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INSPIRATIONAL STORIES 2011

CONTENTS
Contents page An Inspirational Decade for IDG Escaping the Red Queen Effect IDG and Sandhurst Award Winning Programmes Leadership Coaching Consulting Teams Behavioural Health and Safety Inspirational Finance Overseas Measurement Sandhurst Business Challenge 1 2 3 4 6 8 11 12 14 15 16 18 20 22

LEADERSHIP FOLLOWERSHIP PARTNERSHIP

AN INSPIRATIONAL DECADE FOR IDG

ESCAPING THE RED QUEEN EFFECT

idG in the Middle east award winninG proGraMMes

range of clients, from ambitious Emirati women to retail managers in The Netherlands.

In 2011 we will continue to live our values:

Selfless commitment to deliver excellence to our clients and make a real and measurable difference Discipline to design, develop and deliver what we promise, on time and to budget Respect for all our stakeholders; including our clients, our staff and our suppliers Integrity in all our commercial affairs Courage to challenge the status quo Loyalty to, and development of, our clients and staff. Each year we learn and grow, both as a business and as individuals, thanks to our own high performing team of great staff, our clients and our participants. We hope that 2011 will be as interesting and compelling as our previous ten years.

2001

Our partnering agreement with the rOyal military academy SandhurSt beginS

a Ma jor leadership developMent proGraMMe

a Milestone year for sport and for idG

IDG is a leadership and management performance consultancy. Our mission is to create sustainable and measurable change in individual and organisational behaviour.
In Lewis Carrolls Through the Looking Glass The Red Queen says to Alice It takes all the running you can do to stay in the same place. Evolutionary biologists have used this scene to illustrate the competing arms race among competitive species. In a commercial context, in order to survive organisations have to run very hard, whereas to move ahead they have to run even harder. Cutting prices will achieve only a very short term competitive benefit before your competitors match you. Cutting costs lasts slightly longer. Product excellence will require investment but the competitive advantage will be longer think IPAD.

raisinG the ManaGeMent perforMance bar

inspirational finance is born

world wide learninG

investinG in talent

2010

and beyOnd - the future Of leaderShip...

However the greatest competitive advantage is gained by recruiting, developing and retaining the best talent requiring ambitious investment but yielding the longest and deepest advantage over competitors. This year we delivered programmes across the globe; working in five continents, we met extraordinary people achieving extraordinary things. We helped our participants to challenge themselves and the status quo, giving them the courage to move outside their comfort zone. Our programmes delivered what we promised, on time and on budget. Our digital survey platform evidenced the changes participants made to themselves and to their organisations. We delivered business simulations to a

IDG AND SANDHURST

We continue to enjoy our privileged and exclusive partnering agreement with the Royal Military Academy Sandhurst. Since 2001, we have delivered leadership development programmes at the Academy, which combine our commercial and professional experience with over 200 years of leadership experience from the British Army.
Feedback from all our programmes demonstrates that the Sandhurst experience has a direct and positive impact back at the work place. As one of our delegates said, the impact of being at Sandhurst with IDG forced me to raise my game... This sums up what people take away from time spent at Sandhurst. No leadership model, experiential leadership activity or text book, can capture the atmosphere created here, where authentic leadership values count above all else. An outstanding place to consider leadership, followership and partnership.

Often the external perception is that the Military style is purely didactic; many people assume that operations are conducted in ways that leave little room for subordinate decision making. But this perception is wrong. The modern British Army, through its philosophy of Mission Command, empowers its leaders at all levels to make fast and effective decisions within a broad strategic framework. Selection and maintenance of the aim is fundamental to mission command - young officers are encouraged to act in a manner appropriate to the situation in which they find themselves, provided that their actions are consistent with objectives set higher in the command chain. At IDG, we are able to explore in detail the concept of mission command and how it transfers into the commercial world.

In 2011 we were looking for a programme that would enable our senior leaders to move beyond what they thought was possible, to be able to drive our business forward faster, more effectively and sustainably. The programme developed and delivered by IDG at the Royal Military Academy Sandhurst (RMAS) achieved this and much more. For many of our delegates the programme has proven to be a profound experience, helping them to re-shape their leadership toolbox, interpersonal behaviour and strategic thinking skills. Steve Kelsey Global Head of Learning and Development, ESAB

AWARD WINNING PROGRAMMES

Why do our leadership programmes win awards?
The innovative and tailored design of our programmes ensure successful outcomes. We believe that the duration of our residential programmes is a crucial element. Participants need to engage with each other and with our philosophy of leadership, followership and partnership to make a real difference back in the workplace this can only be achieved with modular interventions over a period of time. Our programmes are experiential and tailored to provide a unique learning experience with proven results measured using our digital survey platform.

