Future Leaders Programme

Size: px
Start display at page:

Download "Future Leaders Programme"

Transcription

1 Future Leaders Programme LEADERSHIP DEVELOPMENT 1

2 Message from the Vice-Chancellor Dear colleagues, we have developed a radical, ambitious and achievable Vision for our future. Achieving this Vision requires senior leaders that are open and dynamic and who embody the Leadership Attributes developed and launched in 2011/12. The describe leaders as those who help us to develop and deliver our Vision. They do this by influencing and empowering others, fostering collaborations and driving innovation and change. Excellent communication and leading with integrity are also key to the success of a leader. Our aim in developing this Programme is to offer you the opportunity to develop your leadership skills and enable you to take a pivotal role in achieving our Vision. The Programme will offer you a range of development opportunities, including practical guidance and examples of good practice which you can use to shape your development as a Future Leader. In sponsoring this Programme and recommending it to you, I hope that you will become an excellent future leader, displaying and demonstrating the on an ongoing basis. I am confident that you will find the Programme both stimulating and challenging and I hope you enjoy it. Professor Andrew Wathey Vice-Chancellor and Chief Executive 2

3 Programme Details Delegates The Future Leaders Programme is aimed at grade 7 and grade 8 staff who are identified as having the potential to achieve a senior leadership role (grade 9 or 10) in the medium term, and who will benefit from, and are prepared to commit to this challenging development programme. The Programme is open to staff who have been nominated by their line manager and subsequently selected by the Future Leaders Evaluation Panel. Overview As a Future Leader, you have the potential to play a significant role in the University and have a major impact on the people around you. The Programme is designed to develop your leadership awareness, skills, knowledge and behaviours. It will support you to contribute to leadership at Northumbria and motivate others around you to contribute to, and deliver, our ambitious agenda. Approach The Programme reflects the following principles: Leadership vision, values and attributes need to be meaningful and useful in an everyday setting. Self-awareness is fundamental to leadership and enables an awareness of our impact on others. Development is most effective when those involved have a genuine desire to participate and take an active and constructive role in contributing to the process. Working in facilitated groups can provide an effective blend of challenge and support and develops productive and professional networks across the University. Learning by experience, reflection and practice is an effective leadership development tool. Structure The Programme is delivered in 9 sessions over a seven month period, which provides an opportunity to practise and consolidate what has been learned between the formal sessions. The Programme also includes: A 360 degree feedback process which will enable you to receive feedback from your line manager, peers and those you manage. This will help to give a personal focus to your leadership development. One-to-one coaching with a coach who is external to the University. Three senior leader lunchtime talks. Links to the Leadership Development Portal. MBTI Profile. 3

4 By the end of the Programme you will have: An increased understanding of your role as a Future Leader at Northumbria. An enhanced awareness of your behaviour, style and impact on others, gained through personal reflection and extensive feedback. An increased confidence in your ability to set direction and operate strategically. More options in how to lead, influence and engage others. Practiced your coaching skills which can be used to develop others. An increased confidence to develop and implement change and improvement. A deeper understanding of the and how to translate them into practical applications in the workplace. A stronger and more effective peer network which supports collaboration and sharing of learning and best practice. Commitment Participation in this Programme requires your commitment to attend and participate in each session and activity in full. 4

5 Programme Content Session 1 Introduction to Programme This session is designed to introduce you to the Programme and its format. It is also an opportunity to meet your fellow delegates, ask questions and hear from the Vice-Chancellor on the University context. You will be introduced to some core concepts that have influenced the Programme s design and principles contained within it. In preparation for the Programme you will be encouraged to reflect on how you currently lead and the leadership required by you in the future. You will also be encouraged to discuss and reflect on the University s Leadership Attributes. We will explain how the coaching, 360 feedback, MBTI and the administrative aspects of the Programme will be undertaken, giving you a clear understanding of the programme and its content. By the end of the session you will have: Met and heard from the Vice-Chancellor, the Programme s lead facilitators and met your fellow delegates. Understood the context of, structure and principles of the Programme. Explored the Leadership Pipeline model and discussed what it means for your development. Started to reflect on your leadership capability, the university s and explored the learning opportunities open to you alongside the Programme sessions. Facilitator David Scott Denise Swann Professor Andrew Wathey Driving innovation and change Meeting the needs of our stakeholders Acting with integrity Communicating and influencing Empowering others to deliver Fostering collaboration Self-assessment exercise Personal spot check Goal and target setting The voice of innovation and learning Identifying development needs and learning opportunities Identifying personal goals during organisational change Developing a learning culture Leading and inspiring others 5

