namely including for the CEO position.

CHALLENGE

Making the right choice was vital for the Client not only ensuring that they had the right leaders in place but also because they needed to impress the local regulator and fulfil their requirements.

The roles were difficult to fill due to a highly complex context.

In addition, from an internal point of view, the Client was concerned about an internal perception of favouritism towards some members of the team

SOLUTION

Coming to us would provide the Client with an external, independent, non-biased and evidence-based solution. We worked on a bespoke competency framework (skills, experience and behaviours) for each role and provided a thorough assessment using psychometric assessment validated by face-to-face behavioural competency-based interviews.

The process assessed the candidates against the framework and considered the new environment they would be facing as well as their own potential for growth as it was for most of the candidates a step up in their career.

OUTCOME

By using a quantitate method such as a personality assessment, the Client was able to identify the strengths and potential derailers of all the candidates and decisions could be made objectively.

All potential internal candidates were appointed successfully except for the CEO as the process highlighted too many reasons why the candidate would struggle and most probably fail if appointed. It was a disappointing outcome for both the Client and that particular Candidate but arguably safeguarded both sides to make a mistake they would have regretted in the longer -term.

The debrief sessions that followed helped inform the areas to be considered for further development for all the participants. As for the Client, they were able to confidently, factually and quantitatively justify the reason behind their decisions including to the local regulator

Team Integration

BACKGROUND INFORMATION

Our Client had recently acquired a UK based group of companies. As a result, the leadership teams were in the process of being integrated and
a number of roles had duplicates. Once the senior leadership team had been selected, the next step was to select their direct reports for leadership roles in Bermuda and London.

Our Client needed an independent opinion to ensure a fair and evidence based process and therefore minimise the risk of mistakes and potential legal challenges

CHALLENGE

Some of the candidates to the newly combined roles had already shown signs of discontent with the prospect of being put through an internal selection process following the acquisition of the business.

Transparency and fairness were an absolute requirement in order to maximise the chance of candidates’ buy in of the selection decision-making process.

The task required the completion of assessmentswith minimal disruption to the integration process.

SOLUTION

We provided an independent and thorough assessment using a combination of technical and behavioural based assessments.

We used psychometric assessment for additional behavioural data and led face-to-face competency-based interviews (both technical and behavioural).

The process assessed the candidates against a competency framework which had previously been agreed with the Client on a role-by-role basis. The process also provided a better outlook onto the growth potential for each individual.

OUTCOME

For each role, our Client was able to confidently identify the best suitable candidate by ascertaining strengths and potential derailers. The individual debrief sessions we conducted with all the candidates helped them create evidence-based development plans using the results of the assessment process. Although one of the unsuccessful candidates tried to take our Client to court, the team was able demonstrate the fair and objective selection process and the case was dismissed.

Board Evaluation

BACKGROUND INFORMATION

Our client was a publicly listed Asset Manager

They had recently been several changes at the Board and Senior Exec level. They had recently completed a major acquisition that brought a further new dynamic to the Board.

The Chair recognised that they need to establish a new set of relationships across the Board and the executive to enable the broader leadership team to work
effectively together.

CHALLENGE

The project was to: Evaluate the key strengths and personality preferences of the existing Board and Executive Committee, facilitate the 2-day Board Strategy Day offsite and facilitate the two-day session which:

• Freed up the Chair to be part of the debate
• Provided some structure to the offsite to ensure ideas, actions and concerns were captured

There was a need for an independent voice in the room to raise concerns and to ensure that all voices were heard

The project had to have credibility for those that would participate.

SOLUTION

In consultation with the Chair, CEO and Head of Strategy the agenda was designed for the strategy offsite

We issued a personality assessment for each Board and Executive Committee member.

This tool had a significant 360 element which provided very detailed feedback.

Each individual was provided with one-toone feedback before the Board Strategy Offsite on the report generated by the tool.

A collective report was shared with the Chair and CEO in advance of the offsite.

OUTCOME

The Board and ExCo had never taken part in this sort of exercise. There was initial suspicion of the process however following both the one-to-one feedback and the Board Strategy Offsite the feeling was hugely positive.

The conversations at the Board Strategy Offsite were significantly different from the normal ‘turn the handle’ Board discussions and really
tapped into questions such as:

• How do we work most effective between the Board and the executive?
• How do we manage diversity of thinking on the Board and get new ideas into the mix?
• How do we work together better? Where are the points of tension between us?

Over 15 participants were evaluated across both the Board and the ExCo each given an individual reports that highlighted strengths and development areas along with personal development recommendations.

A collective view of the whole Board and ExCo was developed showing collective strengths and gaps which was fed back to the chair and CEO along with our recommendations for next steps

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