Acadal has helped us successfully retain and strengthen our leadership practices between our existing leadership training modules
At Sydbank, a nationwide Danish bank with operations in Germany, leadership training has undergone a large transformation regarding the way terms and leadership concepts are understood and the way common leadership language is created and unified across all departments. Leadership training has typically been divided into modules spanning app. 16 – 18 months. Between these modules, 5-6 months of no leadership training could easily occur, often resulting in a loss of what was learned. To avoid this from happening, Sydbank looked for ways of retaining individual leaders in their learning process between modules and found that Acadal could act as the retaining medium they needed.
How Acadal was used
Between each leadership training module, which was held on two-day seminars, the leaders used Acadal for four months until the next leadership training module kicked in. There were 11 Acadal Sprints each consisting of 1 department with 15-18 leaders. Each leader worked on 2-3 points of improvement in his or her own leadership practice. During the Sprints each leader was continuously reminded to practice these points through concrete action assignments and learning videos. Each leader was also enticed to share his or her experiences, know-how and ideas with the other leaders as the Sprints progressed.
The result achieved by Sydbank
As the participants progressed through the Sprints it became apparent (upon legitimate peripheral observation of their practice) that theories, models and terms introduced on the leadership training modules were actively being used as common leadership practice in each department. When asked, this was clearly due to the retention and focus on knowledge-sharing brought to life by Acadal, according to Sydbank Department manager, Torben N. Glud. Moreover, Sydbank sees Acadal as applicable in various other scenarios in which retention is needed between two points of reference, especially as a means of realizing leadership intentions as concrete actions that makes a lasting difference. For more details about this story see our interview with Sydbank Department manager, Torben N. Glud.
Sydbank is one of Denmark’s largest full service banks with nearly 2.280 employees across branches in Denmark and Germany. Sydbank offers classic banking products supplemented by sub-suppliers with e.g. mortgage, insurance and pension