6 Session 2 Myers Briggs Type Indicator The Myers-Briggs Type Indicator is a valuable tool for increasing self awareness, understanding differences between people s approaches and providing a common language to a group for discussing differing views on approaches to leadership and attitudes to change. Using group work and exercises, this interactive workshop will help you to understand how your personal preferences may impact on others and provide insight into how to use the feedback in a work context. We will also explore change from an MBTI perspective using Quadrants Theory to support the communication and engagement of individuals with a change initiative. Following the session you will have the opportunity of a one-to-one meeting with the facilitator to explore your individual profile in more detail. By the end of this session you will have: Gained an improved understanding of your personal style, MBTI preferences and type. Discussed how different types may work together more effectively. Explored how different types view change and the needs they have in times of change. Understood how to make more effective choices as a leader when influencing people. Facilitator Angela Armstrong Communicating and influencing Driving innovation and change Fostering collaboration Self-assessment exercise Personal spot check Effective communication skills Choosing communication channels 6

7 Session 3 Managing Self and Leading Others Future Leaders need to develop a strategic focus and understand how their department or role can impact on the whole business. In this session we will use the Leadership Pipeline together with the to benchmark the skills, attributes and focus individuals need at senior levels within the University and the different skills and values that may be needed when you step up to take increasing responsibility at the next level. Individuals will explore their Sphere of Influence and use John Heron s Facilitative Leadership model to support increased leadership action, exerting influence to bring about change. Increasingly at this level in any organisation, leaders need to influence other leaders and departments over which they have little authority. We will explore the concept of Leading at the Boundaries to identify key skills in this area. The Leadership Pipeline also provides a perspective on time application to help you manage your focus on priorities as well as leadership behaviours. You will explore the use of time in your current role, define priorities that give increased effectiveness and discuss how your focus needs to change as you take on increased responsibility. By the end of the session you will have: Applied indicators from the Leadership Pipeline to explore your leadership development. Explored your Sphere of Influence and identified ways to increase your effectiveness. Identified strategic priorities for your role and how you may approach them during times of change. Discussed the application of the concepts of Structure, Meaning and Value in applying the Leadership Attributes. Facilitator David Scott Communicating and influencing Driving Innovation and change Meeting the needs of our stakeholders Emotional Intelligence Leading by example Getting to yes Building consensus and support The necessary art of persuasion Managing by walking around Energising and motivating others 7

8 Session 4 North East Regional Leadership This session will provide delegates with a snapshot of the North East region and its leadership agenda. It will be an opportunity to meet and hear from key players and senior regional leaders about the issues facing the region. You will get behind the scenes to examine how various businesses and services operate as well as having the opportunity to practice problem-solving on real life issues. By the end of this session you will have: Been briefed by local experts and developed a broader understanding of the North East region. Visited different organisations to gain a sense of the area and some of the centres of power in the North east. Discussed crucial issues such as the economy, governance, media, culture and transport with the people who actually set the agenda for them in the region. Asked tough questions of outside speakers and of each other. Connected with peers in different sectors. Enhanced your awareness of yourself as a leader. Improved your ability to see the broader context, to work across boundaries and to be more strategic in how you operate. Participated in more diverse networks and be more comfortable stepping into unfamiliar territory. Developed an appreciation of the range of options available to you in how you lead and influence those around you. Facilitator Common Purpose Communication and influencing Driving Innovation and change Meeting the needs of our stakeholders Fostering collaboration Effective communication skills Choosing communication channels What do our customers really want External networking Modelling an inspirational person Leading and inspiring others 8

9 Session 5 Leader as Coach As individuals take on increasing responsibility progressing through the Leadership Pipeline, their peers and reports will increasingly meet new challenges and need effective support. Experienced senior managers and leaders will need little direction but may seek support to identify development goals and in taking increasing responsibility themselves. Coaching is an approach that can meet these needs and supports all of the Leadership Attributes. Effective coaching demands a mind-set that requires individuals to provide and develop their own solutions to challenges that they face. It builds relationships, reduces dependency and research has shown it improves performance of individuals and business. Future Leaders will practice using the GROW model for unlocking potential by addressing interference factors and discussing development goals. We will practice coaching colleagues to develop short term actions from long term aspirations. By the end of this session you will have: Developed an increased understanding of the GROW coaching framework. Discussed how coaching can support application of the Analysed a current change initiative with reference to Kotter s 8 step Process. Gained understanding of your response to a VUCA world. Facilitator David Scott Driving Innovation and change Meeting the needs of our stakeholders Fostering collaboration Acting with Integrity Getting the best out of your people Goal and target setting Appreciative inquiry Coaching for performance Thinking creatively to generate solutions 9

