We are always flexible in our approach to in-house training, working either independently of (but guided by) in-situ HR departments or designing bespoke interventions for clients who do not have the luxury of an HR or Organisational Development function of their own.

We recently worked with the in-house Head of Training and Development to assist in the design and delivery of a split intervention course for a financial payment sales organisation. The organisation had invested heavily in its sales function such that it needed to increase the leadership team substantially. The course followed a period of recruitment where both external and in-situ individuals were appointed to these leadership roles; each managing a geographically large and diverse region within the UK. A number of these leaders had no knowledge of the product set and, in addition, had not worked within such a very strong cultural belief set as existed in the client organisation.

The challenge was to bring about cultural integration, enhance existing leadership skills, define the difference between Leadership and Management, and provide product training. Our agenda included:

• An introduction to the organisation – the way we do things around here
• Leadership in context and in practice –  attributes, styles, types and the importance of achieving  ’followers’
• Leadership v Management
• The Coaching continuum - the models and applying to an individual’s requirements
• Managing performance – tools and skills
• Creating a support network and buddying process
• Product training and tools of the trade

Psychometric testing, homework, skill drilling, individual one to one sessions throughout the course, group discussion and the sharing of best practice were key to the success of the course.