SLMS : Future Leaders Programme Overall Structure

Transcription

1 SLMS : Future Leaders Programme Overall Structure SPONSOR Stage 1 July Sept Design & Marketing Stage 2 September Talent Q & Launch Event PROJECT Stage 3 Leadership Workshops X 7: October - April Format of each Session: Update on Action taken, Projects and Capturing Learning Models, Theories and Skills Development Action Learning Sets (of 7/8 people) Reflection Action Planning Stage 4 Review Workshop to involve Sponsors Stage 5 Mentoring, Internal Coaching & Shadowing Coaching Sessions 2 per delegate with Facilitators

2 High Level Overview of SLMS : Future Leaders Programme Workshop 1 October What is Leadership? Leadership Journey Transactional v Transformational Leadership Leadership Models Managing Diversity Introduction to Reflective Learning Introduction to Action Learning Workshop 2 November Strategic Leadership Taking Action in the System Strategic analysis of context/challenges Complexity theory and Decision Making Framework Mapping and dealing with the challenges of a constantly changing and complex system Workshop 3 December Managing Teams and Performance How are we different? A deeper look at the Myers Briggs Type Indicator Stages of team development MBTI and teams Managing Performance Workshop 4 January Managing Change in the System Dealing with Technical and Adaptive Change Managing transitions Leadership roles in Managing Change Workshop 5 February Leadership Dynamics Building Relationships & Networking Power Stakeholder Management Influencing Workshop 6 March Finance for the Non- Financial Manager Workshop 7 April Realising my Potential Provided in house Personal Brand/ Reputation Building Relationships & Networking Resilience Diversity Managing Careers differently Coaching Skills Sharing learning Outcomes of Projects What Next? Workshop 8 May Showcasing Learning

3 Our Proposal Our proposal is focused on developing the leadership capability of Future Leaders within SLMS. The Programme will enhance personal leadership capability, which will help build organisational capacity for adaptive change, improve efficiency in times of diminishing resources and develop capability for working collaboratively to deliver effective outcomes. Our experience of delivering leadership development programmes means we understand the critical design and delivery considerations that are most effective. We help participants understand their organisational culture, gain insights into their personal progress and build personal and organisational ambition. We actively promote fairness and equality in all our work and bring a commitment to high standards and a belief in the value-adding capability of diverse and inclusive leadership approaches. We encourage personal responsibility to act consistently and authentically in the pursuit of goals leading to improved outcomes. Our Approach Our approach to leadership draws upon a range of thinking which has, in our experience, been of practical relevance to leaders, namely; leadership is a journey on which history and experience, current untidy realities and future ambitions play equal parts; leadership is about self and understanding ones values, emotional intelligence, style and capabilities leadership is situational, working from the demands of the task and people in it; leadership is juggling features of reality developing and delivering vision and outcomes; negotiating between various interests; and enabling people and cultures to change; leadership is about spotting what is important and having the focus and courage to stick with that. We work actively to create learning environments which: Energise and provide space for reflection; Are focused and at the same time flexible in response; Provide challenge and support ; Are highly participative and enable individuals to share vulnerabilities; Facilitate learning from one another and enable individuals to take meaningful action; Work to increase understanding of the wider context and the multiple perspectives which inform that context. We would seek to: Equip individuals with the necessary skills, knowledge and behaviours in order to enhance personal leadership capability for transformation

4 Instil a strong sense of the importance of using personal power and selfbelief to achieve goals Strengthen the link between building personal leadership capability and organisational effectiveness to drive excellence and efficiency The Programme will enable participants to apply the skills, knowledge, and behaviours learnt on the workshops at an organisational level, and embed into their everyday practice. The design of the Programme will: Enable participants to develop strong links between their experiences on the programme and their everyday organisational world, including using real world problems and issues particularly action learning; Embed a self-assessment and reflection process into the programme that enables participants to develop the critical self-awareness to identify how their own skills development potential is being transferred across into their own organisations; Incorporate learning reviews within the programme design; Encourage feedback and learning logs to be kept; in particular regular and honest feedback from line managers and peers Workplace project ; Encourage robust personal development appraisal plans to secure organisational goals and personal aspirations. Improvements in participants performance at work will be primarily demonstrated through progress on the work based assignments. We will encourage participants to keep a detailed learning log on what elements of the programme they have transferred to their projects. This will include knowledge gained, tools and techniques used as well as processes which help to build trust and good relationships with colleagues. Through these work-based projects, participants will also be able to identify their contribution to improving the organisation s performance. This will be set out in the business case for the projects together with effective measures to assess the impact. Evidence from progress will be used to demonstrate the links between individual performance and organisational performance. Project Team and our Previous Work We are a diverse team who bring a range of distinctive qualities, a sound understanding of the issues and wide ranging experience that is particularly appropriate to this programme. As a team we have unrivalled experience in the field of devising, facilitating and delivering transformational leadership programmes as well as working on a range of equality initiatives across the public sector including HE and NHS. Our work seeks to actively build the requisite skills amongst participants, to enable effective learning which they can use to address both professional and organisational challenges. We have significant experience of using coaching to work with individuals to deliver both personal and organisational change.

