Coaching as a fixed element in Bankiter's leadership style. Susana Sagi-Vela is the leader of the talent and training department at Bankinter. She also shared her experience in the field of leadership and coaching in an interview conducted by Eva López Acevedo, founding partner of the Escuela Europea de Coaching (EEC).
Why did you decide to partner with the Escuela Europea de Coaching for this project?
SSV: We chose to partner with the Escuela Europea de Coaching because we felt they had a boutique approach and 20 years of coaching expertise. For us, they were the reference in coaching, like Real Madrid or Barsa in basketball. We wanted an approach that incorporated the philosophy, values and tools of coaching into the training of our leaders, and Escuela Europea de Coaching stood out in this respect.
What was the main motivation for training company leaders in coaching?
SSV: The main motivation for training our leaders in coaching was the belief that coaching is essential for leadership in our company. We see leadership as strategic both individually and collectively at Bankinter. We wanted our leaders to be prepared and at the forefront of leadership trends, and coaching became a key tool to achieve this.
What were the quantitative results of the Coaching Programme you implemented?
SSV: In quantitative terms, the Coaching Programme obtained a cumulative NPS of 78.2, reflecting a high level of satisfaction. This indicator demonstrates the excellence of the programme. However, beyond the figures, the feedback from the start was excellent, suggesting a positive impact on the participants.
How would you describe the approach to the Coaching Programme you offered and what was its key differentiator compared to other programmes?
SSV: The focus of the Coaching Programme we offered was on providing participants with coaching tools, values and skills that they did not have before. It was a transformative and practical approach from the outset, allowing participants to apply what they learned immediately in their day-to-day lives. What set it apart was that everything from the first day to the last was completely new to the participants, resulting in a high level of introspection and a real change in the way they approached conversations and relationships.
How would you describe the additional impact of the programme on the organisation, especially in terms of the 120 people trained in coaching?
SSV: The additional impact of the programme was significant. We now have 120 people within the company with knowledge, skills and tools in coaching that other members of the bank do not have. Most notably, these people feel responsible for sharing what they have learned and leaving a legacy, which goes beyond our initial expectations. This additional impact translates into greater commitment and ability to lead and support their teams.