2005
ifs/Deloitte Financial Innovation Awards Winner - 2005

2009

2010
Financial World Innovation Award
On 1st December 2010 the Experienced Managers Programme designed and delivered by IDG and implemented by Lloyds Banking Group, won the Financial World Innovation Award for Innovation in Staff Development. EMP is a first-class example of a sustained and useful initiative. Good management engagement and adept execution makes this a stand-out management programme which helps reduce the cultural barriers seen in major companies, as well as achieving some impressive results Marc DonFrancesco - Judge. Following its launch in 2003, the initial success of the Experienced Managers Programme in Lloyds Banking Group led to the widening of its footprint across the organisation, an extension of its delivery for a further seven years and a significant return on investment. The programme is designed to take people from different parts of the business and facilitate effective teamwork through increased levels of trust. For this reason the first residential module is run at the Royal Military Academy Sandhurst with the aim of building trust and inclusion fast. Each programme involves over thirty middle and senior managers undertaking five, three day residential modules over twelve months. In addition, delegates work in four teams to deliver ROI on quick-win projects that they choose themselves. The first twenty-one groups have delivered payback of over 20m. By the end of 2011, over 800 participants will have been through this programme.

Hallmark of innovation

Hallmark of Innovation Award

In 2005 we won our first major award. The Experienced Managers Programme, designed and delivered by IDG and implemented by Lloyds Banking Group, was judged Most Innovative Training Programme. This award recognises the successful introduction of a training initiative which makes improvements to the business in areas such as managerial performance, sales, team leadership and customer service.

Staff Development Programme of the Year

The HSBC FUSION Programme won the award for Staff Development Programme of the Year at the 2009 IT Training Awards. The FUSION programme has provided a comprehensive and sustainable solution to a serious skills issue within the IT department; the global range of the programme means that the positive effects have been felt on an international scale. The judges accurately summed up the benefits of the programme as follows: It does not just train people; it actually induces change throughout the operation. The sheer scale of the programme, and the senior management support it has, were both remarkable. The project has demonstrated many benefits retention, reduction in costs, customer satisfaction, collaboration, peer support, and the alumni community which has been created by networking the Fusioneers. This is real action learning, winning awards not for its theoretical brilliance, but for its practical application.

2008

Best Contribution in Financial IT to Reducing the Carbon Footprint.

The award for Best Contribution in Financial IT to Reducing the Carbon Footprint for 2008 was won by the HSBC FUSION Programme at the Banking Technology Awards. The FUSION Programme seeks to put new skills into practice by means of team-based pay-back projects. Each team must decide on a project that will offer tangible business benefits to the organisation whilst also providing a financial return on investment.

INSPIRATIONAL LEADERSHIP
In 2002, IDG won its first contract to develop and deliver a major leadership programme for a High Street bank. Since then we have developed a proven track record in creating large scale programmes in construction, communications, pharmaceutical, professional services, technology and the financial services sector. Our approach at IDG is based on extensive experience and a firm belief that people cannot be taught to be leaders nor to work as a team. However, through a combination of well-designed and facilitated programmes they can be helped to understand, value and utilise their talents and hard-won experiences. They can be helped to develop their key skills and to modify behaviours that may previously have prevented them from achieving their goals. The content and format of IDG programmes varies widely but all are designed to achieve sustainable and measurable change in individual and organisational behaviour.

Key elements of our programmes include: Measurable outputs

Our development programmes are designed to unleash the leadership and followership potential that is too often buried and wasted in organisations. IDG constantly measures the effectiveness of our programmes on both individuals and organisations. Key measurables include: Individual behavioural change using bespoke 360 feedback reports Workshop effectiveness through Kirkpatrick evaluation data Programme ROI on specific payback projects.

Effective followership
IDG is in the vanguard of the management development sectors growing interest in effective followership. Most people spend significantly more time in followership roles than leadership roles and research estimates that followers contribute 90% to the success of any organisational outcome. Successful leaders will be, and will surround themselves with, effective followers. They are positive, enthusiastic and energetic; show initiative, point out problems and offer solutions; are trustworthy, reliable and deliver on promises. Most importantly, they are committed to something outside of themselves, for example, delivering excellence or making a difference. They tell leaders what they need to know not what they want to hear. They should always ask the question: Why would anyone want me in their team?

Senior Executives from a professional services organisation recognised that the firms growth
aspirations could only be met by delegating more responsibility to the managers below them.

A large division of a global pharmaceutical company developed an integrated approach to product

development which saw commercial, manufacturing and R&D personnel coming together to form cross functional project teams within a new matrix culture. IDG had the opportunity to launch a programme to improve the performance of these cross functional teams and develop team leaders who could lead a variety of projects at short notice, while under time and resource pressure.