10 Session 6 Leading Change Senior leaders often plan and introduce change, their reports need to implement change, develop new objectives and set direction; first line managers deal with the emotional impact on individuals, handle uncertainty and also need to support the emerging culture. During this session Kotter s ideas on Leading Change will be explored as a contrast to managing change. We will revisit MBTI quadrants and discuss the individual s responsibility and actions as leaders during times of change using the Leadership Pipeline and Spheres of Influence models. The impact of change will be explored using the Kubler-Ross curve. Change at the University will be discussed with reference to the Kotter 8 step process. Planned and emergent change will be a key part of the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) model and how this may be met with vision and understanding. This will link to the session on Horizon Scanning. By the end of the session you will have: Explored your responsibility as leaders during change. Have discussed how to minimise the negative effects of change on individuals. Analysed a current change initiative with reference to Kotter s 8 step Process. Gained understanding of your response to a VUCA world. Facilitator David Scott Driving Innovation and change Meeting the needs of our stakeholders Fostering collaboration Acting with Integrity Creating an inspirational vision Supporting others through change Change management and assessment Identifying personal goals through organisational change Personal resilience Developing resilience in others How well do I lead? 10

11 Session 7 Personal Power and Political Astuteness At senior levels in any business individuals must lead their own functional area and understand how the wider business operates. Leadership maturity is required in which the organisation s strategy and competitive advantage must be considered above functional goals. Relationships between executives may be as important as the positions they hold and the experience they have. Influence and power will be explored from a theoretical and personal perspective. The Political Skill Inventory (Gerald Ferris) may identify strengths and development needs with individuals scoring themselves on political skills that build on Emotional Intelligence; Social Astuteness, Interpersonal Influence, Sincerity and Networking Ability. We will revisit Leadership at the Boundary and discuss how integrity and ego may support or undermine authority. The questioning and disclosure skills that underpin Senge s Advocacy and Inquiry model will be introduced and its application as a clarification and influencing process discussed. By the end of the session you will have: Identified key approaches and skills using the Political Skill Inventory. Used advocacy and inquiry to gain clarity on other perspectives on a situation. Have discussed Leadership Maturity in relation to personal authority and development. Facilitator Philip Crisp Communicating and influencing Fostering collaboration Acting with Integrity Getting to say yes External Networking Emotional Intelligence Developing external awareness Leading by example Personal resilience 11

12 Session 8 Horizon Scanning Future Leaders need to be aware of both the current business environment in which the University operates and the potential environment which may develop. We will discuss the current external challenges the University faces and how it is responding from a strategic perspective. Strategic tools will be used to identify challenges with Scenario planning employed as a process to build potential futures and explore a leadership response to these challenges. VUCA will be revisited with VUCA Prime (Johansen) being applied as a response. Vision explored as a response to Volatility, Understanding to counteract Uncertainty, Clarity for Complexity and Agility for Ambiguity. Sensemaking, (Weick) will be used as a process to develop this response. By the end of the session you will have: Developed a clearer understanding of strategy and strategic leadership. Explored and practiced using a range of tools and techniques for developing a strategy. Have identified your individual and collective strategic challenges and started to shape your responses for the future. Facilitator David Scott Communicating and influencing Driving Innovation and change Meeting the needs of our stakeholders Understanding the strategic context Creating a strategy - the coherence principle SWOT to build competitive advantage How to write a strategy statement Creating an inspirational vision 12

13 Senior Leader Talks You will have the opportunity to hear from three senior leaders within the University to gain a greater understanding of their role and what it is like being a senior leader within Northumbria University. Over lunch the senior leaders will share their own personal insights into leadership and the context of the operations they lead as well as the impact this has on the University and beyond. Objectives By the end of these talks you will have: A greater understanding of the senior leader s role within Northumbria University. Understood some challenges as well as rewards of operating in a senior capacity. Had the opportunity to ask questions of these leaders to gain a greater understanding of their roles and what the University s expects of senior leaders. Facilitators HR Director Director of Academic Services Executive Dean Finance Director Driving innovation and change Meeting the needs of our stakeholders Acting with integrity Communicating and influencing Empowering others to deliver Fostering collaboration Strategic thinking self-assessment Creating an inspirational vision Creating a strategy How to write strategy statements Becoming a transformational leader Engaging the team in key decisions Getting the best out of your people 13

