London South Bank University
Building a leadership community to respond to the changing higher education landscape
Established as the Borough Polytechnic Institute in 1892, the original aim of London South Bank University (LSBU) was 'to promote the industrial skill, general knowledge, health and well-being of young men and women', which remains remarkably similar today.
- Improve Emotional Intelligence
- 1:1 coaching and consultancy support
- Build alignment and consistency of approach
As a University LSBU was ranked very low on the NSS (National Student Survey). A new Vice-Chancellor had inherited a team that was low on trust with divisions between academics and professional services.
Following significant changes in the leadership community the VC needed to build leadership capability that would drive the University’s new strategic intent and ultimately improve NSS ranking.
The Mission (brief)
To build trust in the executive team and ultimately for this to transfer through to the Operations Group and broader leadership community at LSBU.
Navigator designed a series of interventions for the Executive Team through Y1 to facilitate and equip the executive leadership team with improved Emotional Intelligence and focus on strategic priorities.
This work was paralleled across the Operations Group to:
- Build alignment and consistency
- Support several key members of staff
- 1:1 coaching
- Consultancy support to the internal Leadership
Continued support was given to Executive Team and Operations Group and Navigator was the provider of choice to facilitate ongoing leadership events.
What The Client Said
Richard was brought into an environment where unprofessional behaviours had been the norm and as a consequence trust between senior colleagues was all but totally eroded. Without sound leadership there was a high degree of uncertainty and scepticism about how the University would deliver results during a critical period.
Richard’s mature approach and incisive analysis led him to quickly understand the complex dynamics at play. His naturally authoritative manner and leadership credibility allowed him to instantly establish rapport with all of the key stakeholders.
Through the programme of workshops, meetings and interventions that he designed and delivered the key leaders of the University have been able to focus on how to deliver the ambitious corporate strategy and how to work in an increasingly collaborative and inclusive climate. Consequently I am delighted to report that we are starting to see the fruits of this endeavour.