5 Our delivery team will be: Rajwant K. Bains MBA Henley Management College; M. Soc Sc; BA (Joint Hons) and in final stage of MSc in Executive Coaching and Behaviour Change Rajwant brings over 25 years experience in leadership development, management development and management of change to her consultancy and executive coaching practice. Following a successful career in academia, at the University of Liverpool, Rajwant held a number of senior leadership positions in local government including Head of the Corporate and Strategic HR function. Here she had lead responsibility for the successful delivery of major change programmes including the safe transition from a district council to a unitary authority. Since setting up her consultancy business in 2001 she has designed and delivered many innovative and highly acclaimed programmes (at regional and national levels) across different sectors. She is equally at home working with individual leaders and leadership teams. Rajwant uses her highly developed training, facilitation, mentoring, coaching as well as consultancy skills to undertake projects covering all aspects of organisational and individual development. It is her expertise combined with her passionate belief in human potential that enables her to design and facilitate effective and engaging programmes. Her clients have commented on her ability to quickly and accurately understand their requirements - and to get to the heart of the issue incisively to support the development of practical and workable solutions. As a coach she provides a supportive (yet challenging) confidential environment where the individual has an opportunity to step back from day-today pressures and focus on resolving issues/challenges/dilemmas. It is her ability to energise, facilitate creativity and innovative thinking that enables clients to see possibilities, develop actions and seize opportunities to achieve their goals. In doing so the client enhances their performance and, ultimately, that of the business. Her reputation for excellence is based on clear ethical standards, and a commitment to ongoing personal and professional development. Rajwant is an Associate of Henley Business School and her work includes coaching executives from different sectors on the Executive MBA Programme. Rajwant also delivers on one of Tavistock Institute s leadership programmes as well as coaching entrepreneurs on the New Entrepreneurs Foundation. Rajwant is in the final stages of Henley Business School s M Sc in Executive Coaching and Behaviour Change. She also holds a Certificate in Coaching Practice through a body accredited by the International Coach Federation (ICF) and a Certificate as an NLP Practitioner. Her other qualifications include an Executive MBA from Henley and a Masters from University of Birmingham. Rajwant is qualified in the use of MBTI. Areas of expertise include: Strategy Development and implementation Strategic Review and Visioning Business Strategy and Creativity - a range of projects involving working with the senior leadership teams (including NHS Boards) to develop strategy for major change initiatives including work on culture change

6 Facilitation of Away Days - working with senior leaders and middle managers to develop strategy for major change programmes. Organisation and Leadership Development Senior Leadership Development Programmes Design and delivery of strategic leadership programmes for key clients e.g. UCL and National Skills Academy Specific Leadership Development Programmes including Positive Action Programmes for Women and Black and Minority Ethnic Managers Management Development Programmes this includes the design and delivery of programmes covering all aspects of management from recruitment of staff, managing performance, managing change, managing the transition from management to leadership, resilience and handling difficult conversations Executive Coaching including Chief Executives, senior leaders, and those newly appointed to senior roles as well as women on high potential programmes to secure career progression to senior leadership roles in the insurance sector Mentoring including work with senior HR leaders on major change programmes Action Learning sets Cultural Change including managing diversity and inclusion as part of overall organisational effectiveness, efficiency and business transformation programmes. Research, Lecturing and Conferences Research into the ways coaching programmes can support the progression of women to Partner level in a top Professional Services firm Range of research projects, including design and co-ordination of focus groups across different areas to highlight policy issues and present feasible and viable options Research to identify barriers to progression of Black and minority ethnic staff to senior level management roles with feasible options for future action to the senior management team Lecturer on a leadership programme at the Tavistock Institute Design, organisation and Chair of a number of conferences at national and regional levels to influence and develop policy. Anjali Arya - B.A (Hons) in Law & Oriental Studies (Cantab), a Masters in Business Administration from Henley, a Post Graduate Diploma in Coaching & Mentoring, and is a Fellow of Chartered Institute of Personnel & Development (FCIPD) Anjali Arya is a management, leadership and organisation development consultant specialising in strategic management and people development. Formerly the Head of Personnel of a large public sector organisation, she has worked with a wide range of institutions across a range of sectors - including central government (Dept of Health), NHS (up to an including Leadership Teams and Boards), criminal justice system and local government - on issues such as organisation and leadership development, change management, performance management and diversity and inclusion. She has excellent communication and analytical skills and has worked in a variety of ways with individuals, groups and structures to ensure solutions are focused, realistic and cost effective, so as to enhance people and enable organisations to be more effective.

