A PE-backed engineering business had recently merged with another PE-backed business and created new divisional MD roles. There had been internal promotions into these new roles from a group of high potential managers.
There were now concerns that these individuals, whilst high potential, needed support to be leaders in the business. The business had ambitious plans to double EBITDA in year and were concerned that a lack of leadership skill might restrict this ambition.
We were engaged to provide ideas around how best to support the development of the required skills within this new leadership team. Working with the HRD and the CEO, we developed a blended programme of individual support through coaching, combined with psychometric assessment of the individuals in the team, and a series of bespoke leadership development workshops using the information gathered from these inputs.
The programme was spread over a year and included both one to one sessions and team workshops to enable both individual, team and organisational development. The programme is being delivered globally.