This year marks the 10th anniversary of the GABV Leadership Academy, a milestone in cultivating the next generation of leaders committed to using finance as a force for good. Since its inception in 2015, the Leadership Academy has offered a transformative space for senior leaders in values-based banks to reflect, connect, and grow. Grounded in empathy, purpose, and courageous action, the programme empowers changemakers to align financial leadership with social and environmental impact.
To mark this important milestone, we spoke with Sonia Reinhardt, one of the Leadership Academy’s coordinator and co-facilitator. In her role, Reinhardt not only oversees the programme’s direction but also coaches participants as they explore their leadership potential and co-create futures where finance serves people and the planet.
The GABV Leadership Academy blends personal development with systemic change. Its immersive learning journeys, often hosted by member banks, expose participants to living examples of values-based banking in action. These experiences deepen their understanding of impact and foster lasting connections across a global community of peers.
With over 200 alumni, the Academy has sparked a vibrant network of leaders who continue to support one another and champion the principles of values-based finance around the world. Annual reunions, peer learning, and ongoing collaboration ensure that the Leadership Academy’s impact extends far beyond the duration of the programme.
In the following conversation, Sonia reflects on the Leadership Academy’s evolution over the past decade and shares her vision for its future.
How has the programme evolved since its inception, and what have been the driving forces behind these changes?
The GABV Leadership Academy was launched in 2015 by the GABV Human Development Community of Practice and Katrin Kaeufer (MIT CoLab and Presencing Institute) to fill a critical gap: there was no senior leadership programme focused specifically on values-based banking, despite a clear need for CEO succession planning within the network. The programme is unique as it combines state of the art leadership methods with the research that Katrin Kaeufer is conducting at MIT’s Program on values-based finance.
The programme is very hands-on. Participants work on their respective leadership projects; they engage in peer-coaching and individual coaching by the facilitation team. All these components have evolved to adjust to the challenges and opportunities that values-based banking is facing. Also, each cohort is different depending on the economic and political circumstances the participants operate in.
The GABV Leadership Academy Advisory Board, which consists of five HR leaders each representing a different region ensures the programme remains deeply rooted in the global values-based banking movement, keeping it relevant and responsive to the diverse contexts of our member banks.
The format has also adapted over time. Before COVID, the programme included three to four in-person modules. The pandemic prompted a shift to fully virtual delivery for several years. Today, we embrace a hybrid model, with one in-person module strategically aligned with the GABV Annual Meeting, a format that continues to serve us well.
Are there any lessons learned that have significantly shaped the programme’s direction?
One key lesson we’ve learned over the years is the profound value of creating space for leaders to pause and reflect. This reflective distance allows them to ask critical questions: Am I still heading in the right direction? Am I focusing my energy on what truly matters? What are strategic opportunities for my team and even our bank?
Secondly, the importance of becoming part of a very unique community: a group of leaders in values-based banks that understand what it means to bank from an impact perspective. We’ve also come to recognise the transformative impact of integrating the social arts into the programme. Encouraging leaders to bring their whole selves to work may be unfamiliar to some, but it’s often a game changer.
“Engaging all faculties (beyond the brain) is not only nourishing but also unlocks deeper layers of knowing.”
And lastly, the programme invites thought leaders and executive leaders to step into a dialogue with participants. Values-based finance requires innovative ways to look at financial products and consequently at how to organise a bank so that this impact is anchored in organisational structure and processes.
What sets the GABV Leadership Academy apart from other leadership programmes?
What sets the GABV Leadership Academy apart from conventional leadership or management programmes is its unique positioning at the intersection of systemic change and personal development. We believe that leadership is inherently personal (and especially in a values-based bank). Leaders who understand who they are, what matters to them, and what they wish to contribute to the world will take conscious steps each day. Leaders in values-based banks do more than just a job. They use finance as a tool to create the change they want to see in the world. That is why it is equally important that they have a deep awareness of the systems they operate in. When the two perspectives come together—“self-awareness” and “the capacity to sense and navigate their unique ecosystems”—we see projects and prototypes being born that contribute to a future that we want to leave for next generations.
As the Leadership Academy enters its second decade, what is your vision for its future?
The Leadership Academy aims to expand in two directions: first to deepen our support of the alumni community. And second, to further include leaders outside the values-based banking world. Imagine senior leaders from a conventional bank embarking on a journey of deep personal reflection and beginning to understand the systemic forces at play in their industry. That kind of transformation could be truly powerful.
What has been the most rewarding aspect of your involvement with the Leadership Academy over the past 10 years?
Building a community of values-based bankers that are deeply committed to innovative solutions for clients and using finance as a tool for change has been a gift. And witnessing leaders reconnect with themselves and with one another. When given the space to explore the questions that matter most—to themselves, to society, and to the planet—leaders have an opportunity to engage on a much deeper level. It’s in those moments of authentic connection and shared purpose that real change begins.
I also take great pride in our vibrant alumni community. Many graduates remain actively engaged, continuing to support and inspire one another as they navigate their leadership journeys.
How do you ensure the Leadership Academy stays relevant and meets participants’ needs?
We’re committed to continuous improvement and take participant feedback very seriously. After each cohort, we conduct evaluations with our graduates and work closely with the GABV LA Advisory Board to identify areas for enhancement. Based on this collaborative feedback process, we’ve redesigned the next (11th) cohort with several key improvements. The programme will run for 8 months, providing participants with more time to absorb and apply the learning between sessions. We’ve also restructured it around two intensive in-person modules, with the second module being optional to accommodate different participant needs and schedules.
These changes reflect what we heard from previous cohorts: the desire for more flexibility, deeper integration time, and the option to customise their learning journey. The Advisory Board was instrumental in helping us balance program rigor with practical accessibility.
In this video, the 2025 cohort of the GABV Leadership Academy shared powerful reflections on their experience, describing it as “life-changing,” “transformational,” and “colourful.” One participant captured the sentiment best: “I will be a different leader.”
