With great people in place, GHB wanted to increase organisational growth and positively impact on the bottom line whilst also building a culture of feedback and growth with a leading development proposition. We worked closely with them, supporting a redesign of the existing behavioural framework, which reset expectations and gave a much clearer framework against which to build content.

ETS recommended creating an ‘MBA style’ programme, which would be delivered to the 50 managers over six to nine months. This used our ‘Make it Stick’ methodology as a foundation, with training led by an ETS Senior Consultant.

The course content was informed by several sources, including: an upfront 360 feedback exercise, interviews and focus groups with line managers, interviews with the CEO and Board members, and input from GHB’s Head of HR/Talent and Development Partner.

A bespoke 360 feedback exercise provided an invaluable baseline measure for delegates, who received 1:1 coaching to understand and make sense of their reports. It also provided an aggregated view of the group’s shared strengths and areas for development.

Meanwhile, the project team also regrouped after each module to reflect. We initially created a skeleton outline of the whole programme but purposefully designed content for one module at a time so that subsequent modules could be shaped by learnings and feedback from the previous module.  This process allowed it to evolve and form in line with business and delegate needs.

In between modules, Action Learning Groups were established so delegates could discuss and practice learnings in everyday scenarios.