14 Session 9 Evaluation This session is designed to help you consolidate your learning and develop and formulate your next steps following conclusion of the programme. We will reflect upon each session of the programme and identify specific learning, increased awareness and any actions or changes you have made since the start of the programme. We will also explore how the actions of the whole group have had an impact individually and on the development of others. You will complete a GAPS grid to identify further development goals and priorities and commit to reviewing your learning and further objectives with your line manager. During the Programme you will have built a network of colleagues from across the University and you will be encouraged to maintain these connections. We will give some time in this final session for you to work with your peers and consider how you might keep your networks alive. You will hear again from a member of the University Executive on how your personal contribution can make a difference to the University and the people in it. The session will close with your chance to offer feedback to the Programme Leaders and engage in a small social, networking event. By the end of the session you will have: Summarised your personal experience of the programme. Have identified your learning and changes in your leadership practice. Have identified the impact on your colleagues and the business of your participation in the programme Considered and agreed the goals for continued contact with your peers on the programme. Developed an action plan based on a current analysis of your development needs using a GAPS grid. Facilitators David Scott Communicating and influencing Driving Innovation and change Fostering collaboration Recognising success Leading and inspiring others Leading by example _10/14

15 Facilitators The Programme is coordinated by Denise Swann (People Development Manager) and is sponsored by Professor Andrew Wathey (Vice-Chancellor and Chief Executive). Denise s contact details are: The programme will be led by David Scott (Develop Change Ltd) and will include delivery from other expert facilitators: David Scott Senior Consultant & Coach, Develop Change Ltd David has extensive experience of working as a change agent, people developer, coach and facilitator with organisations across all business sectors, and he has worked with a number of leading academic institutions on global modular development and innovation programmes. Skilled in building lasting relationships with clients, David works in a particularly engaging way with clients; prepared to challenge and to get to the heart of the matter, but equally able to create a supportive environment for teams and individuals to explore issues, learn and commit to new action. David has experience of working across cultures in areas such as Africa, Asia Pacific, USA and Eastern Europe developing creativity, innovation and high performing teams. He has lived and worked in Japan delivering training to global organisations helping them to develop cross cultural learning. Angela Armstrong Senior Consultant & Coach, Develop Change Ltd Angela is an Organisational Development consultant with a broad range of experience gained through working with organisations both in the public and private sectors. Working with all levels in organisations from the shop floor to the Board, she has helped individuals; teams and organisations improve their performance and achieve their ambitions through harnessing and developing their talents. She has had considerable experience in behavioural and functional competency design and as a Senior HR Business Partner she has supported management teams through significant organisation change and restructure programmes. Angela has designed and delivered a wide range of Management Development solutions, she is a Chartered Fellow of the Chartered Institute of Personnel and Development and a MBTI Step 2 trained facilitator _10/14

16 Philip Crisp Senior Consultant, Develop Change Ltd Philip is an accomplished facilitator, organisational development consultant, lecturer, coach and mentor. He has wide ranging experience of helping organisations at Board level, to develop strategy, lead and implement change in sectors including automotive, aerospace, advanced telecommunications, construction, and software development. He has direct operational experience in logistics and gained significant experience of manufacturing and Lean production while working for a leading supplier to Marks and Spencer. He has held a number of senior management roles including the Automobile Association where he was Head of Management Training and Development. Philip has implemented major culture change programmes in a range of companies including blue-chips such as Rolls Royce, Caterpillar and Heinz. Philip has coached owner managers and directors attending a leading business school based Business Improvement and Growth Programme and International MBA programme. He is a Fellow of the Chartered Institute of Personnel and Development, Fellow of the Institute of Business Consulting and a Fellow of the Chartered Management Institute. Common Purpose is an independent, not for profit, leadership organisation operating across 12 countries. They have been working with leaders from all sectors and backgrounds for over 22 years and have a developed a respected approach to leadership. Common Purpose designs and delivers customised programmes for organisations that need leaders and teams to: Influence beyond immediate authority inside and outside of organisations. Operate more effectively outside familiar structures and across silos. Work better with people from different disciplines, teams, organisations, sectors, communities and cultures. Better understand the bigger picture and adapt quickly to new surroundings and changing circumstances. Explore, challenge and build innovation into their working practices. Common Purpose takes delegates into the rich learning environment of real community and organisational challenges, inviting individuals to be immersed in the unfamiliar. Their clients range from global corporates in the financial sector to local charities in the community sector _10/14

Leadership and Management Programme

Leadership and Management Programme Leadership and Management Programme LEADERSHIP DEVELOPMENT 1 Message from the Vice-Chancellor Dear colleagues, we have developed a radical, ambitious and achievable Vision for our future. Achieving this

More information

Leadership & Management

Leadership & Management Leadership & Management Master Class Programme 2014 LEADERSHIP DEVELOPMENT 1 Overview We have a radical, ambitious and achievable Vision for our future. Achieving this Vision requires leaders and managers

