inspirational development group · award winning 5-6 programmes inspiring 7-8 leadership...
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www.inspirationaldevelopment.com
Inspirational Development Group
Helping you to see things differently
Introduction 1-2
IDG and Sandhurst 3-4
Award Winning 5-6 Programmes
Inspiring 7-8 Leadership
Inspirational Teams 9-10
Data, Analysis 11-12 and Insight
Commercial Excellence 13-14
Partnerships 15-16 and Accreditations
Blended Learning 17 and Coaching
Project Me 18 and Bite-Sized Learning
Working with Graduates, 19-20 Apprentices and Interns
Behavioural Health 21-22 and Safety
Overseas 23-26
Contacts 28
Co
nte
nts
So much has changed in
organisational terms since we
started, but there are four ‘game-
changers’ that I would identify as
having had a profound impact on
everyone involved in business.
Firstly, a truly devastating recession
coupled with the emergence of new
powerhouse economies such as India
and China shook the Western world.
It forced businesses, large and small,
to fight first to stay alive and then
Introduction
to gain competitive advantage by
working smarter and more cost-
effectively than ever before.
Secondly, the impact of regulation,
largely forced on business because
of so many well-publicised lapses
in integrity and governance,
has taken on a life of its own.
Whilst watchful, it is in danger of
severely restricting the creativity
needed for business success.
Thirdly, the impact of technology
has changed, beyond recognition,
the way we do business,
from within the organisation
and in our interface with
customers and clients.
And lastly, partly as a result of
these three mega-drivers, is the
desire for businesses to reap the
economies of scale and the benefits
that come from developing on
a global rather than national
scale. The business world has
indeed become smaller and the
need to deal effectively with
remote teams, drawn from diverse
cultures, has presented business
with both exciting opportunities
and complex challenges.
Enlightened organisations have
resisted the temptation to assume
that changes in process alone will
accommodate these organisational
drivers. People remain at the
heart of creating long-lasting
change and improvements in
corporate performance. It is to this
objective that IDG is dedicated.
Our mission, explicit when we
started and unchanged now,
is to create measurable and
sustainable change in individual
and organisational behaviour.
Our work centres on the need
to develop effective leaders
and followers, who will build
winning cultures that give our
clients competitive advantage.
The IDG team understands the
need to demonstrate what our
clients deliver every day – obvious
performance improvement against
clear strategic objectives. Of course,
just like our clients, over the years
we have been required to adopt
different strategies that will sustain
our brand and enable us to live
up to our name and reputation.
In the following pages you will
get a flavour of IDG and what
we believe makes us different. If
you would like to discuss people
development in your organisation,
or simply chat through some
of the points raised in this
introduction, please contact me
or any of my colleagues, who
will be delighted to help.
Leadership is a privilege not a right
21
Stephen BennettFounder and Chairman
Founded in 2000, IDG’s ambition was, and still is, to harness the valuable collective experience and talent of groups of committed managers and, through enhanced leadership, followership and partnership skills, focus it on raising the performance bar of the organisations and customers they work for.
IDG and SandhurstWe continue to enjoy our privileged and unique 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 effect back in 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 this
world-renowned venue. No
leadership model, experiential
leadership activity or text book,
can capture the atmosphere
created here. A place where
authentic leadership values count
above all else, this iconic military
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landmark is 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
military 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 their actions are
consistent with objectives set
higher in the chain of command.
At IDG, we explore in detail
the concept of ‘Mission
Command’ and how it translates
in the commercial world.
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A world-class centreof leadership excellence
Award Winning ProgrammesWhy do our leadership programmes win awards? The innovative and tailored design of our programmes ensures successful and measurable outcomes for our clients. The duration of our residential programmes, coupled with our multi-modular framework, provides a crucial foundation.
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Participants engage with each other
and, by adopting our philosophy
of leadership, followership
and partnership, make a real
difference back in the workplace.
Our programmes are experiential
and crafted to provide a unique
learning environment, with proven
results measured using our digital
survey platform. Our industry-
recognised achievements include:
HSBC’s FUSION programme ‘Most Effective Cultural
Transformation Initiative’
Financial World Innovation
Awards 2013.
