Leadership in Banking and Financial Services Training Course

Participants can make leadership decisions that support risk appetite, conduct standards and effective escalation.

• IIA Three Lines Model applied to management, oversight, and independent assurance
• Risk appetite statements translated into team decisions, thresholds, and escalation triggers
• Conduct risk indicators covering sales pressure, complaints, incentives, and customer vulnerability
• Delegated authority limits checked before credit, pricing, remediation, and expenditure decisions
• Speaking-up channels and non-retaliation expectations reinforced through manager behaviour
• Decision logs documenting rationale, challenge, approvals, and material risk assumptions

Participants can translate business strategy into clear team objectives, measures and decision rights.

• Balanced scorecard measures connecting financial results, customers, controls, and capability
• Team objectives written with outcome measures, deadlines, owners, and risk boundaries
• RACI matrices clarifying responsibility for recurring processes and change deliverables
• Cascading strategic priorities into weekly management routines and individual commitments
• Decision rights assigned for exceptions, approvals, customer remediation, and incident response
• Management information reviewed for trends, root causes, exceptions, and actions

Participants can manage performance fairly using evidence, feedback structures and documented follow-through.

• Performance expectations linked to role profiles, service standards, and control obligations
• SBI feedback model applied to observable behaviour, impact, and required change
• Evidence-based performance reviews using quality scores, cases, and management information
• Addressing underperformance through clear standards, support actions, and review dates
• Recognition methods reinforcing prudent judgement, collaboration, and customer-focused behaviour
• Documentation standards for feedback, improvement plans, and formal people processes

Participants can coach staff development while maintaining accountability for role performance and controls.

• GROW coaching structure used to clarify goals, reality, options, and commitment
• Questioning techniques that separate assumptions, facts, risks, and possible responses
• Development plans built from role requirements, feedback, exposure, and capability gaps
• Stretch assignments designed with appropriate supervision, controls, and decision boundaries
• Career conversations addressing technical expertise, leadership aspirations, and mobility options
• Coaching records capturing agreed actions, evidence of progress, and support required

Participants can build support and resolve disagreements across business, operations and control functions.

• Stakeholder power-interest grids used to plan engagement and communication priorities
• Influence strategies tailored for senior executives, peers, specialists, and frontline teams
• Constructive challenge framed through evidence, customer impact, risk, and alternatives
• Managing business-control tensions without diluting accountability or documented risk ownership
• Meeting structures producing decisions, owners, deadlines, and explicit unresolved issues
• Escalation messages distinguishing urgent facts, decision requests, and recommended actions

Participants can lead teams to identify and address conduct issues before customer harm increases.

• Customer journey mapping identifies failure points, vulnerability needs, and handoff risks
• Root cause analysis separates individual error, process weakness, and incentive effects
• Complaint themes converted into corrective actions, owners, measures, and governance reporting
• Fair customer treatment considered in product suitability, communications, and remediation decisions
• Sales targets examined for behavioural incentives and potential conduct-risk consequences
• Manager responses to misconduct balance fact-finding, fairness, confidentiality, and timely escalation

Participants can lead people through change, service disruption and operational resilience requirements.

• Change impact assessments identify affected roles, processes, controls, and customer groups
• Kotter's eight-step process adapted for regulated transformation and adoption barriers
• Operational resilience scenarios test leadership decisions during service disruption and recovery
• Incident command roles clarify authority, communications, escalation, and recovery priorities
• Resistance diagnosed through stakeholder concerns, capability gaps, incentives, and workload pressures
• Post-incident reviews capture lessons, corrective actions, owners, and due dates

Participants can address sensitive leadership issues with appropriate challenge, fairness and documentation.

• Ethical decision tests assess legality, customer impact, fairness, and reputational consequences
• Difficult conversations prepared through facts, intended outcomes, questions, and boundaries
• Conflict management distinguishes positions, interests, emotions, and workable agreements
• Psychological safety supported through respectful challenge, listening, and consistent follow-up
• Handling suspected policy breaches without prejudging facts or bypassing formal procedures
• Confidentiality boundaries explained when discussing performance, investigations, and sensitive customer matters

Participants can create a focused 90-day plan for applying course methods to a current leadership priority.

• Leadership challenge defined through business outcomes, stakeholders, risks, and current constraints
• Priority actions sequenced across the first thirty, sixty, and ninety days
• Success measures selected from customer, people, control, service, and financial indicators
• Stakeholder engagement plan identifies sponsors, challengers, supporters, and communication cadence
• Personal triggers and behavioural habits matched with practical response strategies
• Review checkpoints scheduled with manager, peers, team members, and development partners