More information

THE CRANFIELD IT LEADERSHIP PROGRAMME

THE CRANFIELD IT LEADERSHIP PROGRAMME THE CRANFIELD IT LEADERSHIP PROGRAMME www.cranfield.ac.uk/som/itlp For IT executives who seek to develop their leadership capability and contribute, both strategically and operationally, to the performance

More information

Leadership in Action Briefing Pack: Cohorts 15 & 16

Leadership in Action Briefing Pack: Cohorts 15 & 16 Leadership in Action Briefing Pack: Cohorts 15 & 16 Introduction 2 1 Context of leadership development at the University of York 3 2 Principles of the core leadership programmes 5 3 Methodology and principles

More information

Coaching: bringing out the best. Opinion piece Philip Brew

Coaching: bringing out the best. Opinion piece Philip Brew Coaching: bringing out the best Opinion piece Philip Brew Coaching: bringing out the best Philip Brew 1/6 Organisations need fully functioning human beings In today s demanding and complex environments,

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

Diploma In Coaching For High Performance & Business Improvement

Diploma In Coaching For High Performance & Business Improvement THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Interpersonal Skills. Leadership, Change Management and Team Building

Interpersonal Skills. Leadership, Change Management and Team Building Interpersonal Skills Leadership, Change Management and Team Building Capital s Learning and Development team design and deliver tailored skills and competency based programmes to meet your wide range of

More information

ABS Leadership and Management Charter

ABS Leadership and Management Charter The ship and Management Development Charter is a comprehensive and inclusive capability development strategy, designed to provide greater transparency and structure to the development of ABS leaders and

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1) Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.

More information

Vernon Park Primary School. Teaching and Learning Policy

Vernon Park Primary School. Teaching and Learning Policy Vernon Park Primary School Teaching and Learning Policy The school s approach to teaching and learning is based upon the school vision: At Vernon Park Primary School we aim to provide all children, parents,

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the

More information

Management School. MSc/PG Dip/PG Cert. MSc Business and Management. University of Stirling Management School

Management School. MSc/PG Dip/PG Cert. MSc Business and Management. University of Stirling Management School Management School MSc/PG Dip/PG Cert MSc Business and Management University of Stirling Management School I am passionate about helping our students to excel and achieve whatever they wish in their careers.

More information

Human Resources. Values for Working Together and Professional Behaviours

Human Resources. Values for Working Together and Professional Behaviours Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the

More information

Training Products Portfolio

Training Products Portfolio Training Products Portfolio Supporting learning, development and change Training and Consultancy Chapel House are a UK based, accredited, professional training and consultancy organisation with programmes,

More information

Leads pedagogical practice. Promotes professional learning

Leads pedagogical practice. Promotes professional learning Leading teaching and learning 1 Creates a student centred learning environment 4 Builds capacity Developing self and others Leading teaching and learning 2 Leads pedagogical practice Developing self and

More information

JEDDAH, KSA JANUARY 17-21. Organized by UBT University of Business and Technology and CEC Continuous Education Center in partnership with Leoron PDI

JEDDAH, KSA JANUARY 17-21. Organized by UBT University of Business and Technology and CEC Continuous Education Center in partnership with Leoron PDI JANUARY 17-21 JEDDAH, KSA Time: Location: Program language: Expert consultant: 9:00 am to 5:00 pm University of Business & Technology Continuing Education Center King Road Tower 2701, 27th Floor Malik

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

The Success Profile for Shared Services and Centres of Expertise

The Success Profile for Shared Services and Centres of Expertise 1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take

More information

Future leaders programme

Future leaders programme Future leaders programme Helping you work, learn, manage and lead... Future leaders programme Our future leaders programme equips Orbit managers and directors with the skills to manage teams, partnerships

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

This document has been archived International Programme for School Principals

This document has been archived International Programme for School Principals Inspiring leaders to improve children s lives This document has been archived International Programme for School Principals Training at the National College in England for school principals worldwide Prospectus

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

What to look for when recruiting a good project manager

What to look for when recruiting a good project manager What to look for when recruiting a good project manager Although it isn t possible to provide one single definition of what a good project manager is, certain traits, skills and attributes seem to be advantageous

More information

Seminar E3 Developing an Effective Leadership Culture to Support Business Change

Seminar E3 Developing an Effective Leadership Culture to Support Business Change Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April

More information

Executive Leadership Program

Executive Leadership Program General Information The Office of the Commissioner for Public Employment is pleased to offer places on the Executive Leadership, commencing in March 2016, with facilitation delivered by Yellow Edge. The

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

Head of CIO Office Information Services

Head of CIO Office Information Services Head of CIO Office Information Services Reporting to: Chief Information Officer Salary: Grade 6-47,787-57,031 per annum (pro rata) depending on skills and experience. Salary progression beyond this scale

