Building Bahrain’s Next Generation of Banking Leaders
The Waqf Fund, Central Bank of Bahrain
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A 10-year partnership between the Waqf Fund and Ivey Executive Education
Since 2015, Ivey Executive Education has partnered with the Waqf Fund, an initiative of the Central Bank of Bahrain (CBB), to equip high-potential Bahraini professionals for senior leadership roles.
Over the past decade, 117 leaders from 15 financial institutions have completed programs spanning leadership, finance, risk, compliance, and innovation—creating a stronger pipeline of Bahraini talent ready for C-suite responsibility.
The Challenge
In 2015, Bahrain’s banking sector faced a clear gap: most mid-level and senior roles were held by nationals, but top executive posts remained largely international.
The CBB and Waqf Fund set out to change that by building strategic capability, confidence, and leadership character among Bahrain’s future leaders.
The Approach
Together with Ivey Executive Education, the Waqf Fund designed role-specific, experiential programs combining global perspectives with local relevance. Participants learned through case studies, simulations, leadership assessments, and international residencies in North America, Europe, and Asia.
Each offering was customized, from CFO and CRO grooming to digital transformation and leadership character, ensuring every cohort built on the last.
Impact
1. Participant Growth and Confidence
The 2025 post-program survey showed exceptional outcomes:
- 88 Net Promoter Score (NPS)
- 6.9 / 7 overall effectiveness
- 6.2 / 7 commitment to apply learning
- Confidence gains across all areas:
• Leading strategic conversations – 6.2 / 7
• Driving innovation – 6.4 / 7
• Leading high-performing teams – 6.5 / 7
• Negotiating for value – 6.4 / 7
Participants described applying lessons immediately, improving processes, introducing weekly check-ins, and using case-based problem-solving at work.
2. Areas of Greatest Impact
Across interviews, five recurring themes stood out as the strongest indicators of change:
- Application of learning : Participants translated classroom tools and case insights into process improvements, faster execution, and stronger decision-making.
- Leadership mindset shift: A move from “right or wrong answers” to contextual, strategic thinking that balances stakeholder needs.
- Coaching and feedback practices: More open dialogue, regular one-to-ones, and an emphasis on developing others.
- Networking and peer learning: Cross-bank collaboration and continuous exchange of ideas long after the program.
- Confidence and self-efficacy: Visible increases in self-belief and initiative, enabling leaders to take on greater responsibility.
3. Career Progression and Retention
Interviews across banks confirmed tangible advancement:
- ~90 % of participants at one bank were promoted, some to executive manager and acting CEO roles.
- 98 % retention rate reported by the same institution, linked to investment in leadership development.
- Participants are now part of formal succession pipelines, coaching teams and building mid-management capacity.
4. Collaboration Across Banks
A standout outcome has been the creation of lasting peer networks.
Alumni remain active through WhatsApp groups and the Distinguished Leaders Series, sharing insights and solutions across institutions.
These networks have strengthened trust between banks and the Central Bank, improving collaboration on regulatory issues and advancing Bahrain’s leadership maturity.
Looking Ahead
After ten years, the partnership’s impact is visible across people, organizations, and the sector.
Bahraini leaders are more strategic, confident, and connected, ready to shape the future of regional finance.
“It’s been a decade of building leadership, trust, and shared purpose. We’re proud of what’s been achieved and even more excited about what’s ahead.”
— Abeer Alsaad, Chairperson, Waqf Fund
- Strategy
- Leadership
- Operations