‘Staff Development
Programme of the Year’
The Institute of IT Training
Awards 2009.
‘Best Contribution in
Financial IT to Reducing
the Carbon Footprint’
Banking Technology Awards 2008.
FUSION is a year-long highly
intensive business improvement
programme. Cross-functional,
cross-hierarchical global managers
take part in five intensive 3-day
residential workshops, culminating
in the delivery of quick-win payback
projects that have achieved an
impressive £35 million ROI to date.
British Sugar Management Fundamentals Programme
‘Judges’ Star Performer’
Food Manufacturing Excellence
Awards 2013.
This programme is underpinned
by British Sugar’s leadership
competencies and values, and
focuses on managing self with
impact; managing people to
achieve results; and managing the
future.
Kier Leadership Charter Programme
‘Training Initiative of the Year’
Construction News Awards 2013.
Kier Group faced the challenge
of turning a strategic vision
into a reality. With more than
16,000 employees worldwide,
in a range of construction and
integrated services, the task
ahead was considerable. Success
lay in a workforce that was up-
skilled, refocused and well led.
Joining forces with IDG, Kier
developed the Leadership Charter.
This training and development
programme is rooted in
Sandhurst’s ‘servant leadership’
approach which emphasises the
role of the leader in supporting,
enabling and, most importantly,
putting others first.
Lloyds Experienced Managers’ Programme ‘Innovation in Staff Development Award’
Financial World Innovation Awards
2010.
Following its launch in 2003, the
initial success of the Experienced
Managers’ Programme, within
Lloyds Banking Group, led to the
widening of its footprint across the
organisation, to the extension of its
delivery for a further seven years and
a significant return on investment.
The programme was 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 was run at the Royal Military
Academy Sandhurst with the aim of
building trust and inclusion fast.
’Most Innovative Training Programme’
The Hallmark of Innovation Awards
2005, recognised 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.
Menzies Manager Development Programme
‘Best Leadership Development’
MPF European Leadership Awards
2012.
Rewarding leadership and
management effectiveness in major
professional firms, the MPF Awards
recognised Menzies Chartered
Accountants for the way it develops
management talent.
Sandhurst Business Challenge Help For Heroes‘ Hero Award’ 2014
This award for Outstanding
Contribution to the charity during
2014 recognised the contribution
IDG has made. This contribution was
largely due to the annual Sandhurst
Business Challenge, whose participants
have, since 2010, helped to raise
over £90,000 for Help for Heroes.
2017
Inspiring Leadership
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Wh
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nt
to f
oll
ow
yo
u?
Jake Meyer, IDG Consultant
climbing La Bij, Aosta, Italy.
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
the construction, communications,
pharmaceutical, professional
services, technology and financial
services sectors.
Our approach 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 learn to
understand, value and utilise their
talents and hard-won experience.
We can help people develop their
key skills and 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 programme elements include:
Effective Followership
IDG is in the vanguard of the
management development sector’s
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; trustworthy, reliable
and deliver on promises.
Most importantly, successful leaders
are committed to something outside
themselves, for example, delivering
excellence or making a difference.
They tell leaders what they need to
know – not what they want to hear
- and, they should always ask the
question, “why would anyone want
me in their team?”
Partnership and Collaboration
There is constant pressure to do
everything quicker, cheaper and
better. So, how can we raise the
performance bar, both for our teams
and the entire organisation?
Once again the question should be
asked, “how well do I collaborate
across the organisation?”
Measurable Outputs
Our development programmes are
designed to unleash the leadership
and followership potential that
is too often buried and wasted in
organisations.
We constantly measure the
effectiveness of our programmes on
both individuals and organisations.
Key measurables include:
• Individual behavioural change
using 360° feedback reports
• Workshop effectiveness through
Kirkpatrick evaluation data
• Programme ROI on specific
payback projects.
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?”
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 facilitator’s
approach allows the participants
time for reflection, workplace
application and feedback.
“FUSION is a ‘change the bank’ programme. It saved more money than it cost to run by a factor of 5, and has also changed the culture of the Bank. After I finished FUSION I remember saying that I’d had a life changing experience. That was 8 years ago and I am still applying the learning every day. The value of FUSION just grows and grows.”
- Global Head at a leading international bank.
