Exciting and inspiring management on the new leadership capabilities

One of the Largest Financial Institutions in the Region

We designed a customized, inspirational, and engaging program for the target audience to live the values and adopt the Leadership Capabilities. The experience was fully activity-based allowing the participants to explore and understand the 5 values (in year one) and the 5 Leadership Capabilities, also called the 5 A’s (in year two). Other activities were specific Townhall interventions for groups of 150 participants to live the 5 A’s.

Geographical Coverage
Geographical
Coverage

Across the UAE

Employees Impacted
Employees
Impacted

400 UAE Nationals

Situation
Situation
  • The institution released some new values and related to them a set of leadership capabilities.
  • The aim was to get the target audience to understand them and to live them in their everyday dealings.
  • The Bank was also looking at impactful ways to communicate the new developed Values and Leadership Capabilities to its UAE nationals through the Inspiring Emiratis workshop.
Key Touch Points
Key
Touch Points
Talent Pool Involved
Talent Pool
Involved

This initiative was led by the Emiratization and Talent Management departments of the Bank

Project Scope
Project
Scope
Impact
Impact

Positive NPS with 72% of the audience confirming that they would recommend ABAMI

Behavioral competency development

Behavioral competency development

Merging two cultures, developing new values, and embedding them into the DNA

Merging two cultures, developing new values, and embedding them into the DNA

A journey to develop the future leaders of a bank

A journey to develop the future leaders of a bank

Developing the RMs and Private Bankers on service excellence

Developing the RMs and Private Bankers on service excellence

Building a unique client experience by building a caring culture

Building a unique client experience by building a caring culture

Building a culture of conversations in between hierarchy and peer-to-peer

Building a culture of conversations in between hierarchy and peer-to-peer

A culture of service excellence in the retail banking group

A culture of service excellence in the retail banking group

A culture transformation to vitalize an aggressive strategy

A culture transformation to vitalize an aggressive strategy

Building leadership cohesion and alignment and a common clarity

Building leadership cohesion and alignment and a common clarity

Aligning management to the leadership clarity to build cohesion

Aligning management to the leadership clarity to build cohesion

Developing a service excellence mindset as a competitive advantage

Developing a service excellence mindset as a competitive advantage

Aligning a community on a common charter – cohesion through clarity

Aligning a community on a common charter – cohesion through clarity