The challenge was how to equip this management band with the knowledge, skills and confidence to enable them to step up to broader responsibilities. IDG designed a four module development programme (comprising ten days spent over eight months) to enable the management group to raise their performance and play their part in fast tracking the firms growth.

We are seeing the programmes impact through the skills and developing confidence of our leadership group in motivating their teams to meet our rapid growth challenges. Its success is evident in their desire for further development and our senior executives enthusiasm for the programme continuing. Michelle Traynor Learning and Development Manager, Detica IDG continues to provide an excellent programme for people moving into early leadership roles and this has had a lasting impact both on the individuals and the business, with much of the success down to the very experiential nature of the programme combined with powerful content. Last year we ran the programme in one of our core growth markets with great results and will be exporting it to further international markets this year. Richard Coles Senior Project Manager, Global Strategic Projects at GlaxoSmithKline Consumer Healthcare.

The modules covered:

Motivating and leading effectively, and developing excellent team-working skills Understanding the commercial impact of decisions through a business simulation Increasing the firms footprint in the marketplace by building and maintaining strong client relationships Managing for great performance setting targets and encouraging growth and development in others. Each participant received one 360 feedback report during the programme, and another twelve months after its conclusion. Delegates were also offered one-to-one coaching both during and after the programme. At least one third of the participants have so far taken on a more senior role in the firm, having demonstrated greater maturity and confidence as a result of the programme.

The highly successful programme, now in its fourth year, utilises the talent and experience of project managers and channels it into improving self-awareness, collaboration, cross-boundary team-working, decision making and leadership skills. Participant feedback demonstrates the success of this programme; 90% of delegates from the most recent iteration believed that the training would help them in their future career, and that team projects have led to significant improvements in the effectiveness of project management, specifically in meetings and briefings.

Action Learning Teams

At the core of each programme is the division of delegates into cross-functional Action Learning Teams. These teams work together, with the same facilitator, for the duration of the programme. The facilitators approach allows the participants time for reflection, workplace application and feedback.

Partnership and collaboration

There is constant pressure to do everything quicker, cheaper and better. How can we raise the performance bar, both for our team, and for the entire organisation? Once again the question should be asked: How well do I collaborate across the organisation? On the next page we have provided two examples of successful programmes that we have delivered during 2011.

Leadership
Whilst not all of our programmes are held there, our special relationship with Sandhurst enables us to weave into our programmes some of the operationally pragmatic leadership, followership and team-working lessons that the Army has honed over centuries. Our developmental programmes focus on the relationship between leaders and their teams - particularly the maintenance of morale through high degrees of commitment, self sacrifice and mutual trust. In considering leadership, we ask the question: Why would anyone want to follow you?

OUR APPROACH
3 MODULES

INSPIRATIONAL COACHING
RESULTS
We believe that todays business people need to be able to stand back and reflect, enabling insights to be discovered and future actions to be more considered.
Our coaching process helps individuals to identify what works well in given situations, to build on that insight, whilst also addressing any areas for development in a positive and constructive manner. From extensive experience, we have seen individuals adapt their style and acquire new ways of thinking and acting, once they understand the impact such changes will have on their effectiveness.

We have been providing coaching for middle and senior managers since IDGs inception, but the most powerful way of using coaching is to combine it with development to produce truly embedded behavioural change. A client working in a complex and rapidly changing environment required exactly that of us during 2010.
Our client, a leading global bank, recognises that competitive advantage lies in realising the energy and talent of its people. They invited us to design, develop and deliver a global programme for key managers leading large teams. Simultaneously they wanted to raise people management capability and introduce an organisation-wide coaching culture, in order to embed learning and increase the best practice footprint. Working closely with the client, we identified an internal cadre of senior managers to act as coaches for programme participants. By creating a parallel stream of development for this group, focusing exclusively on their coaching capability, we have equipped them with the skills to motivate and support their coachees learning. Our online tracker system supports this process and enables them to measure the effectiveness of the coaching. Programme participants have benefited greatly from this exceptional support and the client has received a significant return on its investment.

TEAM

1st 360

INDIVIDUALS

2nd 360

4 MODULES

TEAM

1st 360

INDIVIDUALS

Project Ideas

ORGANISATION

2nd 360

RESULTS

Our one-to-one coaching is often integrated with our leadership development programmes to build on and embed key learning points in a sustainable way. Coaching can really help individuals to create their own toolkit of styles, approaches and reactions to fit different situations and challenges. IDG regularly undertakes coaching interventions with executives, leaders and managers in large and medium sized organisations in both the private and public sectors. At senior executive level, we offer facilitation and coaching as an integral part of our work with senior intact teams responsible for leading major business units or an entire enterprise. Our coaches are experienced, credible and well-qualified in a range of coaching methods and approaches, as well as psychometric testing. Our team has worked in a variety of substantial businesses prior to specialising in coaching and therefore come with a high degree of commercial rigour and personal credibility.

