Deutsche Bank’s Leadership Capability Model and values and beliefs define what we expect from our leaders, providing a shared view of the capabilities which are vital to leading employees and ensuring business success in line with the corporate strategy and culture. These frameworks provide the foundation for our approach to developing leaders through a range of flagship programs.
First introduced in 2015, the bank runs two Management Fundamentals programs which are mandatory for new managers. A core program is designed for new managers up to Vice President level who are taking on people management responsibilities at the bank for the first time. An executive program is tailored to the needs of Managing Directors and Directors. Both programs are built around three key areas: managing people, driving business success and shaping culture. Management Fundamentals aims to help participants grow and develop as people managers. To date, more than 2,000 employees have attended these cross-divisional programs in more than 20 locations around the world. We also have skill practice pods, launched in 2017, for experienced managers. Here we focus on topics such as “Building Talent” and “Leading in Challenging Times”. To date, around 550 employees have attended skill pods around the globe.
Furthermore, a cross-divisional program for senior leaders – Leadership Fundamentals – is also available. Refined in 2017, the program focuses on the fundamental mindsets and behaviors required to be effective leaders; such as inspirational leadership, focusing on being an authentic leader and collaborating to deliver competitive advantage. The first module targets the participants’ understanding of themselves as leaders (strengths and development areas), and also focuses on what the bank expects of them as leaders of the firm. The second module gives participants a chance to understand the full Deutsche Bank franchise and network. In addition, module two covers aspects of culture and what it means to demonstrate the values and beliefs as role models. Leadership Fundamentals has had around 400 participants to date.
We plan to build on these core offerings in 2018 by incorporating a more learner-centric approach to further developing those skills that our leaders and managers would benefit from most. We will continue to run our programs in a cross-divisional manner, which has emerged as a key benefit – providing participants the opportunity to build and expand internal networks. Additionally, we aim to continue building leader-led components into the programs, where participants learn from the personal experience, best practices and hands-on guidance shared by our internal leaders.
In 2017, Deutsche Bank started a new initiative on board readiness, to further enhance its regulatory posture, knowledge and skills for management and legal entity boards. Targeted senior individuals went through a deep assessment process focused on content essential for effective governance and decision-taking. Development opportunities were identified during the process and specific development plans were tailored and delivered during the course of the year. The program has been well received, and to complement its offerings and guidance from the European Securities & Markets Authority and the European Banking Authority on Key Function Holders and Members of Management Boards, the bank is in the process of also enhancing its Management Board training framework for 2018.
Deutsche Bank’s leadership development work extends to promoting the long-term effectiveness of the bank’s senior teams operating at the level of global executive committees or one below Management Board. In 2017, internal HR expertise was used to support 15 strategically important teams, operating in the front office and across a range of infrastructure functions, with a focus on fostering a team’s deeper awareness of group behaviors which will enhance their ability to successfully lead their function and deliver against business objectives.
Postbank offers a dedicated Management Curriculum, which is geared towards the different roles of a manager, such as strategy developer, change manager or coach. Many courses can be attended by both managerial and non-managerial employees. In 2017, 429 employees attended courses as part of the program (2016: 467).