Smoothing transition through leadership

As part of an organizational restructure to facilitate company growth, a financial services firm decided to move some of their employees into higher positions but soon discovered that there was a lot to be learnt about leadership.


A fast-growing financial services firm focused on the construction industry required an organizational restructure to enable it to transition to the next phase in its growth.  It was decided that this was an opportunity to move some of its technical specialists into management roles looking after regional teams and move some of the existing managers into director roles.

The Problem

Like many organizations, the majority of the existing managers and the new managers had little or no management or leadership training and the restructure had led to many feeling ‘out of their depth’. The roles and responsibilities of the job types were not fully understood by those promoted into the new positions and the strategic direction of the company needed to be determined.

The Solution

The consultancy project was divided into three stages. The first step was to get the new directors to think creatively and align and co-ordinate their unified messages to regional managers.  The role of being a director was explored and examined together with the idea of collective responsibility and accountability.  Secondly, the outputs from these sessions were used to provide useful direction to the managers in their workshops so that they understood what was required in their new positions. Since none of the new managers ever had any management training, key tools and techniques were identified and each manager took part in psychometric testing so that they understood their individual behavioural preferences. The third stage involved individual coaching and mentoring for each of the Directors and Managers so that their specific challenges could be addressed and their work prioritised to achieve the best results.

The Results

Most importantly, the firm was able to realise its ambitions of fast growth with minimal disruption as a result of the up-skilling of both managers and directors.  The directors developed a clear understanding of what the firm wanted to achieve and were able to communicate this in a way that engaged and motivated their colleagues.

It also enabled the directors to understand the importance and relevance of being clear about the value they added to their clients, brought a more customer centric approach to decision making and defined a clear competitive advantage over their competitors.