APS6 Leadership and Management Development Programme. Manager Meetings Guidelines
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1 APS6 Leadership and Management Development Programme Manager Meetings Guidelines
2 Participant and Manager Meetings Purpose As a manager you play a key role in the participant s learning throughout the Programme. To gain the most benefit from the Programme, the participant requires your support to fully participate in the learning experience. Regular scheduled meetings with you allow time to share learnings, find opportunities at work to practise and apply new skills and processes, discuss successes and challenges, and to give feedback. In fact, the programme begins with a Pre- Programme Manager meeting. The pre- programme meeting is focused on exploring the understanding each of you has of the APS6 Work Level Standards. An agenda and prompt questions for this important meeting can be found on the next page. Three subsequent meetings are scheduled between workshop days and after the final day of the programme. In subsequent meetings the aim is to share and discuss the participant s Learning Journal (observations and insights) opportunities to develop the participant s learnings at work opportunities to apply the participant s learnings at work successes and challenges the participant has had applying or developing learnings the participant s Development map and Action Plan to deepen and embed learning. The format of these meetings is up to you and the Programme participant, however it is important to cover all of the objectives outlined above. APS6 Leadership and Management Development Programme Manager Meetings Guidelines 2
3 Pre- programme Manager Meeting (#1) Important: The Programme starts with this conversation. Information gathered from this meeting will be used on Workshop Day 1. Agenda Explore the APS6 Work Level Standards and how they apply to the participant s current role Commit to supporting your participant to practice and apply their learning during the Programme Schedule 3 follow up meetings 1 between each day of the Programme and one 2 3 weeks after the last day of the Programme APS Work Level Standards In this meeting you are invited to explore and compare your understanding of the job descriptions in the APS Work Level Standards for APS6 with that of your participant s understanding of the same Work level standards. See and- media/current- publications/worklevel- standards. The purpose of this structured conversation is: to find out what your participant thinks these words mean in practicality, and for the participant to hear what you think they mean It is very likely that you and the participant have different interpretations of the words written in the work level standards. The human reality is that each individual makes meaning of the world in different ways. If the meaning- making of two people differs (e.g. yourself and the participant), the potential for miscommunication, misunderstanding and conflict is present. In this Programme we will be exploring the many ways that you can work with this reality to maximise the upside of your different meaning making (e.g. development, creativity and learning) and minimise the downside (e.g. conflict and disengagement). If you have already had this conversation it will be useful to review and perhaps ask deeper questions. Approach Adopt a curious stance... neither you, nor the participant, have the right interpretation and at this stage there is no need to land in a place of common agreement (although that might happen). This conversation might present a challenge for some people. The questions suggested below are a way to deconstruct the conversation to keep it confined to the Programme purpose outlined above. Please record your thoughts as you go. This information can be used for reflection and sharing at the workshop. APS6 Leadership and Management Development Programme Manager Meetings Guidelines 3
4 Exploring the APS Work Level Standards For each of the following Work Level Standards there are suggested questions to ask of each other. You do NOT need to ask ALL these questions; these are suggestions only. The questions are designed to highlight and investigate some of the words or phrases used in the standards. Assumed mutual understanding might actually yield differing views. The intention is that you both answer the same questions. This is a shared exploration of each of your perspectives. N.B. There might be no clear answers for some of these questions. In a complex environment often the best we can do is to share our understanding so that at least we are clearer about where each person is coming from and to be alert to the need for on- going conversations on a case- by- case basis. The questions are quite prescriptive choose two or three as a starting point to explore each of the following Work Level Standards. Setting priorities for the work area, maintaining team cohesion, and ensuring quality of outputs for the work area. Work area What is your definition of this term? Are we discussing the people, the work output, or both? Team cohesion What does team cohesion mean to you? How do you know when the team is cohesive? What do you notice when the team is not cohesive? What processes do we have in place to maintain cohesion? What specifically do you regard as my responsibilities in order that I maintain team cohesion? Under what circumstances would you / do you become involved if you perceive a lack of cohesion? Quality of outputs How do we measure quality? What does the word mean to you? Is it possible to be clear for all standards or do we need to deal with shades of grey? APS6 Leadership and Management Development Programme Manager Meetings Guidelines 4
5 Notes APS6 Leadership and Management Development Programme Manager Meetings Guidelines 5
6 Contributing to the development of team objectives for short term tasks and strategic planning for longer- term initiatives. Development of team objectives What is our process to articulate the team objectives for both short and long term tasks? What does the team development process generally look like? Contributing What does contributing mean to you? What specifically would demonstrate that I was contributing? How do you measure the level of my contribution? Contributing to managing change and uncertainty in the workplace. Thinking about a recent example of change and/or uncertainty and projecting into an assumed future situation What are your expectations of me in regard to managing change and uncertainty in the workplace? What specific things would you like me to do to contribute to managing change and uncertainty in the workplace? How do we measure success in our shared management of change and uncertainty? Proposing and facilitating innovation initiatives and contribute to business improvement strategies and to change in workplace practices. Proposing What do you see as my level of autonomy with regards to proposing changes? When is it appropriate for me to offer change proposals to you only and when is it appropriate for me to offer change proposals to the team? What is your preferred method of proposal e.g. discussion, a written proposal? APS6 Leadership and Management Development Programme Manager Meetings Guidelines 6
7 Notes APS6 Leadership and Management Development Programme Manager Meetings Guidelines 7
8 Have significant responsibility for the supervision and development of lower classification levels; build team capacity through coaching, performance feedback; and encouraging career development. Development What does this word mean to you in this context? How would we measure the level of development? Capacity What does team capacity mean to you (e.g. is it the same as capability, or does it imply resourcing also)? What skills or capabilities do you think are well developed in the team? What skills or capabilities do you think we need to develop? Coaching When you think of coaching in this context, what comes to mind? What specifically do you imagine I would be doing in this regard? Based upon your experience, how much time do you expect I will spend in coaching activities? Again, from your experience, what resources are available to me that would allow me to enhance my coaching capability? Performance feedback What do you have in mind when you think about performance feedback in this context? Which team members am I authorised to engage in performance feedback? How would you like to receive feedback from me? If I have a performance issue with someone reporting to me what process would work best in order to most effectively get your support and input? Supervise a team performing related roles (If you are not supervising staff, it might still be of value to pretend you are and to ask questions like the following) Supervise What does supervision mean to you? From your perspective, what are the indicators you use to determine whether or not I am supervising? APS6 Leadership and Management Development Programme Manager Meetings Guidelines 8
9 Notes APS6 Leadership and Management Development Programme Manager Meetings Guidelines 9
10 You could also discuss What would you like the participant to achieve in the Programme? If the participant achieved that, how do you think that could help the participant? How could that help you? Remember to schedule three more meetings between each day of the Programme and one after the final workshop day. APS6 Leadership and Management Development Programme Manager Meetings Guidelines 10
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