Client: Managing Director of Line of Business
Industry: Financial Services
Core challenge: Lack of strategic direction and ‘underperforming’ leadership team
Chief of staff services required:
What were the pain points that led you to seek external support?
...I was looking for someone who could work with us to build the best customised solutions based on our specific needs...
Our line-of-business had been growing rapidly for several years, however our growth strategy was reactive, led by opportunity rather than being guided by our own strategic plan. The rate of growth began to slow as we undertook a significant strategic initiative that deviated from our core service and quickly became a strategic roadblock, causing our once strong foundations to weaken significantly. Our leadership team that had worked together for over 20 years was becoming increasingly fragmented as new members were introduced and we navigated the conflicting priorities and constant fires that this strategic initiative presented.
Whilst I had a new and talented Chief-of-Staff, her workload was tremendous. She was supporting me in ‘removing/managing’ the roadblock, developing our new business strategy, managing the top team, developing new governance process whilst developing a much-needed HR infrastructure and initiatives.
What led you to take on The Bibi Partnership?
I knew we needed an extra pair of hands, someone experienced in leadership development, with seniority and flexibility. I did not want to bring in consultants who would deliver solutions based on pre-designed frameworks. I was looking for someone who could work with us as part of the team and build the best customised solutions based on our specific needs.
The Bibi Partnership brought a breadth and depth of experience, expertise in organisational change and executive development plus the personal skills required to meet our team where we were and help us move to where we needed to go. They created a different dynamic for our leadership team, working seamlessly with each diverse character in our group and helping us build a strong supportive team.
Myself and my Chief-of-Staff, initially met with The Bibi Partnership to discuss how we could develop stronger teamwork and behaviours within our top team. We quickly realised the three of us made a great team and from this point things moved incredible fast. Within 3 months we had a clear 3-year business strategy with aligned strategic objectives. The leadership team had not only taken part in several strategy workshops, but also worked together to create new governance across the business. The new governance framework began to get decision-making and delegated authorities working correctly, freeing up a previously top-heavy system. It also allowed the leadership team to work ‘across silos’ and focus ‘outwards’, rather than operate only within their own areas of remit.