TLC builds confidence to improve performance in CIMA’s (Global) ‘Leadership Academy’

The Chartered Institute of Management Accountants (CIMA) is the world’s largest global professional body of management accountants, offering financial training and qualifications.

The Challenge

Raise the leadership capability to develop culture and deliver strategy

CIMA identified a need to raise the capability of 90 managers and 13 overseas directors in order to develop the CIMA culture and deliver its strategy. Many of those identified had not received any formal leadership or management training before.

Angela Nolan, Head of HR explains why we were chosen to help with their challenge. ‘TLC’s mix of organisational development expertise and psychology training was important to us; we felt they could offer us something bespoke and practical which focused on developing individuals’ emotional intelligence.’

The Approach

The global Leadership Development Programme consisted of 360° feedback, a range of workshops and telephone coaching

We developed a bespoke programme around the core themes of having Powerful Leadership Conversations, Developing Emotional Intelligence, Leader as Coach and Navigating and Leading Change. The programme comprised 360 feedback, four workshops and four one-to-one telephone coaching sessions. The content centred around CIMA’s four main competency areas.


Increased efficiency and morale, improvements in underperforming teams and individuals, better working collaborative relationships, problem solving and reduced absences.

The programme has been very successful, most significantly, it has equipped its global managers with the skills and tools to have constructive conversations, in an adult way, and to be able to resolve issues in a timely and proactive manner.

Angela explains, ‘Like most organisations, there were pockets of performance and attendance issues, but it wasn’t long before we noticed changes in behaviour, in particular an increased level of collaboration, and a greater confidence and willingness to resolve differences of opinion using the positive behaviours of Transactional Analysis. This has certainly had an impact on organisational performance” says Angela. As a result, everyone is working more efficiently, absences are down, the underperformance issues have been managed professionally and CIMA has increased its student and member targets’.

The feedback from overseas directors and managers has been very positive.

‘Morale has definitely increased. They felt they’d been selected for something special and they recognise it has made a difference in the way they work and engage with colleagues. Even I thought, wow, we’re getting such great feedback from our leaders!’

Informal, supportive relationships have been formed, helping communication and facilitating a better understanding of each other. There is an increased willingness to take risks and try out new ways of working and people are more responsive to challenge and feedback. Many managers have also used the coaching model successfully in their own teams.

CIMA place great value on the relationship that developed with us. Angela commented, ‘We felt we were really working with them,’ They listened to our issues and offered workable solutions. The small details, such as asking the CEO to launch the global programme, had a really positive impact, and resulted in the objectives not only being achieved, but embedded and sustained beyond its year-long roll out.’

The Impact

  • Increased morale
  • Improvements of underperforming teams
  • Under performance managed
  • Reduced absences
  • Increased efficiency
  • Better collaborative working relationships
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