Leadership & Culture Transformation
The senior leaders of Bank of America Merrill Lynch Asia Pacific found TakingPoint Leadership through a series of leadership articles on our Forbes column. They were so impressed with our principles on leadership and culture transformation that they invited our Founder, Brent Gleeson, to Hong Kong for a series of workshops, roundtable discussions and keynote presentations. It went so well that they invited him back the following month to run the same program in Sydney and Singapore. TakingPoint Leadership has continued to run similar programs with varying curriculum each year across the APAC region as well as the global headquarters in North Carolina.
Bank of America Merrill Lynch was facing some legacy issues and culture assimilation hurdles related to the economic downturn and their merger. Significant organizational silos were impeding productive communication. The company had deployed typical internal communication strategies using an intranet, newsletters and meetings – but change was happening too slowly and they knew it was time to think outside the box.
The senior leaders connected with our approach to 21st-century leadership and management, culture transformation and building high-performance teams. They were especially intrigued by how our Founder leveraged his experiences as a Navy SEAL to building award-winning organizations in the world of business – and how those experiences lead to the creation of our leadership development and business transformation models. So they engaged our services for a variety of events including keynote presentations, workshops and even team building experiences in the form of early morning Navy SEAL-style beach bootcamp sessions.
Working directly with the President of the APAC region and Director of Training and Development, we scheduled a series of discovery calls and preparation meetings so we could address the very specific needs of the organization. The vision was to ignite some important discussions that could drive solutions for improving culture, communication, accountability, and trust. We developed an agenda for a three-day event involving senior leaders, middle managers, and emerging leaders. The mornings began with a team-building experience – Navy SEAL-style beach bootcamp. The days were filled with presentations and workshops with various groups from across the organization. Each evening our Founder performed a keynote presentation during their formal dinner events.
The feedback from the first event in Hong Kong was so positive that they brought us back the following month to execute the same agenda and curriculum in Sydney and Singapore. We have been doing the same APAC tour each year since. The organization continues to see measurable results in leadership development and culture.
Optos is a leading medical technology company for the design, development, manufacturing and marketing of ultra-widefield retinal imaging devices. Optos initially engaged TakingPoint Leadership when they invited our Founder to be the keynote speaker at their 2015 Global Sales Kick-off Meeting in Miami. The first event was so well-received that they have brought Gleeson back several times to speak at various events.
The relationship evolved in such a positive way that the event was featured in a case study on culture and engagement in our book TakingPoint. They then engaged us in our leadership development programs, executive coaching, and employee engagement surveys.
Working closely with the Deputy CEO, we designed a year-long leadership development and executive coaching program that included custom 360 surveys, a series of 2-day group events and one-on-one executive coaching. The entire year-long program was custom designed to meet the organization’s exact needs.
By using custom 360 surveys and employee engagement audits throughout the program, we were able to take a data-driven approach for program design as well as measuring results – which have been outstanding.