3MODULES
4MODULES
5MODULES
Results
RESULTS
Individuals
Teams Teams Teams
IndividualsIndividuals
Business
ORGANISATION
ORGANISATION
RESULTS
PROJECT IDEAS
PROJECT IDEAS
1ST 360
2ND 360
2ND 360
1ST 360 1ST 360
PRE WORK
2ND 360
Inspirational Teams
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“The programme creates a collaborative but challenging environment for our people to enhance and develop their leadership, followership and partnership skills. There is a clear and demonstrable behavioural return on investment from the programme.” - Client feedback from a leading European utilities company.
Ra
isin
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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 workshop is to
enhance a team’s 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 team’s purpose
and objectives
• Commit to supporting objectives
with appropriate values and
behaviours
• Develop a sense of balance in
their decision making process,
for example, between long and
short term aims, and internal and
external focus.
• Encourage effective followership
• Inspire, influence and
motivate others
The workshop combines indoor and
outdoor activities, facilitated business
discussions and interactive theory
sessions comprising presentations,
diagnostics and feedback.
Over two days this workshop delivers
benefits from a wide variety of
approaches. Lessons from the military,
sporting and business worlds are
brought together in an inspiring
environment and infused with the
highest standards of leadership
development.
Ground rules & goal
Information & ideas
Selection
Action
Review
Data, Analysis and InsightIDG employs specialists and technologies that provide Cultural and Capability Assessments, People Strategy Audits and Organisational Design and Development Reviews. We also work with clients to create competency frameworks that provide a rich picture of a business’s ‘current state’.
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esu
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pro
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insi
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tsConsultancy
Leveraging our knowledge, we help
clients create surveys that produce
the most insightful and relevant data.
We advise on internal communication
strategy and provide a comprehensive
project management service to ensure
the successful delivery of global
projects.
Measurement
Our proprietary survey platform
enables us to administer 90º, 180º,
225º or 360º surveys and supply
output data in various ways, including
‘raw’ format for mining by client
teams.
Our survey platform is highly flexible
and adaptable to any local context
where policy and governance may
require specific privacy settings.
Data can be stored if requested, and
compared to data extracted from
future surveys to provide ‘trends’.
Presentation
IDG provides data analysis by slicing
the data as requested by the client.
Data can be illustrated in various
graphical ways and presentations
created that turn data into
manageable insights.
Analysis
Our experienced consultants
extract meaningful insights from
data - from benchmarking across
functions, departments or territories
to analysing cultural behaviours,
statistical variances or best practices.
In addition, we can advise on how
best to interpret and apply data
insights within the organisation.
Solutions
With established credentials as
consultants in leadership and
sustainable behavioural change, we
are highly experienced in providing
solutions for ‘development needs’ at
every level within an organisation.
This includes award-winning
leadership programmes, business
simulations and team workshops.
0 f o u r d e l e g at e s b e l i e v e t h at
o u r d e v e l o p m e n t i s h e l p i n g
t h e m i n t h e i r C a r e e r s .
M O R E T H A N 9 0 %
Commercial Excellence“There is no doubt that the IDG Business Simulation, designed specifically for our business, delivers an exceptional delegate experience. We continue to receive excellent feedback from attendees from all levels of experience in our organisation, who find the sessions highly engaging, very relevant and expertly delivered. As well as the obvious commercial mind-set that the programme engenders, we have found that the networking and team building opportunities provided by the simulation have also proved invaluable to the organisation. We are looking forward to working with IDG again this year!”
- Director HR of a leading multinational oil and gas company
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In addition to generic simulations,
which can be tailored to highlight
the key issues a particular business
may face, we have developed a suite
of bespoke games. These games
are for use in retail, manufacturing,
hotel and hospitality, construction
and property development,
the oil and gas sector, utilities,
management consultancies
and the insurance industry.
Our business simulations can be
delivered as stand-alone events
or as powerful blended learning
experiences that incorporate
leadership, team-working and
commercial development.
IDG works with clients in all
leadership competencies; from
strategic planning to developing
high performing teams.
Delegates are equipped with
financial skills, they are then required
to apply them in measuring the
performance of their organisation
and as a means of monitoring
results, identifying risks and
responding appropriately.
