GlaxoSmithKline (GSK) is one of the world’s leading research-based pharmaceutical companies, employing over 100,000 employees and operating in over 180 markets worldwide In 2005 GSK achieved turnover of £21.7 billion, up 7 percent from the previous year. Of this total, Consumer Healthcare Europe contributed sales of £1.6 billion, representing a 7 percent improvement from 2004. Founded on the business success of the companies Wellcome, Glaxo, Beecham, and SmithKline and French, and GSK’s leadership team is rich in technical expertise.
Leadership Watch
GSK wanted to balance the technical strength of its staff with people-leadership capabilities to create a development fast track for potential general managers. A Europe-wide leadership development initiative called ‘Leadership Watch’ was established, which incorporates both ‘skill’ and ‘will’ modules designed to enable focused, accelerated development RogenSi was engaged to provide the ‘will’ component of the program, and designed modules in emotional intelligence and people management.
Six to eight individuals are selected each year to undergo the intensive Leadership Watch program. It was important for RogenSi to design modules for this powerful, personal coaching program that could support and develop senior employees through demanding periods of concentrated personal growth and business-as-usual activities. The implementation of a robust measurement system was also essential for quantifying the recorded behavioural changes.
RogenSi’s Approach
To establish a baseline measurement of their people-management capability, delegates undertake a Hay Group Emotional Competence Inventory (ECI) 360° survey, which is the most robust 360° tool on the market. Within four areas of emotional intelligence, 18 competencies are identified and reported against by up to 15 respondents, including the individual in question. Each leader receives coaching based on the results of the survey and a development action plan is created before they participate in the emotional intelligence program.
Following the survey, participants undergo a six-day ‘Self Mastery’ program that is split into two three-day modules and covers motivation, beliefs, self-awareness and coaching skills. Learning and development are supported by four half-day one-on-one executive coaching sessions. Six months after the completion of the program, delegates participate in another 360° survey and discuss their progress in a further one-on-one coaching session.
Since their participation in the first program in 2003, all delegates have registered impressive improvements in their emotional intelligence capabilities. The improvement of many delegates has been recognised through their promotion to positions of considerable responsibility.
In 2005–06 some participants were unable to undertake the one-on-one coaching component of the program, and this effectively established a control group against which the impact of the coaching could be assessed. The results were staggering. Delegates who attended the course and participated in coaching sessions improved their emotional intelligence scores by an average of 37 percent, an increase more than a third greater than those delegates who had only participated in the course (an average score increase of 27 percent). Delegates that participated in coaching increased each of the 18 emotional intelligence competencies by an average of 8 percent, compared to 4 percent for their uncoached colleagues.
Results speak for themselves
The overall improvements among the people selected for the course have been tremendous, and in 2006 RogenSi conducted GSK’s third Leadership Watch program.
Client Testimonials
“Of the seven emotional intelligence competencies targeted for improvement, all participants improved by up to three deciles. This represents huge shifts in personal effectiveness across the leadership team.”
Ian Mintram
HR Director - Consumer Healthcare Europe
“The nature of the program ensured all parties participated and kept score so they actively worked at developing their strengths. My personal emotional intelligence scores improved dramatically following the program (I improved in seven of ten key areas) with strengths now identified in all four emotional intelligence clusters. In addition, the team is performing very highly and collaborating closely in a challenging environment, and the business has now returned to a state of growth from its negative position two years ago.
RogenSi worked very hard with the team to make the program a success. They made the difference.”
Elizabeth Reynolds
Participant, Leadership Watch, 2005–06
(Promoted to General Manager and Vice President (Ireland) following the program)
