Delivering a Leadership Development Program to Strengthen the Pipeline of Future Female Leaders within a Financial Services Organisation
The Brief
Future Leadership was engaged by a financial services organisation to design and deliver a targeted leadership development program that would strengthen its pipeline of future female leaders.
The organisation sought to address gender representation gaps and succession risk, with females representing only 23 per cent of ‘ready now’ successors. The organisation identified the need to uplift leadership confidence, capability, and internal mobility among middle‑level female employees, while creating a more inclusive and empowering culture. The program aimed to build skills in leading self, leading others, and leading across the organisation to support the client’s broader gender equity targets for FY26
Improvement in Performance
Studies show that executives who receive coaching report a 70% improvement in work performance, according to the International Coaching Federation (ICF).
Lower Turnover Rate
Organisations with effective leadership development programs have a 30% lower turnover rate among employees, as leadership development fosters employee engagement and loyalty.
Reference: Harvard Business Review, "The Impact of Leadership Development on Employee Engagement" (2017)
Companies report Enhanced Leadership Skills
85% of companies report an improvement in leadership capabilities as a direct result of implementing leadership development programs, leading to better decision-making and team management.
Reference: Deloitte, "Global Human Capital Trends" (2019)
Higher Return on Investment (ROI)
Leadership development programs yield an average return on investment (ROI) of 6 times the cost of the program, reflecting the significant value they add to the organization.
Reference: Korn Ferry, "The Real ROI of Leadership Development" (2018)
The Process
Future Leadership designed a tailored two‑month development experience grounded in adult learning principles, evidence‑based frameworks, and a learner‑centred approach. The program combined multiple modes of learning to support insight, capability building, peer connection, and practical application.
Key steps included:
- Discovery and program design informed by the organisation’s gender equity priorities and leadership expectations.
- Welcome session to introduce participants to program objectives, learning outcomes, and sponsorship from senior executives.
- Three workshops delivered as the core learning experience:
- Leading Self, focusing on self‑insight, leadership mindsets, and emotional intelligence.
- Leading Others, strengthening communication capability, coaching skills, and critical conversations.
- Leading Across, building confidence in influencing, networking, and forming authentic cross‑functional relationships without formal authority.
- Peer coaching circles designed for reflection, sense‑making, and collaborative problem‑solving through real leadership challenges.
- Mentoring, pairing each participant with an experienced leader to support development goals and application of learning.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
The program delivered measurable and meaningful uplift in participants’ leadership capability.
Participants reported stronger collaboration, improved networking capability, and greater confidence in influencing outcomes and navigating cross‑functional environments. The program was viewed as highly relevant and immediately applicable, with many participants continuing to demonstrate enhanced leadership behaviours well beyond the formal learning period