Case Study
Project Brief
Our Client wanted their senior
engineers and project managers
to start thinking holistically about
the business rather than focusing
entirely on the specific project
on which they were working.
They also wanted them to start
thinking more commercially and
be aware of the impact their
operational decisions have on the
profitability of both the project
and the wider business. In addition,
they sought to build effective
multi-disciplinary teams, ready to
work together on live projects.
Solution & Delivery
We worked in collaboration with
our Client to develop a bespoke
business simulation that modelled
the operation of projects within
the business. Teams of participants
were required to run project-based
businesses where they had to: bid
for projects; service those projects
profitably; grow their businesses; and
present their results to a ‘Dragons’
Den’ panel of investors with a view
to obtaining additional funding.
Results & Impact
Initially delivered within the UK
business, the simulation has since
been successfully rolled out across
Europe and Singapore with very
positive effects. So far over 250 senior
managers and project managers have
been through the programme, which
has created a critical mass of more
commercially minded employees and
helped develop a sense of teamwork.
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“The opportunity for students to put theory into practice, experiment with different leadership behaviours and receive feedback from the highly experienced coaches and professional development experts from IDG will prove to be invaluable. The programme supports our employability skills agenda and ensures that Cass will continue to produce highly effective business leaders.”
- Head of Professional Development at Cass Business School.
Partnerships and Accreditations
At IDG we focus on providing
bespoke solutions for clients in order
to address their specific performance
needs. When appropriate, our
services are enhanced still further
by collaborating with organisations
with whom we can create a unique
synergy, where the whole is worth
more than the sum of the parts.
IDG is privileged, not only to
have a partnering agreement
with the Royal Military Academy
Sandhurst but also to work with
other renowned institutions
such as Cass Business School.
Together, Cass and IDG have
developed an MSc in Leadership,
and a Senior Leadership in
Action programme. IDG also
delivers a unique and exclusive
leadership module ‘Achieving your
Potential’ as part of the Cass MBA
programme, run at Sandhurst.
In addition, and where appropriate,
our programmes are accredited by
organisations such as the Institute
of Leadership and Management
(ILM). For example, our coaching
development programme delivered
in the Middle East and our ILM
Level 3 Certificate in Coaching.
Our Senior Leadership Programmes
that meet the learning outcomes
for the ILM level 7 Award or
the Certificate in Strategic
Management and Leadership,
have also been accredited by
The Chartered Management
Institute (CMI), the only chartered
body in the UK dedicated to
management and leadership.
Thanks to this accreditation,
delegates receive a certificate of
achievement and gain access to
the CMI’s up-to-date management
and leadership information.
Leadership unlocks people’s potential to perform better
Blended LearningBlended learning is about creating a framework for organisations that allows the employee to be in control of their own learning experiences; for example, the timing, place, method and pace. Crucially it is about the content, lines of enquiry, emphasis and increased ability to apply and integrate learning within their working practice, such as stretch projects or defined business challenges.
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Bite-Sized LearningIn a business environment where demands to be flexible and agile are ever increasing some development solutions need to be menu based and bite-sized.
Project MeOne of the key challenges for organisations in the next ten years will be to identify and develop their future leaders. Leaders who will be self-aware, agile, resilient and commercially astute. Traditionally this would have been the responsibility of the Line Manager and HR or L&D professionals aligned to the talent process.
CoachingIn a world that increasingly asks leaders to ‘do more with less’, everyone must take on more responsibility. Leaders consistently cite this as one of their biggest challenges because their teams are already fully committed and there is no more to give.
Where appropriate, we use
careful design to either combine
e-learning into our programmes or
create standalone interventions.
E-learning can be a cost effective
and time efficient solution that
enables people in different locations
and time zones, and perhaps at
varying grade levels, to access the
same development in a way that
suits their learning preferences.
E-learning reflects the growing
need for different forms of
learning, especially important
However, what if future leaders
were told that their development
was their responsibility? How much
more powerful would that be? What
if individuals were encouraged
to look at their performance
development as a project, with
milestones defined, obstacles
identified and removed, timelines
outlined and risks managed. In
other words, a ‘Project Me’.