We know that integrating coaching with our global management development programme ensures we embed and sustain real improvements in our business and people management capabilities. The quality of IDG design and delivery, supported by excellent project management and technology capability has contributed immensely to this success. Fiona McGrory HTS Global Banking and Markets, HSBC

5 MODULES

TEAM

1st 360

INDIVIDUALS

PreWork

BUSINESS

Project Ideas

ORGANISATION

2nd 360

RESULTS

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WHAT DOES THE ORGANISATION NEED TO ACHIEVE?

WHAT IS ITS CURRENT CONDITION?

IF THERE IS PAIN, WHY? WHAT IS HAPPENING?

HOW DOES IT NEED TO CHANGE? DOES IT HAVE THE CAPABILITY TO DO SO?

INSPIRATIONAL CONSULTING
2011 has seen the launch of Inspirational Consulting (IC), an organisational consulting practice designed to build upon IDGs current focus on leadership development. This takes the groups operating footprint into an adjacent space where we support our client organisations in understanding and recognising the capability that already exists but may not be fully optimised.

Inspirational Consulting is comprised of experienced consultants, all of whom have previously held senior positions in business, who work with clients to create focus and clarity around the challenges and potential initiatives facing their organisations.
Our work does not pre-determine solutions or outcomes but ensures that whatever is reached is real, measurable and worthwhile. Our advice will deliver a positive impact on the organisations performance and collective confidence. In doing this, we aim to:

approach best suited to working collaboratively and leading effectively in ambiguous and complex situations. As experienced executive coaches, we support leaders to make this transition in a way that is meaningful and purposeful for both them and their organisation. Whatever challenge or objective you or your organisation might face there is no single answer that will really make a difference. There is no one neat package that can be received and unwrapped, revealing the ready-made solution. Such things may appear to exist, but are never more than a quick-fix. These tools and techniques operate only at the surface level and so cannot and do not create the self-sustaining capability and capacity that is needed for long term progress. We believe our difference lies in the principles that underpin our work. Through working both bottom-up and top-down, its about creating long-term change and an enhanced capability that is placed deep in the organisational DNA. It is not about replacing your workforce or creating dependency. Vital for your success is the retention and development of human capital at all levels, combined with a comprehensive understanding of and commitment to your organisations ethos and identity. Without this, even the best efforts are at constant risk of compromise. Whether we are working on smaller-scale, local matters, or supporting and guiding you through major transformation, our approach ensures that these principles remain at the heart of everything we do.

the cOnSulting prOceSS

(INCLUDING RESEARCH & DIAGNOSTICS)

END-CUSTOMER RELATIONSHIPS

PROGRAMME MANAGEMENT

LEADERSHIP DEVELOPMENT

COMPETENCY MODELLING

Surface your deeply-held understanding of what needs to change Provide robust and appropriate challenge to long-held beliefs Ensure the important issues are not avoided. We commit to designing and developing the appropriate solutions with you, not for you, thereby enabling you to determine the level and type of support that is needed to move ahead. The value that comes from bringing in an external perspective is created through facilitating dialogue between senior stakeholders with the aim of reaching a consistent and shared view of what needs to be achieved. This in turn enables you to prioritise activities in a way that is coherent, connected and manageable, allowing the collective aspiration to be met and vision and strategy delivered. For many businesses, one of the biggest challenges lies in aligning the capacity, ambition and motivations of the senior leaders who individually and collectively play such a significant part in taking the organisation forward. We therefore invest heavily at this level, both individually and in the team dynamic. We support executives in their efforts to develop confidence and identify the

ORGANISATION DESIGN

VISION & STRATEGY

PEOPLE PROCESSES

SERVICE DELIVERY

PERFORMANCE MANAGEMENT COMMUNICATIONS & ENGAGEMENT (HOW TO) COMPENSATION & BENEFITS TALENT MANAGEMENT RESOURCING

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1-2-1 COACHING

TEAM DYNAMICS

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INSPIRATIONAL TEAMS
The High Performing Teams workshop based at the Royal Military Academy Sandhurst is a great example of the unique appeal of IDG.
The aim of the programme is to enhance a teams leadership, management, and communication abilities; team members develop the key behaviours necessary for achieving their mission and objectives. Participants gain enhanced leadership, followership and partnership capabilities, enabling them to look, act and feel like a high performing team. Participants learn how to: Develop self-awareness Manage their impact and influence on key stakeholders Understand the teams purpose and objectives Commit to supporting these with appropriate values and behaviours Inspire, influence and motivate others Encourage effective followership Develop a sense of balance in their decision making process, for example, between long and short term aims and internal and external focus. The workshop combines indoor and outdoor experiential learning, facilitated business discussions and interactive theory sessions, comprising presentations, diagnostics and feedback. The High Performing Teams workshop benefits from a wide variety of approaches; lessons from the Military, Sporting and Business Worlds are combined in an inspiring environment infused with the highest standards of leadership development.

