Case Studies
Industry : Banking
Solution : Leadership Development & Team Member Engagement
Business Need : Effective Leadership & Employee Engagement
Customer : Commercial Bank
Headquarters : Doha, Qatar
Number of Employees : 890
Website : http://www.cbq.com
Challenge:
The business need was to create a new culture at the bank that would be strong enough to build a cohesive environment in spite of various backgrounds of the employees. Aligning people with a new culture of innovation and results was crucial to become the number one bank in Qatar.
The business need was to create a new culture at the bank that would be strong enough to build a cohesive environment in spite of various backgrounds of the employees. Aligning people with a new culture of innovation and results was crucial to become the number one bank in Qatar.
Solution:
Training began with a three-day version of the Dale Carnegie Course in order to open up the communications between the extremely diverse background of bank employees and to create the much needed proactive culture. This course was followed by a four-day Leadership Training for Managers program. These programs were each delivered in weekly full-day sessions, in order to give the participants the chance to implement the tools discussed in class in their work environment.
Training began with a three-day version of the Dale Carnegie Course in order to open up the communications between the extremely diverse background of bank employees and to create the much needed proactive culture. This course was followed by a four-day Leadership Training for Managers program. These programs were each delivered in weekly full-day sessions, in order to give the participants the chance to implement the tools discussed in class in their work environment.
Results:
The participants generated ideas for innovation projects worth $1 million. The General Manager has noticed behavioral change in the way the participants communicate, their level of confidence in approaching management with new ideas, and their ability to take initiative.
The participants generated ideas for innovation projects worth $1 million. The General Manager has noticed behavioral change in the way the participants communicate, their level of confidence in approaching management with new ideas, and their ability to take initiative.
