Thomas Miller leadership development
For over 100 years Thomas Miller has been a premier provider of insurance and risk management services undertaking the functions of an insurance company on behalf of its clients. Thomas Miller specialises in mutual, captive and specialist insurance companies. The organisation employs over 550 people in 12 offices in London and around the globe.
To improve management skills following changes in company structure and compliance demands.
An impressive record of growth since the firm incorporated in 1999. This milestone marked the change to part-ownership by employees. Staff now participate more fully in the business. Managers are equipped with the required skills and performance reviews show year on year improvements.
"This programme has become an integral part of our cultural change. It ties into our competency framework and is essential development for all our managers." Bob Grainger, Chief Operating Officer.
Thomas Miller's achievements can be explained with reference to Mentor's Assess, Develop, Evaluate (ADE) approach.
The change in Thomas Miller's company structure came about to bolster the organisation's strength and protect its independence. Since restructuring in 1999 it has been part-owned by employees. This represented a challenge and an opportunity. Mentor identified the need for stronger leadership and organisational skills across the firm in the face of an increased compliance burden and increased competitive pressure.
A six-day Leadership Development Programme(LDP) was created by Mentor and built around Thomas Miller's internal competencies. The programme covers leadership styles, management of change, coaching, teamwork and business finance. It is delivered over a 6-month period so that learning can be embedded into everyday leadership and management. A key feature is the high degree of involvement from Senior Management who participate in interactive sessions to show their commitment and understanding of the impact of change.
Success has been measured with pre- and post-confidence ratings, knowledge tests and through progress evidenced in personal development plans. Ultimately the benefit of this initiative is monitored through the performance of the organisation and the return it has provided to employees as shareholders.