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Sales Management Competencies

Sales Management Competencies Sales Management Competencies John Sergeant Associates, Tel: (02) 9972 9900, Fax: (02) 9972 9800, Email: john@jsasolutions.com Website: www.jsasolutions.com.au js@ John Sergeant Associates Contents Page

More information

Communicating and influencing

Communicating and influencing HR SLA Page 1 of 9 Communicating and influencing I communicate confidently, professionally, authoritatively and with clarity both verbally and in writing. I use a range of effective communication skills

More information

Self assessment tool. The Leadership Framework. Leadership Academy

Self assessment tool. The Leadership Framework. Leadership Academy The Leadership Framework Self assessment tool Leadership in the health and care services is about delivering high quality services to patients by: demonstrating personal qualities working with others managing

More information

BRICE ROBERTS BUSINESS CONSULTING SERVICES

BRICE ROBERTS BUSINESS CONSULTING SERVICES BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services

More information

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Developing and managing performance management processes

Contents. Before you begin. How to work through this learner guide Assessment. Introduction: Developing and managing performance management processes Contents Contents Before you begin How to work through this learner guide Assessment Introduction: Developing and managing performance management processes v v vi 1 Chapter 1: Developing integrated performance

More information

customer experiences Delivering exceptional Customer Service Excellence

customer experiences Delivering exceptional Customer Service Excellence Delivering exceptional customer experiences Customer Service QA can work with you to create customer experiences that consistently reflect the aims, values and aspirations of your organisation. Every organisation

More information

Organisational Development Strategy 2008-2011

Organisational Development Strategy 2008-2011 Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE

UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed

More information

Organisational Development Improvement Strategy 2009-2011 Delivering results through our people

Organisational Development Improvement Strategy 2009-2011 Delivering results through our people Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change

More information

THE UNIVERSITY OF EDINBURGH

THE UNIVERSITY OF EDINBURGH THE UNIVERSITY OF EDINBURGH PROGRAMME SPECIFICATION FOR Postgraduate Certificate in Managing Health and Social Care 1) Awarding Institution: University of Edinburgh 2) Teaching Institution: University

More information

Performance Management System Skills and Behaviours Bank

Performance Management System Skills and Behaviours Bank Performance Management System Skills and Behaviours Bank Leadership Gives purpose and direction to ensure that staff are motivated and inspired to deliver the Parliament s aim, values and strategic priorities.

More information

EXECUTIVE ASSISTANT TRAINING SEPTEMBER 2015

EXECUTIVE ASSISTANT TRAINING SEPTEMBER 2015 EXECUTIVE ASSISTANT TRAINING SEPTEMBER 2015 11 BOOK 2 $200 + GST EVERYBODY LEADS EMOTIONAL INTELLIGENCE (EI) HILTON BRISBANE 14 SEPTEMBER 2015 HILTON BRISBANE 16 SEPTEMBER 2015 BOOK 3 $390 + GST THE EA

More information

Head of Engineering Job Description

Head of Engineering Job Description Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL DRAFT TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL An initial draft proposal to determine the scale, scope and requirements of a team productivity development improvement program for a potential client Team

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Staff Researcher Development 2013/4

Staff Researcher Development 2013/4 Staff Researcher Development 2013/4 STAFF RESEARCHER DEVELOPMENT Introduction to Staff Researcher Development At Northumbria University we are committed to ensuring researchers at all levels are supported

More information

Medical leadership for better patient care: Support for healthcare organisations 2015

Medical leadership for better patient care: Support for healthcare organisations 2015 Medical leadership for better patient care: Support for healthcare organisations 2015 1 Our vision is to see and inspire excellence in medical leadership and drive continuous improvement in health and

More information

The NSW Health Leadership Framework

The NSW Health Leadership Framework The NSW Health Leadership Framework July 2013 Foreword It is with great pleasure that I recommend to you the first NSW Health Leadership Framework. This framework has been developed by the Health Education

More information

Case study: developing an internal communications and engagement strategy

Case study: developing an internal communications and engagement strategy Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

YWCA SHE LEADS. Program 2015-2016 A 10 MONTH YOUNG WOMEN S LEADERSHIP PROGRAM

YWCA SHE LEADS. Program 2015-2016 A 10 MONTH YOUNG WOMEN S LEADERSHIP PROGRAM YWCA SHE LEADS Program 2015-2016 A 10 MONTH YOUNG WOMEN S LEADERSHIP PROGRAM Strengthening the skills, networks and confidence of young women, enabling them to perform at a higher level and impact positively

