Leadenhall Consulting was founded in the City of London with a view to providing service to the asset management, insurance and banking sectors. Many of our team have worked in these sectors and it was natural to work with clients in sectors in which we have built our career experience. It is worth noting that our team have worked at some of the leading names in financial services including JP Morgan, Fidelity Investments, Barclays Capital, Lloyds Bank, Nomura, Deutche Bank and NM Schroder.
Over recent years we have worked with fund managers, underwriters, brokers, private equity/debt, banks, sovereign wealth funds, pension funds, independent equity research firms and market regulators. Our work has involved working with firms based in the UK, Europe, US, Middle East and Asia. We are as comfortable working with front office investment professionals, governance and compliance, sales and marketing (institutional, wholesale and retail), operations and human resources.
Our work has involved coaching, team coaching, talent assessment and development and a range of consulting projects including staff engagement surveys, outsourcing of HR services and compensation related assignments.
A leading asset management company with offices in 25 countries was looking for a way to effectively develop mid- and senior-level leaders without creating an expensive, formal or highly engineered programme. The organization needed a plentiful supply of leaders, aspiring to promote from within into 70% of vacant leadership positions. The solution was a comprehensive and efficient leadership development process focusing on one leader at a time that required minimal infrastructure and administration.
The development process could be scaled up or down according to need and affordability, and it was easily customised to the specific development needs of each individual leader. A powerful set of feedback tools was brought together, reinforced by a summary feedback report and a half-day coaching session. The process was designed to build self-awareness, identify strengths, weaknesses and potential career derailers and resulted in a robust development action plan. Involvement of the leader’s manager and HR business partner was integral as key stakeholders in the development of the leader.