TEAM 360 TOOL

Our experience of high performing teams has allowed us to develop a powerful tool to measure the effectiveness of a critical team. Our Team 360 Tool allows intact executive teams or project teams to gain a genuine insight into how the organisation views them, comparing this perception against how they view themselves. Thus giving valuable internal and external feedback on their performance. This awareness enables critical teams to act on the feedback. Teams must understand what people have said about them and develop a set of rules and methodologies to address the issues. This often includes discussing the undiscussables; we can provide a safe but robust environment in which these difficult conversations can take place.

BEHAVIOURAL HEALTH AND SAFETY

IDG has delivered large scale HSE development projects in The Middle East and in 2011 we will continue to provide our downstream implementation expertise in the Gulf and Central Asia.
Excellence in Leadership, Followership and Partnership is fundamental to the success of any incident and injury free environment. Successful management for safety starts with the involvement of everyone, from very top to hourly workers, in a systematic and continual focus on hazard recognition and mitigation. Promoting safe behaviour at work is a critical part of the management of a successful incident free environment, because behaviour turns systems and procedures into reality. On their own, good systems do not ensure zero harm, as the level of success is determined by how organisations live their systems. Focusing on human behaviour to improve safety performance has been successfully implemented in many global oil and gas organisations through a variety of methods. It shifts the focus of prevention away from unsafe conditions to unsafe activities (i.e. behaviours). Research indicates that 90% of the root causes of incidents are related to work behaviour while only 10% are related to work conditions. So this behaviour-based approach focuses primarily on the 90%.

Every morning everyone from the very top to the hourly paid worker needs to wake up and ask themselves the three key questions and answer them honestly. Why would anyone want to be led by me? Why would anyone want me in their team? How well do I collaborate across the organisation and with third parties?

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INSPIRATIONAL FINANCE
All our business simulations highlight the key financial elements of any business, including: Cash flow velocity The purpose and construction of financial statements The importance of strategic planning and execution Forecasting and the requirement to manage costs. In addition to generic simulations which can be tailored to highlight key issues that particular businesses face, Inspirational Finance (IF) has developed a suite of bespoke games for use in retail, manufacturing, hotel and hospitality, construction and property development, the oil and gas sector, utilities, management consultancy and the insurance industry. Our business simulations can be delivered as a stand-alone event or as a powerful blended learning experience that provides leadership, team-working and commercial development as one. IDG works with clients in all leadership competencies from strategic planning through to developing high performing teams. IFs core commercial awareness programme is not the usual dry classroom based Finance for Non-Financial Managers. It is a learning programme with a true to life business simulation at its heart which engages delegates to run their own organisation to maximise commercial success.

Delegates are equipped with financial skills and are required to apply them in measuring the performance of their organisation and as a means of monitoring results, identifying risks and responding appropriately.

Commercial Awareness for Retail Managers and Leaders in Europe.

Retail has been a challenging sector for the past three years. To tackle this challenge, our client wanted their leadership team and retail managers to balance a full commitment to organisational values (passion for customer service, team development, innovation) with a dedication to delivering constantly improving financial returns to their shareholders. They wanted their team to understand that every decision made has a financial impact and a commercial consequence within the business. As partners in this learning programme, our client co-designed business simulations that were customised to the trading environments of each of their brands. To date, it has been rolled out across Western Europe and is delivered in four languages by the Inspirational Finance team. The measurable outcomes of this two day learning programme are improvement in: Financial management skills Commercial behaviours Negotiation, influencing and presentation skills Innovation for commercial success in our clients business.

By using a Business Simulation, delegates can actually see the immediate impact of their actions on the operations financial health. It is an excellent method to get people out of their comfort zone and to learn by acting and experiencing. It pulls far more levers than just financial acumen its about strategic planning, competitor analysis, people management, smart decision making and building a high performing team. It leaves people far more aware of the role that they play in securing long term financial stability and commercial success. Bob Pearce Group Learning and Development Director, Europe, AS Watson.

Feedback has been very positive and the programme has given delegates the confidence and resources to run their own entity.

