John, 48, has been working for 2 years in the Strategic Large Accounts department of a private bank...


John, 48, has been working for 2 years in the Strategic Large Accounts department of a private bank. He held the same position for 15 years at the market-leading bank. As John did not have the prospect of a senior position in his company, he accepted this position in a less well listed bank. The challenge of being able to move to an executive position within 2 years was a strong motivation for him.

As an account manager in a private bank, John is discreet, energetic and perseverant. He does not have a team as such but works on his client accounts with 3 analysts. These people don’t report directly to him and sometimes John feels limited in his interactions with them as he is not yet their direct manager at the moment and finds it difficult to impose his views.


John has been hired to replace his CEO within 2 years. He should then become CEO of the Belgian branch of this private bank. John has two years to develop his leadership, a strategy and bring his department into the future of strategic account management.

John is a good executor who has never before been at the head of a team and has never been able to develop and decide on a strategy. He accepted this position as a senior executive because he wants to take the next step in his career. However, since he started, he has had no training and even though he is good at what he does, he does not feel comfortable with his future position. With his many years of experience, John finds it difficult to accept proposals from others. In meetings, instead of listening and participating, John is always on the phone answering his clients. He realizes that this behaviour is not inspiring to his co-workers. He is very conscious that he has a real leadership problem that he must solve if he wants to take over the leadership of the Belgian division in just a little over a year’s time.

The “Becoming Leader” Solution

With the complete “Becoming Leader” program, we support John to help him become the leader his company needs. How do we do this? By enabling him to become aware of his strengths and develop them, as well as to become aware of his shortcomings in terms of management and leadership.

As an operational expert, John needs to acquire interpersonal skills in order to become an inspiring and motivating leader for his team as well as for the other departments he works with.

  • By following our Self module, he will discover his assets and values, his supportive and limiting beliefs. He will also learn how to communicate with others more effectively and to create relationships of trust with the people he interacts with at the professional level.
  • Then with the Team module, we will help him take a step forward in managing his new team and to adapt his leadership style to find the right balance between performance management and empowerment – team autonomy for the changes to come.
  • Finally, the Organization module will help him understand how to work with all the internal and external partners who will need to support him to achieve his business objectives. He will learn how to make a good transformational diagnosis and how to help his teams make it their own. He will understand how to create ownership of his projects both within his team and in other departments. He will learn the working methods of performance management and project management to create transparency, increase the detection of problems and help solve them.
  • Between modules, we will guide John in the job and give him the support he needs to integrate his new management style and implement his projects with confidence. We will help him to think, structure and act when the impact will be most important to him and his teams and will remain available as long as necessary to help him make a difference.

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