IDG’s Project Me is a programme that
provides a series of ‘performance
opportunities’ to each participant,
While our typical design approach
focuses on residential, multi-modular
programmes, there are times
when a more immediate, in the
moment approach to behavioural
development is needed. Teams
are often dispersed in locations
around the world and we recognise
that bringing the team together
for long periods is not easy. Our
flexible, menu orientated approach,
supported by the right technology,
enables us to change behaviour in
multiple locations around the world.
Coaching accelerates self-learning
and the empowerment of teams
by stretching and developing the
coachee’s perspective. Our extensive
experience shows us that, by
adopting new ways of thinking and
behaving, individuals will adapt
their style and approach once they
understand the positive impact
such changes can have on their
effectiveness. This enables them to
be more productive and adaptable in
an ever-changing business context.
IDG offers coaching and mentoring
for executives, leaders, managers,
to the technologically savvy
generations for whom online
interactions play an important role.
IDG is aware that many
organisations, committed to the
development of their employees,
want to shape a blended learning
framework; one in which
technology and other methods of
development inform each other
to create a meaningful learning
outcome for the employee.
Effective frameworks link
employees’ learning styles and
sensory preferences to different
elements of a programme or suite
of interventions, whilst considering
the cultural and generational
demographics of the target audience.
For example, a programme for
one of our new clients, is currently
being conducted in London, Milan,
Hong Kong and Singapore.
Each session, which can last from half
a day to two days, is delivered by our
global consultant team in the language
appropriate to the location. Follow-up
development and coaching support is
then provided online in the form of a
programme hub containing materials,
articles, video clips, interviews
and a forum; all presented in an
innovative and cutting edge style.
such as on-line learning, project
work, coaching and touch points
for group development.
It also creates an internal
support group that can ensure
the implementation of new
skills, attitudes and behaviours
long after the programme has
been completed. It sets-up a
high performance environment
that is flexible, sustainable and
largely driven by the individual.
‘Project Me’ is new and different. It
requires a longer-term partnership
approach, which builds on
trust and understanding.
Innovative, measurable and
sustainable, this programme
focuses on the development of
key leadership competencies and
strategic initiatives. It allows each
participant to own their own
development and implement
measurable and sustained learning,
both group and individual,
back in the workplace.
intact teams and project groups.
We have seen excellent results
from integrating coaching with
our leadership and management
development programmes. Four
years of research has shown us that
the integration of coaching with
development produces a further
14% benefit, compared with both
elements delivered separately.
Typically, coaching services are
requested for three key reasons:
career transition (new responsibilities
or exit); to address performance or
behavioural issues; and as part of
‘good to great’ talent initiatives to
develop a high potential talent pool
for the future needs of the business.
Our coaches are experienced and
qualified in a range of approaches
and psychometric testing. Having
worked in a variety of businesses
prior to specialising in coaching,
they come with a high degree of
commercial rigour and credibility.
©
Working with Graduates, Apprentices and Interns
Feeding your talent pipeline from the bottom up is a key element of ensuring the successful organic growth of any organisation. The foundation population of today can help design the core management population of tomorrow and the senior leaders of the future.
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However, the expectations of
Generation Y (or Millennials) have
shifted from those who came before.
The financial turmoil of the past few
years (coupled with the increasing
number of those attending higher
education) has had a dramatic effect
on graduate employment, but
those successful in gaining places on
graduate programmes can quickly
forget how ‘fortunate’ they are.
It’s not that there isn’t a job for
life for the graduate, but an
organisation can’t expect a graduate
for life. Greater expectation
surrounding personal entitlement
and experience due to societal,
cultural and technological change
has led to an ever more transient
and fickle graduate population.
Take a good look at your current
intake of graduates and consider the
time and financial investment you
have made. How many of them will
still be working for you in three years
time? One in four graduates will leave
their first employer within a year.
You only get one opportunity to
make a positive impact on your
graduates. Some may spend their
entire careers with you, but the
majority will soon be working for
your competitors and may well be
your customers in the future.
What can you do to ensure that they
feel important and invested in?
Most graduates believe that their
graduate programme experience is a
clear indication of the development
culture and ongoing opportunities
available should they decide to stay.
At IDG we believe that investment
in the graduate population is key.
