Barclays Retail Bank : Leadership Excellence Programme

1. Barclays Retail Bank: Leadership Excellence Programme A summary of the process and measured results 31st ACSG Conference 18 March 2011 Presented by: Pieter Möller

2. INDEX • Results: Return on investment • Cumulative revenue • How? • Cutting edge design • Target population • What is expected of the leaders • Development centre programme • Development initiatives: Modular learning • The banking landscape • What are they (our clients) up to. • Localisation of the project • Questions

3. Return on investment

4. ROI – the bigger picture • The per-head ROI includes the design costs of the programme. The programme is now being in-housed, reducing the figures further down to a £500 per-head cost. • Most importantly, however, is to recognise that development changes behaviour and performance over time, which means that the ROI continues to grow significantly.

5. Cumulative additional revenue/cost savings per head Projected income over the next five years

6. Cumulative additional revenue/cost savings per head The chart shows cumulative return over 5 years based on rolling out to 1,400 leaders and assuming that the benefits “erode” by 20% each year.

7. How?

8. Cutting-edge design The Leadership Excellence Programme was driven by the vision of “creating the best in industry leaders in order to be the best bank.” To achieve this, the following principles were followed:

9. Cutting – edge consists of: • Leader-led personal development • Cascade of development (same development for all) • Leaders at each level support the level beneath • A combination of event-based, individual based and team-based development • Milestone activities (iLeads) that reinforce the behaviour change over 6 months to a year • Maximising the existing development tools already in existence in the bank • In-housing to institutionalise the capability

10. Target Population • All branch managers • All regional directors (managers)

11. What is expected of the leaders?Leadership capabilities • Run a tight ship - Logic and Reasoning • In the hall and beyond - Relationship Building • Own my business - Political Awareness • Engage, motivate and inspire - Impact and Influence • Grow people & performance - Accountability

12. Development Centre Programme • 360º feedback • KOLB learning styles • Real business dashboard simulation • Coaching session • Wash up session • Team exercise • Formal report and feedback

13. Modular learning Modular learning Appendix 1: Suggested future for Leadership Excellence programme In order to provide a dynamic learning approach that is tailored to the particular skills that are being developed, a variety of different approaches, tools and activities will be used. Therefore, learning modules will form the foundation of the learning process. Example “In the hall and beyond” Module: Personal Challenge: A personal task designed to practice the new skill (e.g., attend a conference and get 50 business cards) E-learning Introduction: What it looks like (video clip) Completion: Manager signs-off completion of exercises + Multiple-choice test to unlock next module Exercise to learn the new skill (e.g., key steps to effective networking) Workplace Challenge: A workplace task designed to practice the new skill (e.g., build an organigram of your region) Theory or methodology that underpins the concept – use university curriculum support here (e.g., what is networking?) Group Project: A project done with fellow programme participants (e.g., host a breakfast meeting with key stakeholders)

14. The banking landscape Emerging from the recession, there is a renewed sense of energy and enthusiasm brewing in the banking sector. Some of the things our clients are talking about: • Innovation– isn’t about the same old thing about being creative, it’s about fostering an environment where we can make mistakes in order to improve efficiency. • Advanced leadership – need to redefine what leadership means to our business so we can create leaders of the future that can do more than lead, they can empower. • Service excellence – this is a new battleground. It’s no longer about customer service, but about fully integrated service delivery that dazzles our customers.

15. What are they up to? Our financial services clients are engaging us in all aspects of talent management: • Truly managing performance – we are overhauling a performance management system so that it its no longer just a check box exercise from the behavioural perspective, but actually creates tough discussions that drive behavioural change. • Only the best will do – we are retained to conduct in-depth assessments of any and all middle to executive job changes. • Off on the right foot – we are supporting the induction of all new graduates to ensure that they are given the early awareness and behavioural skills to succeed in the corporate environment. • Getting it right at the top – we are working with senior leadership teams to take a hard look at their own effectiveness and challenge them to redefine how they work together.

16. Some personal comments • “The course has actually stopped me walking away from Barclays. I feel like I have had all the weight lifted from my shoulders”. • “This is the most feedback/development that I’ve received in my entire 27 year career. I feel motivated to really understand my development areas and improve how I manage my team”.

17. Localisation of project • Representatives met in London • Representatives were introduced to the (formal) process • Individual needs and differences were work shopped • Agreement per country was obtained • All future activities are based on the original footprint

18. Localisation: continued • Decision taken to include the following countries: • Kenya • Egypt • South Africa • Portugal • Zimbabwe (Observation only) • Botswana (Observation only)

19. Overall Project governance

20. Questions?

21. Thank you