The ASB Group is one of the largest financial services and insurance providers in New
Zealand. They have approximately 5,700 employees located at head office and nationally across 147 branches, various regional centres and support centres.
The Mantle team started working with ASB in 2010. During interviews with Executive & Senior Managers, the team gained an understanding of the key opportunities and challenges facing their leaders over the next three to five years.
From these conversations the ‘Leadership in Action’ (LIA) programme evolved. Its key purpose was agreed as:
“To foster and develop critical leadership capabilities to support the successful execution of business strategy”
The team worked in partnership with the ASB team to design and deliver the programme. The following were seen to be critical factors in its subsequent success:
80% of Participants and 95% of Managers indicated a significant or positive increase in the confidence and ability to lead others.
There is significant evidence of learning transfer back to the workplace; most, if not all, trainees have experimented and tried different things following programme delivery.
Most commonly stated benefits include:
” Increased productivity, efficiency gains, reduced cost, improved relationships, customer/people engagement, team performance. Her new department was a pretty closed shop and she has turned them around in all these areas.”
“Improved customer engagement, increase team engagement, improved results (heading for number one team this year).”
“The team have significantly improved their turnaround times since the start of the programme. This is now to the point that we are exceeding targets.”
“Increased focus and productivity – contributed to cost savings of almost two FTEs.”
“Won new business with clients – $9m more based on influencing and relationship building”
“Improved audit results via greater engagement with key stakeholders.”
“Increased strategic thinking in projects, more balanced peer and stakeholders relationships.”
“Increase in number of peer relationships.”
“More inclusive approach and ensuring team are aware of the direction that we are taking. Improved empowerment and ownership.”
“More effective by being more fresh in my approach to everything; the clarity I have gained has helped me be more motivated and quicker to delegate, freeing me up for the bigger picture things.”
“More considered in how I make decisions and lead my team (rather than guessing and hoping for the best). More focused on being an authentic leader – the best version of me. Letting go of some of the detail to free up my capacity to focus on future/leading change/developing relationships for impact and influence.”
“I tend to manage more at a “high level” rather than getting lost in the detail. I am more focused on planning for interactions to ensure that I have an increased chance of success.”
“Peer mentoring combined with LIA skills have assisted me in my handling of day to day challenges. Current restructure within the team – LIA has given me more confidence to manage through.”