It is also the best time to shape
a new hire’s mindset towards
organisational behaviour. Graduates
are blank canvases on which you
can influence the masterpiece of
the future. It’s also the perfect
opportunity to set expectations
around the responsibility for
development. With ‘Project Me’,
we believe that developing a
growth mindset – supporting the
generation’s sense of individuality
– will lead to a greater sense of
personal responsibility towards skills
and behavioural development.
Remember – we tend to hire
graduates for their technical
and administrative skills, and
then fire them because of their
lack of positive leadership or
followership behaviours.
Perhaps we need to readdress the
imbalance here, either through
hiring policy, or their expectations
of required behaviour.
• Who do we want for the
organisation of tomorrow, not
who did we want yesterday?
• Development is not a ‘dirty
word’: instilling a sense
of personal responsibility
for development.
• Holding on to talent: how to stop
the 2-3 year graduate exodus.
• Setting graduates up for
success: developing personal
awareness and brand to kick
start their career in the most
positive way possible.
Before young officers go anywhere
near their soldiers the British Army
invests a minimum of 44 weeks
in their ‘graduate population’
at the Royal Military Academy
Sandhurst (RMAS). Whilst very few
organisations have the luxury of
investing this amount of time into
their graduates, an IDG graduate
module or programme can be an
immensely powerful element of
your new hires’ journey. Set in the
world-renowned and historic setting
of RMAS, a world-wide centre
of individual and organisational
development excellence, this is
the perfect location to inspire and
develop your graduate population.
Inspiring and motivating the next generation
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Behavioural Health and SafetyIDG has delivered large scale H&S development projects in the Middle East and continues to provide downstream implementation expertise in the Gulf and Central Asia.
Pro
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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 the
very top to hourly-paid workers with
a systematic and continuous focus on
hazard recognition and mitigation.
Behaviour turns systems and
procedures into reality. Therefore,
the promotion of safe behaviour
at work is a critical part of the
management of a successful incident-
free environment. On their own good
systems do not ensure zero harm, the
level of success is determined by how
organisations ‘live’ their processes.
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 emphasis 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%.
UAE
JORDAN
INDIA
LONDON
SANDHURST
OMAN
OverseasAs our track record of successfully delivering programmes globally continues, we take pride in the vast experience we have of helping companies and participants from many different cultures, operating in varied commercial environments.
23 24
Our burgeoning office in India is
doing some great work, particularly
in the financial services and IT sectors,
and we continue to work throughout
Europe, Asia Pacific, Africa and North
America. Our work in the Middle East
is growing and a permanent presence
in Oman, Dubai and Jordan see us
working extensively across the region.
We have built a multi-lingual
team to deliver our programmes
across Europe, where workshops
are delivered in French, Dutch,
Spanish and German. We genuinely
understand regional and cultural
diversity, as you can see from the
selection of overseas assignments
recently undertaken.
Overleaf are some examples of the
work we have carried out across the
globe.
Performance enhancing programmes
in 47 countries worldwide
Bespoke surveys carried out in
52 locations across the globe
South Africa
The client had identified that to
develop a true performance culture
required increased capability and
confidence to conduct not just the
formal stages of their performance
process but more importantly on-
going “great conversations”. Part
of the challenge was aligning the
solution to fit culturally across the
many different global stakeholders
and participants. Coupled with this
was the high degree of logistical
and administrative support that was
required to deliver solutions not only
across the UK but in Singapore, China,
India, Lithuania and South Africa.
25 26
Europe
Commercial Leadership
Programmes
Our Commercial Leadership
Programmes ensure that managers
and leaders are equipped to
make decisions that enhance the
commercial performance of their
entity in a measurable way.
We were asked to run these
programmes in France and the
Netherlands and to make them
accessible to all. Presentations were
therefore delivered 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.
USA
IDG delivered a management
development programme for a New
York global bank.
This programme capitalised on and
integrated our client’s culturally
diverse talent. Key managers from
Brazil, Mexico and the US worked
together over a series of modules
to optimise both their individual
and team performance. Delegates
developed the ability to lead virtual,
remote and locally based teams.
Their performance improvement was
sustained by integrating coaching
support from an internal cadre of
specially trained US senior managers.
