Leadership and Management Programme

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1 Leadership and Management 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 leaders and managers that are open and dynamic and who embody the Leadership Attributes developed and launched in 2011/12. The describe leaders and managers 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 enhance your leadership and management 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 leader or manager. In sponsoring this Programme and recommending it to you, I hope that you will become an excellent leader or manager, 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 This Programme is open to all grade 7 staff. Overview As a leader or manager, you already play a significant role in the University and have a major impact on the people around you. The aim of this Programme is to refresh and enhance your leadership and management awareness, skills, knowledge and behaviours. It will support you to contribute to leadership and management 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 management 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 real-world experience, reflection and practice is an effective leadership development tool. Structure The Programme is delivered in eight sessions, which provides an opportunity to practise and consolidate what has been learned between the formal sessions. The Programme also includes: One-to-one coaching with a coach who is external to the University. Links to the Leadership Development Portal. 3

4 Outcomes By the end of the Programme you will have: An increased understanding of your role as a leader or manager at Northumbria. An enhanced ability to create and communicate a vision for your team which will contribute directly to the One University principle. 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 and manage, influence and engage others (externally and internally). Improved your coaching skills which can be used to develop others. An increased confidence to develop and implement change and improvement. More options for developing a climate where people thrive and are able to deliver effectively. A deeper understanding of what the mean in practice, the standards of leadership expected and how to translate them into practical application 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 activity and session in full. 4

5 Programme Content Session 1 Introduction 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 to 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 discuss how you prefer to learn, lead and manage so that this can be considered as the Programme progresses. You will also be encouraged to discuss and reflect on the University s. We will explain how the coaching, and administrative aspects of the Programme will be undertaken, giving you a clear understanding of the Programme and its content. Outcomes 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 for, the Programme. Started to reflect on your preferred ways of learning, your leadership and management performance and the. Facilitators Ultimate Performance Denise Swann Professor George Marston Setting direction 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 Leading by example Personal resilience 5

6 Session 2 Myers Briggs Type Indicator The Myers Briggs Type Indicator (MBTI) is often cited as the world s most researched and widely understood psychometric tool. It is useful for helping people understand themselves and others. This session will allow you to work together with delegates to explore MBTI as a group. There will be a mix of individual time, group work and exercises to explore what the MBTI Types are and how they interact with others. Outcomes By the end of this session you will have: Gained an improved understanding of your own personal style, preferences and type. Increased your understanding of how different personality types can best work together. Looked at the various strengths of your personal style and the preferences you will typically have. Understood how you can use this knowledge about personality types to be an effective leader. Facilitator MacNaughton McGregor Communicating and influencing Fostering collaboration Empowering others to deliver Self-assessment exercise Personal spot check Effective communication skills Choosing communication channels What do our customers really want 6

7 Session 3 Leading for Success Northumbria University is committed to developing a coaching style of leadership and management. Coaching is a powerful tool in the modern workplace as it has been shown to be highly effective in developing individual, team and organisational performance by unlocking capability, creativity, confidence and staff engagement. This session will help you to answer the questions you may have about coaching including: What is coaching? How does it differ from mentoring or teaching? When is it appropriate to coach, and when is it not? How do you structure a coaching conversation? and, What are the key skills you need to be a great coach? You will have the opportunity to reflect on the critical skills and mind set required of an effective coach, and understand how you can use this tool to help you increase individual and team performance. Outcomes By the end of the session you will have: Understood the difference between coaching, mentoring, teaching and counselling. Considered the situations where coaching would be appropriate. Understood and practised the core skills required of a good coach. Considered the barriers or challenges to developing a coaching approach in your own team and ways of overcoming these barriers. Examined a simple framework you can use, together with a number of other practical techniques, in order to coach others effectively. Practiced coaching others within the group, with the opportunity to reflect and discuss any challenges or identify and clarify good practice. Identified areas you might wish to develop personally in order to coach or mentor more effectively. Facilitator Ultimate Performance Acting with integrity Communicating and influencing Empowering others to deliver The voice of innovation and learning Coaching for performance Encouraging continues learning and development Developing resilience in others 7

