Case study

Developing Board Effectiveness Within A Large Financial Institution

Challenge

The recently-configured Executive Team of one of the world’s largest financial institutions created an ambitious two-fold vision: ‘that they would exceed their client and performance expectations’, and that ‘their platform would develop talent’.

YSC Consulting developed a two-stage intervention based upon its High Performing Teams (HPT) Model to support them in their goal.

Stage One:

The team wished to develop:

  • A shared understanding of how they would operate as a high-performing team and their desired reputation.
  • Insight into what leadership excellence looked like in the ‘Enterprise Talent Pool’.
  • Personal goals for each individual to help improve the team leadership benchmark.

Stage Two:

Using insights from stage one, the team hosted a session focusing on how to better integrate their new approach into their business planning activities.

Solution

Stage One:

YSC crafted an event focused on Purpose, Internal Dynamics, and Execution.

Prior to the event, the Executive Team participated in a series of activities to gauge their leadership style.

The event was based on YSC’s HPT model and focused on three outcomes:

  • Defining the team purpose and reputation.
  • Co-creating aspirational team dynamic.
  • Dialogue around how to realize the team’s vision.

Following the event, individual feedback and coaching sessions were held to support the individuals in articulating and achieving their career ambitions

Stage Two:

YSC crafted a follow up event focused on Internal Dynamics and External Relationships.

Prior to the event, YSC held a feedback call with each individual to gauge progress made since Stage One.

The team came together for a day long workshop which used a variety of methods to discuss:

  • Progress since the original intervention.
  • Reframing business plans to reflect the team dynamic.
  • Effective stakeholder management.
Impact

Stakeholder feedback on their partnership with YSC is overwhelmingly positive:

“We are operating as a board much better: we are light years ahead of where we were a year ago. Our conversation is more productive and challenging, we are agreeing things and delivering on them. We now all understand our strengths and weaknesses. Having achieved this together, we now have more mutual respect for one another.”

“We are operating as a board much better: we are light years ahead of where we were a year ago. Our conversation is more productive and challenging, we are agreeing things and delivering on them. We now all understand our strengths and weaknesses. Having achieved this together, we now have more mutual respect for one another.”