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OVERSEAS
We have been fortunate to continue our track record of delivering programmes globally. We take pride in the fact that we have experience of helping companies and participants from many different cultures, operating in varied commercial environments.
We work hard to ensure that our programmes encourage participants to develop sustainable changes in their behaviour for the benefit of their respective organisations. Learning is two-way and continuous; as a result our consultants also develop a deeper understanding of the challenges that cultural differences bring to the workplace. India was a new challenge for 2010 - we delivered a two step leadership programme for emerging leaders in a global pharmaceutical business. We continued to work in Hong Kong and North America and are proud that, despite the current unrest, our work in the Middle East has continued to grow, particularly in The United Arab Emirates, Quatar, Jordan and Bahrain. We have built a multi-lingual team for our retail business simulation which is now delivered in French, Dutch and Spanish. We genuinely understand regional and cultural diversity as you can see from the selection of overseas assignments we undertook in 2010. In 2011 we expect to continue our development in this direction.

EUROPE
Commercial leadership programmes.
The Commercial Leadership Programme ensures that managers and leaders are equipped to make decisions that enhance the commercial performance of their entity in a measurable way. In 2010, we were asked to run these programmes in France and the Netherlands. To make them accessible to all, they were presented in English, French and Dutch using IDG consultants fluent in the local business language. The success of these programmes led to a request to deliver them in Spanish and German in 2011.

INDIA
A global pharmaceutical business engaged IDG to develop and run their Project Team Leader Training.
The UK programme was such a success that it built momentum throughout the business and demand developed internationally. In 2010, IDG ran this programme in India for the first time, at our clients HQ in Delhi. The aim of the programme was to empower and enthuse existing Project Team Leaders to deliver better quality projects faster than the competition. An additional objective was to help them make rapid and informed decisions, manage global virtual teams and influence key stakeholders when lacking direct authority. Participant feedback was overwhelmingly positive and our experience of working in India has demonstrated to us that there is a real thirst and demand for development. The high level of participant engagement created a successful development programme and a thoroughly enjoyable experience.

HONG KONG
During 2011, IDG is delivering the award winning FUSION.
This five module leadership programme is highly pragmatic and business relevant. It immerses participants in an intensive development experience which constantly challenges them to raise the performance bar, both as individuals and within action learning teams, for the benefit of the organisation. During the programme, participants undertake projects that deliver measurable return on investment for the business.

BAHRAIN
Leadership assessment and development.
We are proud of our continued association with the Court of The Crown Prince in successfully training and assessing over 1000 young Bahrainis during the past eight years. In 2010 we have: Trained young Bahraini managers to act as mentors and assessors Designed and run a comprehensive four week programme in leadership, team-working and communication for Bahrains most talented Grade 11 students Run assessment days to measure the performance of young participants and obtain objective assessment of their behaviour. The reputation of this programme has stimulated wide interest across the Kingdom in both the public and private sector in the value of tailor-made leadership and management development.

USA
During 2011, IDG continues to deliver a management development programme in New York for a global bank.
This programme capitalises on and integrates our clients culturally diverse talent. Key managers from Brazil, Mexico and the US work together over a series of modules to optimise both their individual and team performance. Delegates develop the ability to lead virtual and remote teams as well as those locally-based. The performance improvement is sustained by integrating coaching support from an internal cadre of specially trained US senior managers.

Ind AP Fu ult luc ma Eti tor po

JORDAN
During 2010, IDG worked with the King Abdullah II Fund for Development to provide a pioneering development programme for senior civil servants.
After an initial interviewing and diagnostic process, IDG designed a programme built around three core workshops two delivered in Amman and one at the Royal Military Academy Sandhurst on the themes of management, leadership and policy making. Delegates worked in teams throughout the nine month programme and were challenged to deliver a self-chosen project alongside their normal workload. These included promoting effective leadership styles in the Civil Service and embedding corporate social responsibility initiatives in the Kingdom.

QATAR
In October 2010, IDG ran a leadership programme for a group of Qatari Female Military Police Officers.
The participants were visiting the UK to focus on their VIP protocol and to use the opportunity to develop some leadership, followership and partnership skills. The participants spent a week focusing on how they could build high performance teams, develop self awareness, build confidence, and engender trust with their VIPs and put this into practice through the use of practical leadership tasks.

UAE
IDG has worked with a large property development and construction company, to design and deliver a graduate development programme and two leadership development programmes for Emiratis.
The three programmes were designed to utilise the talent and enthusiasm of new graduates and middle managers by developing leadership, followership and partnership skills, more effective team-working and improved commercial awareness.

