The Client's
Problem to Solve
Throughout the organic growth of this Investment Management Company, personnel were promoted into managerial roles to expand the business at speed.
While most of the candidates were clearly talented in some form or other, not everyone had expected the meteoric rise into management. Nor were there appropriate learning and development structures in place to support their personal development as managers.
Our client engaged us to write a programme that took the delegates on a bespoke learning journey on how to be an effective manager, creating sustainable results in human capital.
140
First Line Managers
40
Second Line Managers
ABSTRACT's
Analysis
We discovered that although a variety of managerial roles existed, they all shared a common goal and that was their respective KPI’ production outputs.
What wasn’t clear at all, was their respective managerial inputs to effectively produce and perhaps sustain their required outputs.
Programme
Delivery
Approach
We created a ‘must have’ managerial framework of all the key elementary tasks and behaviours required to drive effective and efficient delivery through motivated and highly developed personnel.
These elements were segmented into associated groupings and delivered intermittently with delegate cohorts over a period of three months, allowing space in between for demonstrative application.
Evaluation
Regardless of the level and experience of Manager, everyone had an opportunity to peer coach and enhance the facilitator led learning experience.
Managers who attended the programme gave the following verbatim feedback:
4.6
Out of 5.0*
Average Delegate
Feedback Score
*Source:
ABSTRACT Delegate Data
I learned a lot from the course.
I have started to use the methodologies and tactics in my role already.
Really thought provoking and insightful.
The course challenges you to understand yourself so you can understand and help others.
The course was really excellent.
Really appreciative of the opportunity and the content.
Read More ABSTRACT Case Studies