Singapore
IDG was invited by an international
bank to help develop a learning
curriculum for their Private Banking
Executives (PBEs) throughout the UK,
Europe and AMEA.
The curriculum was designed
specifically to enhance an individual’s
commercial, behavioural and
technical skills so that they can
perform brilliantly and be the
best that they can be. This bank
recognised that PBEs are the lifeblood
of their organisation. As a result, they
are committed to investing in their
on-going development to ensure all
PBE’s have the skills and knowledge
required to succeed in their careers
and to help the Bank achieve its
overall aim.
Delivery of the curriculum combined
stand-alone face-to-face half-day
workshops with connectivity via
a remote hub. The use of video
conferencing or WebEx helped to
create a stimulating and interactive
experience for the delegates.
Jordan
Working with the King Abdullah II
Fund for Development, IDG helped
to provide a pioneering development
programme for senior civil servants.
After an initial interviewing and
diagnostic process, we 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.
Oman
IDG works with Oman’s leading
oil and gas company to deliver a
continuous work ethics development
programme.
This six-month programme focuses
on improving Omanis’ preparedness
for the workplace, in line with key
elements of the In Country Value
initiative of Oman. The bilingual
programme provides participants
with a platform to improve their
communication and language
skills, and instils the foundations of
leadership, followership and team
behaviours.
For the leadership team of the
number one utilities company in
Oman, coaching and mentoring is an
additional development programme,
assisting them on their journey to
deliver strategic business objectives.
India
IDG India began work with
an international investment
bank in 2013
We started our work with two
projects designed to ‘bring teams
together’. The overwhelmingly
positive participant feedback resulted
in us becoming the preferred
partner for their Mid-Level Manager
Programmes for new and aspiring
managers. We are also involved in
their more senior leader programmes
around stakeholder management,
matrix management and personal
resilience.
The high level of employee
engagement across the organisation
has helped to make the programme a
success for the 1000 plus participants
and has made a significant difference
to the performance of the business.
Qatar
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 develop some
leadership, followership and
partnership skills. The police
officers spent a week focusing
on building high performance
teams, developing self-awareness,
building confidence, engendering
trust with their VIPs then putting
this into practice through the use
of practical leadership tasks.
Hong Kong
IDG continues to deliver the award
winning FUSION programme
in this region. This five-module
leadership programme is highly
pragmatic and business relevant.
It immerses participants in an
intensive development experience
that 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 a measurable
return on investment for the
business.
Stephen BennettFounder and Chairman
+44 207 798 2848 (Office)
+44 783 651 9320 (Mobile)
Lance Gerrard-WrightDirector, Royal Military Academy Sandhurst
+44 127 668 6644 (Office)
+44 788 582 6815 (Mobile)
David Bowman Principal Consultant - Commercial Excellence
+44 207 798 2848 (Office)
+44 776 997 2023 (Mobile)
Bobby ChatterjeePrincipal Consultant - Global Associates, Talent and Coaching
+44 207 798 2848 (Office)
+44 791 700 3931 (Mobile)
Craig PrestonManaging Director
+44 207 798 2848 (Office)
+44 774 862 8749 (Mobile)
Heather CouchmanOperations Director
+44 207 798 2848 (Office)
+44 754 027 2258 (Mobile)
Iain RobertsonPrincipal Consultant - Products
+44 207 798 2848 (Office)
+44 785 210 6001 (Mobile)
Co
nta
cts
27 28
Inspirational Development Group
InspirationalDG
www.inspirationaldevelopment.com
IDG London
25 Southampton Buildings London WC2A 1ALUnited Kingdom +44 (0) 20 7798 2848
IDG Sandhurst
Old College Royal Military Academy Sandhurst Camberley, Surrey, GU15 4PQ +44 (0) 12 7668 6644
IDG India
301 Tower 2 Montreal Business CenterBaner Road, Pune 411045, India+91 955 271 5800
IDG South Africa
1 Bridgeway, Century City Cape Town South Africa +27 21 830 5331
IDG Oman
Maktabi 1 Building Al Khuwair, MuscatSultanate of Oman+968 (2)439 1936
IDG Middle East
Jordan +962 77750 5555United Arab Emirates+971 56896 4262
IDG-UK01V0117B