A family controlled private bank
A large family controlled private bank offering Wealth & Asset management services with 3000+ employees and offices all over the world.
Objectives
KDVI was approached because of experience in managing transitions and onboarding. The goal was to help the Board members manage their relationships with one another and to understand how they each contributed to the Board and generally as leaders. Moreover, each member had a triple role as partner, director and executive, which they had to simultaneously manage. KDVI was approached because of their group coaching methodology as well as Governance, Board and Transition experience of faculty members.
An ongoing collaboration involving 360° feedback and group coaching intervention with 8 Board members using 1 KDVI Faculty member. This was followed by one to one coaching with three members of the Board.
To measure their effectiveness as a team, the LAQ, a KDVI proprietary instrument, was used, supplemented by the bio questionnaire and other internal personality-related instruments. The LAQ involved 360° feedback from Board members as well as members of another team (e.g. Executive Board, partners, etc). The group received both individual and group feedback, followed by an action plan. Board members went back to direct observers to discuss the feedback but were reluctant to go back to each other. In response, KDVI Faculty conducted another group session to debrief the group feedback collectively, addressing collective strengths and differences.
Following the group workshop, KDVI Faculty established one to one coaching relationships with three members of the Board, one of whom was a next in line senior partner.
The next stage is to build a 3-4 day module programme using the 360° feedback group coaching methodology, using the GELI/GELM and the OCA with the top 40, with an initial pilot group of 10.
Outcomes
The LAQ served as a tool to identify the roles of each Board member and to see if their self-perceptions were consistent with what was expected of them by other members of the Board. The group also addressed key issues, under the surface, hidden agendas that prevented them from working effectively. This methodology unlocked a number of issues and Board members started to talk to one another which in turn lead to changes within the Board. Another outcome was the building of an ongoing relationship between the organisation and KDVI as they continue to co-develop programmes that are increasingly attuned to the needs of and go deeper into the leadership ranks of the organisation.