8 Session 4 High Performing Teams This session will introduce the concept of leading high performance teams. You will explore what makes a high performing team and consider how this links to the University vision and strategy. After the opportunity to reflect and consider high performance teams in a Higher Education setting, you will review different models of leadership and management and consider a selection of great leaders and managers to explore how different leadership and management styles can be used to address different challenges. The session will also include the opportunity for you to consider what leadership and management style(s) best suit(s) you, and the needs of your teams. Outcomes By the end of this session you will have: Explored the concept of high performance teams and identified what this means to the University. Discussed the difference between leadership and management. Identified the characteristics associated with great leaders and managers. Considered how different leadership and management models might be applied in the University setting. Explored how your preferred leadership and management styles impact on others. Considered leadership and management in a high performance setting and how different leadership and management models might be applied in the University setting. Facilitator Ultimate Performance Setting direction Communicating and influencing Empowering others to deliver Fostering collaboration Understanding the strategic context Strategic thinking self-assessment What is strategy Creating a strategy the Coherence Principle Creating an inspirational vision Engaging the team in key decisions Managing by walking about MBWA Goal and target setting Getting the best out of your people Managing performance Collaborative team working 8

9 Session 5 Values-Driven Leadership This session will introduce you to the concept of emotional intelligence (EI) and explore why EI is so important to leaders and managers. Looking at values and beliefs as well as the challenges a leader or manager can face when leading a team, you will have the opportunity to consider how individual values influence motivation. Focus will be given to several motivation theories, and you will be given the opportunity to consider what motivates you and your colleagues. You will explore what inspirational and transformational leadership and management is, focusing on the impact a leader or manager has on the motivation of the team, and considering what this means in the University setting. You will also examine how trust and feedback contribute to an individual s motivation. Outcomes By the end of the session you will have: Explored how values and beliefs influence your preferred leadership and management style and considered the impact of a values conflict between the leader/manager and your team. Considered what inspirational leadership and management is and how it might fit in the University setting. Established what motivation is and the differences between extrinsic and intrinsic motivation. Identified the leader/manager s responsibilities for motivation. Considered different theories of motivation and how these might be applied in the University setting. Explored the link between motivation and trust. Considered how feedback contributes to motivation. Explored what the term Emotional Intelligence (EI) means. Facilitator Ultimate Performance Communicating and influencing Empowering others to deliver Fostering collaboration Driving innovation and change Acting with integrity Taking control of my feelings Becoming a transformational leader Emotional Intelligence Energising and motivating others (Maslow and Herzberg) Empowering others through delegation Managing performance Collaborative team working Modelling an inspirational person Effective feedback skills Giving tough messages Exploring the organisation s values with your team 9

10 Session 6 Embracing Change This session will explore the principles of leading change and the connection between the University s Vision and the extent to which change is required. The session has a strong practical element and you are expected to bring with you a personal change objective you wish to work on. You will have the opportunity to apply various change methodologies to your project during the session. You will also take time to consider your own leadership or management style and explore the impact you have on others during times of change. Outcomes By the end of the session you will have: Defined your role in initiating, leading and/or managing change. Identified transformational change opportunities in your work. Reflected on the importance of leadership and management behaviours in times of change. Reflected on your MBTI type and its impact on your approach to change. Learned about and used various methodologies and approaches for leading and managing change and responding positively to emotional reactions to change. Identified a change project which you will lead/manage and created an action plan to implement it. Facilitator Ultimate Performance Communicating and influencing Fostering collaboration Driving innovation and change Acting with integrity Building consensus and support Managing by walking around MBWA Supporting others through a time of change (The Change Curve) Change management assessment Identifying personal goals during organisational change How well do I lead change? How I respond positively to change (New) 10

11 Session 7 Communication and Influencing This session will provide you with the opportunity to think about the personal presence of great leaders. You will be encouraged to find and develop your leadership voice and your personal brand. Understanding the importance of positive body language, you will look at how communication and presence underpin influence and earn credibility. The session will also provide you with an opportunity to consider how communication can lead to, and, more positively resolve, conflict. You will be introduced to a range of communication techniques including active listening, reframing and the use of anchors to alleviate anxiety. Outcomes By the end of this session you will have: Discussed the importance of having a leadership voice. Identified and developed your own personal brand. Identified areas of improvement for your own presence. Recognised and understood the importance of body language both in effective communication and in leadership presence. Practised using your voice effectively. Explored a range of communication techniques. Considered the importance of effective communication in avoiding and resolving conflict; and developing strong mutual respect and faith in working effectively together. Facilitator Ultimate Performance Communicating and influencing Driving innovation and change Effective communication skills Now that s what I call rapport Choosing communication channels Managing conflict and negativity Handling difficult interactions and achieving win/win Getting to yes Accentuate the positive 11