More information

1. Build core capability at all levels to improve organisational and individual performance;

1. Build core capability at all levels to improve organisational and individual performance; Graduate Development Program Australian Bureau of Statistics Workshop on Human Resources Management and Training Budapest 5-7 September 2012 Day 1 Session 4(a) Recruitment and training of new staff members

More information

ipml International Programme for Middle Leaders

ipml International Programme for Middle Leaders This document has been archived Delivering sustainable approaches to leadership development Delivery partner prospectus We know that the quality of middle leadership is fundamental in achieving consistently

More information

Profile. Leadership Development Programs. Leadership Development. Approach to Leadership Development

Profile. Leadership Development Programs. Leadership Development. Approach to Leadership Development Profile Leadership Development Programs Leadership Development Strong leadership will support an organisation in implementing change and driving the organisation from where it is now to where it needs

More information

Human Resources and Training update

Human Resources and Training update 4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.

More information

Knowledge Management Strategy 2011-2014. Version 0.8

Knowledge Management Strategy 2011-2014. Version 0.8 Knowledge Management Strategy 2011-2014 Version 0.8 25 October 2011 1 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience

More information

Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership

Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership Pearson Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership at the London College of Business Programme Title Awarding Body Pearson Edexcel BTEC Level 7 Diploma in Strategic Management

More information

at London Business School Transforming Your Future Developing Leaders at Lloyd s

at London Business School Transforming Your Future Developing Leaders at Lloyd s at London Business School Transforming Your Future Developing Leaders at Lloyd s Are you ready totake charge? Lloyd s future success depends on the quality of its leaders. The Developing Leaders at Lloyd

More information

Cardiff Metropolitan University Cardiff School of Management. Department of Business and Management. MSc Human Resource Management

Cardiff Metropolitan University Cardiff School of Management. Department of Business and Management. MSc Human Resource Management Cardiff Metropolitan University Cardiff School of Management Department of Business and Management [full-time Programme] Academic Year 2015/2016 Induction and Joining Pack 1 Contents Welcome from the Dean

More information

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and

More information

Postgraduate Certificate Coproducing Health

Postgraduate Certificate Coproducing Health Centre for Innovation in Health Management LEEDS UNIVERSITY BUSINESS SCHOOL POSTGRADUATE DEGREES 2015 Postgraduate Certificate Coproducing Health Delivered by: Centre for Innovation in Health Management

More information

WE BELIEVE IN LEARNING BY DOING

WE BELIEVE IN LEARNING BY DOING EXECUTIVE EDUCATION PROGRAMS IN ASIA 2015 OPEN-ENROLLMENT AND CUSTOMIZED SOLUTIONS WE BELIEVE IN LEARNING BY DOING LEADERSHIP DEVELOPMENT SENIOR EXECUTIVE PROGRAM IN ASIA: THE VIEW FROM THE C-SUITE Sept

More information

Preparing for the Vice-Principal Selection Process

Preparing for the Vice-Principal Selection Process Preparing for the Vice-Principal Selection Process 2014-15 Education Centre Aurora, 60 Wellington Street West, Aurora, Ontario, L4G 3H2 MESSAGE FROM THE DIRECTOR Dear Colleagues: Congratulations on aspiring

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

Developing a new generation of business leaders

Developing a new generation of business leaders Executive Route Developing a new generation of business leaders WORKING TOGETHER TO DRIVE SUSTAINABLE BUSINESS TRANSFORMATION The One Planet MBA 1 Working in partnership with WWF International and a range

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT

INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT INVESTORS IN PEOPLE BRONZE ASSESSMENT REPORT for Bedford Citizens Housing Association Page: 1 of 13 Key Information Assessment Type Investors in People Specialist Assessment Jeannette Stanley Visit Date

More information

Authentic Leadership Coaching

Authentic Leadership Coaching THE DIVERSITY PRACTICE Authentic Leadership Coaching A new leadership paradigm Carol Campayne, Caroline Harper Jantuah, Lori Shook Of all the personal development and leadership interventions available

More information

NGN Behavioural Competencies

NGN Behavioural Competencies NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity

More information

Leadership and Management Standards for Medical Professionals

Leadership and Management Standards for Medical Professionals Leadership and Management Standards for Medical Professionals Why we need the standards The definition of the standards of medical leadership and management is long overdue, given the correlation between

More information

Certificate in Leadership and Management Excellence Training. Europe - North America - Middle East - Asia - Africa

Certificate in Leadership and Management Excellence Training. Europe - North America - Middle East - Asia - Africa Certificate in Leadership and Management Excellence Training Europe - North America - Middle East - Asia - Africa Introduction This highly interactive seminar will allow you to examine yourself, and your