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IDG brochure 08 success

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IF YOU CANT MEASURE IT, YOU measuring success CANT MANAGE IT.
8/5/09 12:02 Page 18

OUR SURVEY TOOLS

RETURN ON INVESTMENT
We suggest to clients that a method of achieving a tangible return on their development investment is by way of implementing quick-win payback projects. These projects focus delegates newly enhanced capabilities towards making a measurable, positive difference to the business. Participants are divided into action learning teams and tasked with designing and delivering a project capable of satisfying the following criteria: Deliver measurable, financial payback benefits to the organisation, above and beyond normal business practise Demonstrate exemplary leadership, followership and partnership behaviours Practically apply their learning Stretch the entire team to think and act more Thisstrategically, commercially, from one of ourcollaboratively. diagram shows actual results creatively and ongoing development
programmes with a major client.

ccess

We have developed our own survey platform and can deliver individual and team 360, 225 and tailored surveys. We have a wide range of survey frameworks, which allows capabilities to be measured before and after development interventions. These frameworks map behavioural change and record the use of new skills. The At IDG, we are committed to evidencing the behavioural, organisational and financial return brochuresurveys are created after detailed consultation with clients IDG 08 success 8/5/09 12:02 Page 19 to ensure a tailored outcome, suited to their needs.

IDG: measuring success

PROGRAMME ASSESSMENT
As discussed, we use a variety of online surveys to support our programmes. In particular we use Kirkpatrick evaluation after each step of the multi modular approach. We collect participant feedback after every workshop If you cant measure it, you cant manage it using an online evaluation questionnaire. Below is an aggregated report showing a summary of average At IDG we are passionate about collecting evidence of scores taken from 3581 participants,investmenttofrom our relating over improvement, payback and return on 250 modules. Statements are rated using a 1-5 scale. programmes from a behavioural, organisational and financial Together with our clients, we distil the key messages perspective. from the feedback reports and amend the content We collect participant feedback after every workshop using an online evaluation of the programme as necessary, to meet changing questionnaire. Below is a real aggregated report showing high organisational and business requirementsa andlevel summary to of average scores (out of a possible five) from our programmes based on more ensure continuousand 4500 responses spanning over some years. improvement. than 250 workshops
Your reaction to the training Your learning environment at work Measuring the impact of your training at work 4.29 4.25 4.03 3.92 4.24 3.98 4.54 4.28

FU mo to rel co
360 feedback We have our own leadership, followership and partnership 360 feedback surveys which measure capabilities in 15 different areas on a before-and-after basis, to provide measurable evidence of new skills in action and behavioural change. We also work with our clients to tailor pre-and post-programme 360 feedback to bring their own internal competency frameworks alive, thus ensuring that development and its measurement is joined up with internal performance management and talent development processes. The diagram below is an example of an aggregated pre-and post-programme 360 feedback survey report which we developed for evaluating a programme for 500 managers from a commercial banking environment. It summarises improvements in every single one of the 55 questionnaire items.

on investment generated by our programmes.

If you cant measure it, you cant manage it

clients allows us to tailor pre and post programme 360 leadership, to better emphasise their feedback followership and partnership At IDG we are passionate about collecting evidence of We have our own IDG: measuring measure capabilities ensures ownfeedback surveys which successthis in 15 different internal competency frameworks; improvement, payback and return on investment from our 360 that on a before-and-after its measurement aligns evidence of programmes from a behavioural, organisational and financial areas development and basis, to provide measurablewith perspective. new skills performance management and talent internal in action and behavioural change. development processes.
We collect participant feedback after every workshop using an online evaluation We also work with our clients to tailor pre-and post-programme 360 feedback The diagram internal is an example of alive, thus ensuring questionnaire. Below is a real aggregated report showing a high level summary to bring their own below competency frameworks an aggregatedthat of average scores (out of a possible five) from our programmes based on more developmentpost-programme investment with internal performance pre-and and measurement is joined up Quick-win projects its return on 360 feedback survey report. than 250 workshops and 4500 responses spanning over some years. management and talentthis particular survey to evaluate the We developed development processes.
Your reaction to the training Your learning environment at work Measuring the impact of your training at work Trainer e ectiveness 4.29 4.03 4.24 4.54

360 feedback with Consulting

behavioural change for five hundred managers from We offer our clients programme participants the opportunity to The diagram below is an example of an aggregated pre-and post-programme commercial banking skills and behaviours onprogramme a It evaluating a making focusatheir newly enhanced environment. for summarises 360 feedback survey report which we developed measurable, positive every single banking environment. It summarises improvements fromdifference to the business, through the in a commercial one of the 55 for 500 managers application of a in every single quick-win action learning team payback questionnaire items. improvements six month one of the 55 questionnaire items. project which they select and scope using the following criteria:
Will your project:

Return on Investment
10 9 8 7
millions

Trainer e ectiveness

Together with our client, we distil out the key messages from the feedback reports and amend the content of the programme as necessary, to meet changing organisational and business requirements.
cost bene t

Before

16%

67%

17%

6 5 4 3 2 1 0 2005 2006 2007 2008 2009 2010

Together with our client, we distil out the key messages from the feedback deliver measurable, financial payback benefits to the organisation above and Before 67% 16% 17% reports and amend the content of the programme as necessary, to meet beyond normal business as usual activities? changing organisational and business requirements.

