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Accelerating high potential talent at global confectioner

27 March 2023

This confectionary company has a long UK history and considers itself just as much a British company as an American one. It is committed to accelerating the growth of its talent and building a strong pipeline of talent for senior roles from within the organisation.

We collaborated with the Head of Talent and OD to develop a criterion for identifying high potential talent of the future. Once the right talent was identified, we worked with the business to develop a structured intervention based on developing the emotional intelligence of the participants, a differentiating factor in great leaders.

The EQi 2.0 self-assessment and 360 tool was used to raise self-awareness and provide an understanding of key leadership strengths and development areas.

Participants left the workshop with SMART development objectives to include in their development plan and gain support from their manager. Feedback from Line Managers and the Head of Talent and OD is their high potential talent has never been clearer about how to accelerate their career.

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Great talent transitioning to first management role in leading Cruise Brand

27 March 2023

This Cruise line brand based in Miami, is experiencing significant growth and needed to accelerate individual contributors into effective people managers for continued success. We developed a two-day programme, delivered to 40 managers across Europe, to provide the essential knowledge and skills required to support employees in making this first and critical transition into leadership. This interactive programme built up the capability of participants through extensive exercises and ‘real play’. New managers went from feeling out of their depth and unsupported to having a tool kit and the confidence to get the best out of even the most challenging members of their teams.

Executive team development unlocks performance in global metals manufacturer

27 March 2023

Seven talented and experienced leaders shared responsibility for setting and delivering the strategic agenda for a large, complex UK arm of a global leader in lightweight metals engineering and manufacturing. Whilst individual team members were high calibre and respected contributors, there was little sense of team, and no clear joint purpose. We partnered with the European HR Director to develop a 12-month team development programme which would deliver a step-change in three areas: self-awareness and understanding others, strengthening relationships and developing joint leadership. Each intervention was focused to explore one of these three themes, and each session challenged the team to work in an area that was sometimes hard but always valuable. At the end of the year the team had moved forward significantly and continue to develop the skills and confidence to manage and lead in a complex and commercially challenging environment.