In three phases to new shores, we wanted to be the human Bank that does business with the heart and which employees are proud to be a part of it”, so Sansom. So we took advantage of the first phase, to the employees as to strengthen people and individually to develop. You should discover their talents and gain self confidence. At the same time we adapted the very complex administration start and improved policies, systems and processes, including the assessment system and the salary structure.”after six months we could at last with the first personal mastery workshop”. The top 35 executives participated in this.
In the next step the top 300 managers followed, and the workshop was immediately breakout”called. It aim was to find a larger meaning in our lives and our work. We combined the spiritual, emotional and intellectual aspects. With topics such as personal transformation, self realization, strength determination and better human relationships we succeeded. The participants wanted to be sure that all 5,000 managers attended this workshop. To do so, we trained our own workshop leaders. Before McKinsey consultants had carried out the workshops. And, as all managers had taken part, she felt so inspired, that all their employees, 31,000 in 30 countries, were that participate in this workshop wanted to let.” The second phase, accelerating Breakout”called, a new development programme produced with the name of inspired leaders”.
The priorities of the programme were the telling of stories (Story Telling), and how to deal with its weak sides. In the third step (“delivering the agenda”) an internal Coaching Academy, founded own coaches have been trained in the. There are three different levels of coaching: leaders coach, coaches coach and master coach, and the entire program was linked to the five values of the Bank. The goal was a werteorientiere lead. Everything we did was based on emotional and spiritual intelligence”, so Sansom next.