12 Session 8 Evaluation This session is designed to help you consolidate learning and action plan your next steps following conclusion of the Programme. You will review your experiences: the highlights, challenges and surprises and reflect on your learning from these experiences. Throughout the Programme you will have built a network of colleagues from across the University and you will be encouraged to maintain these connections after the Programme. We will dedicate time in this final session for you to work with your peers and consider how you might keep your networks alive. You will hear from a member of the University Executive on how your personal contribution can make a difference to the University and the people in it. There will be an opportunity for you to ask questions about the challenges and opportunities of leadership at the University. The session will close with your chance to offer feedback to the Programme Leaders and engage in a small social, networking event. Objectives By the end of the session you will have: Summarised your personal experience of the Programme. Highlighted and shared what you have learned. Developed a next steps action plan. Agreed on-going, mutual support with your peer-group of delegates. Offered your feedback to the Programme Leaders on the impact and effectiveness of the Programme. Facilitators Ultimate Performance Denise Swann University Executive Representative Driving innovation and change Setting direction Fostering collaboration Acting with integrity Empowering others to deliver Creating an inspirational vision Building consensus and support The necessary art of persuasion Managing by walking around Recognising success Getting the best out of your people Energising and motivating others Modelling an inspirational person Supporting others through a time of change Coaching for performance (The GROW model) Leading and inspiring others Leading by example Developing resilience in others 12

13 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 Ultimate Performance and will include delivery from other expert facilitators: Keith Whitfield, Ultimate Performance A co-founder of Ultimate Performance (UP), Keith is a training and development specialist with extensive experience in the delivery of training, coaching, mentoring and consultancy to a wide range of clients. A former senior officer in the Royal Air Force, his last role in the military was as Deputy Director of Housing for the Ministry of Defence. As a facilitator, Keith has worked at all levels of large and small organisations, specialising in executive and top team development, drawing on his extensive Board-level experience to bring to life the challenges of day-to-day leadership and management, including how to set strategy and lead change. Audrey MacNaughton MSc, Chartered Fellow CIPD, MacNaughton McGregor Ltd Audrey uses her background in finance, operational management and learning and development to design and deliver leadership programmes that are focussed on creating real and lasting change for the participants and the organisation. Her specialism is working with clients on strategy development and the building of leadership capability to drive growth and improvement. She has worked alongside many clients for a sustained period of time because they trust her integrity, judgement and flexible approach. Audrey has used MBTI as a development tool for over 15 years, helping leaders to develop in a more authentic way, true to their own preferences and making sure that they develop their strengths to full effect as well as work on areas in their role that they find less natural. She also works regularly with senior teams using MBTI to help them to use the dynamics of the group in a more effective way, embracing the diversity of thinking and therefore making more considered and inclusive strategic decisions. In her role as coach, Audrey has supported the Leadership Programmes at Northumbria for two years and through that work has helped individuals to get the most out of the programmes, develop in their roles and make changes which are proving beneficial to themselves and the organisation. 13

14 Julie Frizzell A highly engaging and skilled training consultant, Julie has over 20 years senior leadership and management experience upon which to draw. Julie s particular passion and niche expertise lies in working with young and/or new leaders to help them to develop their potential and that of their team. A former senior officer in the Royal Air Force, Julie has extensive experience in developing high performance teams and leaders as well as significant Board level experience. She is a qualified executive coach and an accomplished facilitator with an exceptional track record in delivering perfectly targeted training and coaching interventions. Sarah McNicol Sarah s highly sensitive and versatile approach is under-pinned by 22 years of personal and professional development training, coaching and facilitation, working with individuals and teams in a wide variety of contexts. Sarah is passionate about helping people to enjoy creating win-win results for themselves and the organisations they work for. A strategic thinker specialising in creativity and problem solving, Sarah takes a collaborative approach to coaching and facilitation. By gently challenging individuals and teams to slay limiting beliefs and change unhelpful habits, Sarah helps delegates and coaches to see themselves more clearly, build confidence, nurture ambition, find their own answers and reconnect with their passion. Susan Ritchie A highly engaging and skilled facilitator, who quickly builds rapport with individuals and groups alike, Sue has 25 years experience within the education field. She is a qualified teacher, coach and certified Neuro-Linguistic Practitioner. In addition to working as an Executive Coach, Sue is currently a Cherie Blair Foundation mentor for overseas female entrepreneurs, as well as an approved and registered Growth Coach for businesses. Sue s particular field of expertise lies in working with leaders to help them to develop their personal impact and executive presence in the workplace. Her considerable overseas experience, working with different cultures, allows her to bring a different perspective to coaching and facilitating, encouraging individuals to achieve more than they thought possible by meeting challenges with a self-awareness that empowers them to take responsibility for their own direction and achievements _09/14

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