More information

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher Catherine Truss, David Mankin & Clare Kelliher Oxford University Press (2012) ISBN: 978-0199583065 Theme of the Book What makes a good HR strategy and how does one develop it? These are just two of the

More information

Professional Leadership. Clarence Da Gama Pinto

Professional Leadership. Clarence Da Gama Pinto Professional Leadership Clarence Da Gama Pinto REFLECTION OPPORTUNITY DOING & DECIDING DOING & DECIDING 2 Winning power to lead professionals is no easy task. Before a leader can be accepted, let alone

More information

LEADERSHIP, MANAGEMENT AND BUSINESS SKILLS TRAINING UNLOCK YOUR PEOPLE POTENTIAL.

LEADERSHIP, MANAGEMENT AND BUSINESS SKILLS TRAINING UNLOCK YOUR PEOPLE POTENTIAL. LEADERSHIP, AND TRAINING UNLOCK YOUR PEOPLE POTENTIAL. Every person, every action, every minute makes a difference. We know that middle and senior managers face a multitude of challenges. They re accountable

More information

Assessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence

Assessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence Assessment Report Investors in People assessment report for HealthWORKS Undertaken by Helen Gisbourne On behalf of Investors in People North of England Project Number: 14/0460 Date: 22 October 2014 Commercial

More information

Leadership Practices Questionnaire Self Assessment

Leadership Practices Questionnaire Self Assessment Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent Level4 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Management, Leadership and People Development Skills

Management, Leadership and People Development Skills Management, Leadership and People Development Skills Who are these courses for? Appropriate if: You Have Been Undertaking A Supervisory Role You Have Recently Been Promoted Or Appointed To A First Line

More information

Chartered Manager Degree Apprenticeship Assessment Plan

Chartered Manager Degree Apprenticeship Assessment Plan Chartered Manager Degree Apprenticeship Assessment Plan Crown copyright 2015 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government

More information

ISS MAP Management Trainee Programme

ISS MAP Management Trainee Programme ISS MAP Management Trainee Programme 1 2 ISS Management Trainee Programme Fast-forward your management career If you re ambitious and talented and have one foot planted firmly on the ground, you could

More information

Business Support Service Development Manager

Business Support Service Development Manager Job Profile Job Title: Business Support Service Development Manager Date Completed: 17/12/2014 Job Reference Number: T5CS0021 Tier: Tier 5 Job Band: Band 6 Functional Area: Corporate Services Accountable

More information

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date

More information

Employee Performance Management Policy and Procedure

Employee Performance Management Policy and Procedure Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:

More information

Postgraduate Coaching Awards Leeds Business School. www.leedsmet.ac.uk/fbl. leeds business school

Postgraduate Coaching Awards Leeds Business School. www.leedsmet.ac.uk/fbl. leeds business school Postgraduate Coaching Awards Leeds Business School leeds business school Having undertaken the programme I firmly believe that my choice was the right one. I have developed my skills and knowledge and

More information

This document has been archived International Strategic Leadership of ICT (I-SLICT) programme

This document has been archived International Strategic Leadership of ICT (I-SLICT) programme Inspiring leaders to improve children s lives This document has been archived International Strategic Leadership of ICT (I-SLICT) programme www.education.gov.uk/nationalcollege/international Prospectus

More information

Business Plan 2015/18

Business Plan 2015/18 Business Plan 2015/18 BUSINESS PLAN 2015/18 FORWARD In May 2015 a new Government will be ushered in. However, whatever the outcome the same challenge remains, to tackle local government's projected 12.4

More information

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd.

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd. Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL ABOUT THE PSYTECH 360 APPRAISAL 360 appraisals compare an individual's self ratings on a number of behavioural competencies to the ratings

More information

Postgraduate Certificate in Executive and Business Coaching

Postgraduate Certificate in Executive and Business Coaching Postgraduate Certificate in Executive and Business Coaching PB PB Coaching Postgraduate Certificate in Executive and Business Coaching Selecting the right coach training programme for you We appreciate

More information

My Learning Journey: Transitioning into your new role. This guide will support you in your first four months and beyond

My Learning Journey: Transitioning into your new role. This guide will support you in your first four months and beyond My Learning Journey: Transitioning into your new role This guide will support you in your first four months and beyond Welcome It s a great time to join Barclays as we continue on our journey to define

More information

Relevant Areas of Expertise

Relevant Areas of Expertise Organisation: BRASH CONSULTING PTY LTD Coach: Leanne Faraday-Brash - Principal & Director Profile Image Relevant Areas of Expertise Coaching Locations (Facility Based) Relevant Accreditation & Certifications

More information