After

22%

68%

10%

enable you to role-model exemplary leadership, followership and partnership behaviours and to practically apply your learning? After 68% 10% 22% stretch ALL of you to think and act more strategically, commercially, creatively and collaboratively?
Strength Adequacy Development Need

Strength

Adequacy

Development Need

This graph shows an improvement of participants strengths by 37.5% and a reduction in their development needs by 41.1%.
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This graph shows improvement of participants strengths by 37.5% and This graph shows an an improvement of participants strengths by a 37.5% in their development needs by 41.1%. reductionand a reduction in their development needs by 41.1%.

This graph shows actual results from one of our ongoing development programmes with a major client.

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SANDHURST BUSINESS CHALLENGE

In August 2010, IDG launched the Sandhurst Business Challenge. The challenge saw 12 teams of talented managers from oganisations such as RBS, Aon, Lloyds Banking Group, Sodexo and Thames Valley Police compete in a two day business challenge at the Royal Military Academy Sandhurst.

SANDHURST BUSINESS CHALLENGE

The main aim of the event was to raise money for the Help for Heroes Charity each team raised at least 2,500 for this deserving cause. IDGs partnership with the Royal Military Academy Sandhurst, and the presence of ex-Military Officers in our consultant team, gives us a strong affiliation with Help for Heroes, which supports our soldiers and officers after they have been wounded on operations.
The event was the first of its kind held at the Academy and saw the teams take part in both mental and physical challenges. This culminated in a race to save their Hero by navigating Sandhursts famous assault course, rafting across the lake and finishing the exhilirating two-day challenge by crossing the finish line in front of Old College. This is what some of our participants thought:

In addition to raising much needed funds, the participants took away thought-provoking lessons on leadership, followership and partnership. In December, the Chief of Staff, Royal Military Academy Sandhurst, Colonel Tim Checketts presented Mark Elliot, Help for Heroes Head of External Operations with a cheque for over 30,000 on behalf of the organisations who took part in the Challenge. Mark paid tribute to everyone involved by saying:

People are the most important asset at many companies and it is a challenge for every training / HR professional to find different and innovative ways to develop the talent within their leadership teams. Sodexo Motivation Solutions is no different and it was very positive to hear about the Sandhurst Business Challenge, which delivers a fresh approach away from the standard leadership/team building courses. The Sandhurst Business Challenge is ambitious and imaginative, it tests every aspect of team working. It is mentally and physically challenging for those who take part - the result an exhausted but determined team rather than a group of individuals, and a great opportunity to raise money for a worthy cause. - Fiona Shields Operations Director, Sodexo Motivation Solutions

On behalf of Help For heroes, I would like to thank everyone from the Inspirational Development Group and all of the participants who worked so very hard to run the first Sandhurst Business Challenge. To have raised such a huge sum, is something to be very proud of. Every single penny will help those men and women who have been injured in the service of our country - real heroes. Thank you so very much, you are an inspiration, keep it going.

The surroundings were inspiring, the challenge itself very well organised and overall an incredible experience I am no longer afraid to challenge decisions or make decisions that influence others and I will take these learnings with me. Overall my team and I thoroughly enjoyed the whole experience

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IN

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LEADERSHIP FOLLOWERSHIP PARTNERSHIP

www.inspirationaldevelopment.com www.inspirationalconsulting.com www.inspirationalfinance.co.uk IDG London 57a Catherine Place London SW1E 6DY T: +44 (0) 20 7798 2848 F: +44 (0) 20 7798 2838 E: info@inspirationaldg.com IDG Sandhurst Old College The Royal Military Academy Sandhurst (RMAS) Camberley, Surrey GU15 4PQ T: +44 (0) 12 7668 6644 F: +44 (0) 12 7641 2240 Inspirational Finance Ltd 57a Catherine Place London SW1E 6DY T: +44 (0) 20 7798 2848 F: +44 (0) 20 7798 2838 Inspirational Consulting 57a Catherine Place London SW1E 6DY T: +44 (0) 20 7798 2848 F: +44 (0) 20 7798 2838 Inspirational Development Middle East P.O. Box 44400 Abu Dhabi United Arab Emirates T: +971 (2) 677 2666 F: +971 (2) 677 9234