Developing leaders to support an ambitious growth plan

Davidson supported rapid business growth by boosting commercial and people leadership skills for a leading national financial services company.

CHALLENGE

Our client, a large national financial services company, had planned for significant business growth. It needed a leadership development solution to improve its senior leaders’ capability to deliver on this plan.


The clear objective was to prepare leaders for future growth. Davidson designed and delivered a leadership capability program to meet this need.


SOLUTION

Enhanced effectiveness as future leaders


We helped leaders understand the competencies they would need to deliver their ambitious growth plan. The competencies focussed on commercial effectiveness and people leadership.


We measured each leader’s commercial and people leadership effectiveness and provided them with insights regarding areas for development.


Each participant underwent psychometric assessment and 360 degree surveys, with individual debrief sessions and psychologist feedback, to develop greater self-awareness. There was also one-on-one debrief sessions and development planning for all participants, and we conducted Individual coaching sessions where required.


Experienced Davidson coaches, who had previously held senior executive positions in fast growth financial services companies, supported leaders over a two year period. This enabled us to adopt both a coaching and mentoring role to suit the leader’s needs. The duration of the program ensured the uplift in leadership skills was sustained during a crucial growth period.


We conducted post-program surveys and provided the client end of program measurement and evaluation of return on investment.


OUTCOMES

Leaders with strong skills and capability


Leaders said the program was practical and useful. It assisted them in achieving their growth plan through things such as:


  • A better understanding of themselves as leaders
  • Improved confidence and skills to negotiate complex commercial challenges 
  • Increased coaching skills to positively influence teams to meet stretch performance goals
  • Improved ability to engage effectively with stakeholders and management.


Our client has continued to take a strong focus on leadership development to transform the business and engage its employees to deliver better results. Davidson has supported the organisation with further workplace performance solutions.

Share this content

The hidden edge: What volunteering taught me about leadership

by Paula Price • 27 April 2025
Senior executives are constantly navigating complex decisions, inspiring teams, driving results, and carrying the weight of corporate leadership. We are conditioned to lead — to solve, to direct, to deliver. But in this relentless drive to lead, we often forget the power of simply following. Over the years, one of the most transformative experiences in my professional development didn’t come from a boardroom, a leadership program, or a keynote at a summit. It came from volunteering. And more specifically, from being the manager of a number of high-performance rugby teams. At first glance, the role seemed simple: logistics, admin, support. Not exactly the stuff of strategic leadership. But there, on the sidelines, filling water bottles, washing jerseys, preparing paper work, and coordinating team meals, I rediscovered a truth that too many senior professionals lose touch with — the power of service, and the dignity of the roles that go unnoticed. These menial, often thankless tasks, were crucial to the team’s success. And in doing them, I was reminded of how often in our organisations we overlook the people who create the conditions for performance — the unsung operators, coordinators, assistants, and enablers. This experience fundamentally shifted the way I lead. I no longer see these roles as peripheral. I see them as the bedrock of any high-performing culture.  More importantly, stepping out of a leadership identity — even temporarily — gave me the space to remember who I am without the title. Not the CEO, not the CFO, not the strategist or the fixer — just a person in service of something greater than themselves. That humility is grounding. It makes you more empathetic, more observant, and more connected. And paradoxically, it makes you a better leader when you return to your day job.
A man and a woman are giving each other a high five in an office.

Keeping business operations on track with the right administrative talent

by Marketing Davidson • 23 April 2025
Behind every high-performing organisation is a team of administrative professionals who keep everything running smoothly.

Optimising supply chains with industry-leading talent

by Marketing Davidson • 10 April 2025
In today’s fast-paced business environment, procurement and logistics professionals are the backbone of efficient supply chains. As global challenges reshape industries, organisations must adapt by recruiting top-tier talent to ensure resilience, innovation, and sustainability.