Case study - Global Media Company (GMC)

Business need

This GMC is in a sector that is experiencing change at an exponential rate due to the impact of new technologies. They identified a need to recognise and develop people who will be the leaders of tomorrow within the organisation in order to retain competitive edge. However, given the mobility of employment within the sector, GMC also recognised that investing in these high fliers would also be of benefit to the industry as a whole.

The GMC decided that those selected for development would be individuals with high potential; those who were likely to be heads of department within 2-3 years. They also needed to maximise the organisational impact of this initiative. The GMC wanted to work with a partner with a strong track record in behavioural and leadership development.

MaST solution

After the initial assessment centre, which whittled the original 70 applicants down to 14, MaST created a programme of modules spread over 4 months. This contained a balance of theory and activity, all underpinned by a framework of behaviours, which had been identified by the GMC as core competencies demonstrated by effective individuals. Models of leadership including Hersey, Goleman, Zenge and Folkman were used in order to give richness and depth. A practical, work based project ran through the training. This project had to have a business application and was presented to the board as part of the assessment. Tools and techniques included creativity and innovation in projects and communication skills including the strength deployment inventory and influencing. The modules were spread over time in order for the learning to be reviewed and thus become embedded.

Outcome

On a practical level the delegates had a real opportunity to embed their learning immediately after the programme. This was in the form of the work-based project, which was designed to deliver results for the business but also to allow the participants to consciously practise their enhanced skills. It also meant that there was a focussed period for the ripple effect of their behaviours to influence the wider organisation.

The group had enhanced creativity skills this was recognised as giving them a competitive edge as individuals but also for the GMC as a whole.

Recognising and developing the leaders of tomorrow was also seen as contributing to the shareholder value of the business.