7 Anjali has considerable board experience having been a board member of the Royal National Theatre (NT), a Non-Executive Director of the Crown Prosecution Service, Paradigm Housing Association and the Solicitors Disciplinary Tribunal. She has previously been the Chair of an Arts Centre in West London and a member of the management committees of the Housing Advice Switchboard, an HIV/Aids charity and an Asian Women s organisation. Areas of Expertise Leadership & Management Development Designed and facilitated workshops, seminars, action learning sets and discussions targeted at Chief Officers, Senior Management Teams,and politicians to achieve positive and clear outcomes. Designed and delivered a range of Leadership Programmes for senior managers and Directors. Devised and run positive action Leadership Development Programmes targeted at Black, Asian and Minority Ethnic managers and Women managers. Designed and delivered leadership programmes for elected members in local government. Considerable experience of one-to-one executive coaching and facilitating action learning for senior managers across the public and voluntary sectors including running service wide coaching programmes. Carried out service and organisation wide training needs analyses. Organisational Audits and Reviews Carried out a range of audits including reviewing organisational cultures and proposing strategies for change, reviewing personnel policies and structures for their effectiveness, reviewing processes to improve business efficiency, and carrying out training needs analyses. Managing Performance Reviewed performance management systems and devised and run a range of workshops on how to deal with Harassment & Bullying, Managing Performance, Handling Discipline and Managing Sickness Absence. Diversity and Inclusion Thinking Partner on the Department of Health sponsored Race for Health Programme for a number of years. Co-author and pioneer of the Equality Framework for Local Government. Trialed the Equality Standard for the Police Service for the National Police Improvement Association. Authored a number of case studies highlighting good equality practice in local government. Worked to integrate equalities into mainstream processes in order to achieve real outcomes in improved services and employment processes. Sought after advisor and conference speaker on change management, leadership and equalities issues. Worked with the Local Government Employers Organisation to devise a tool kit and ran nationwide training on the implementation of the Race Relations (Amendment) Act Worked with the Commission for Racial Equality on the training implications arising from the introduction of the Race Relations (Amendment) Act 2000 and the Equal Opportunities Commission on piloting the implementation of the new Gender Duty across the public sector.

8 Andy Holder BSc(Eng), MSc(Eng), MSc(Org Psych & Soc) DIC, MICE, RSA aha consultancy Andy has worked with public services as a facilitator of strategic change and personal leadership for more than 30 years. universities. He studied engineering and organisational psychology and sociology at Queen Mary and Imperial Colleges, London University. After initially working as a transportation planner in an engineering consultancy he retrained in leadership and organisational change and then taught for 15 years at the School for Advanced Urban Studies at Bristol University. He has been a visiting fellow at the University of the West of England and provided strategic management programmes in four He established aha consultancy in 1990 and has run aha as a public sector consultancy committed to supporting local government, housing organisations, universities and local strategic partnerships as they face major change. He has provided consultancy advice, facilitated development and reporting on organisational problems for many public organisations and partnerships. Most notably this has been at corporate political and managerial levels, but also specifically in adult and children s services, environmental services and housing. He combines shaping strategy and transformation work with personal leadership and organisational development. Currently active in shared services & management across public services. Recent work has included: Enabling the forming and revitalisation of partnerships to meet the Government s budget and policy agendas - shared services, strategic partnerships, delivery vehicles and development ventures; Facilitating many top teams political and managerial in many councils on their strategic, operational and developmental work, particularly after elections and meeting the Government s new agenda; Writing the Local Government Association s (LGA) guidance Inside Top Teams A Practical Guide and many other national documents; Leading through aha contracts for the Personal Leadership Modules for the LGA s Leadership Academy for council leaders over ten years; Facilitating transformational cross-council partnerships with both Cabinet/Executive and Corporate Management leadership; Facilitating change workshops with the University of West of England Applying the top team experience to wider initiatives in Australian and Finnish local government and teaching regularly at the Finnish Civil Service College; Mentoring council leaders, chief executives, senior politicians and directors; Facilitating of organisational development, cultural change and strategic partnerships in diverse public organisations: local and central Government, housing organisations and NHS Andy is qualified in the use of NLP, MBTI and Temperaments. Andy Holder andy.holder@ahaconsultancy.co.uk;

9 Mike Green B.Sc., Dip Psych., MBA, FCIPD Transitional Space An executive coach, organisation & leadership development consultant, tutor and author with a passion for helping individuals and teams set their vision and achieve their goals. For over twenty years he has been helping individuals, teams and organisations in all three sectors manage change. He is also a prolific author having written a number of leadership, change management and personal development books and manuals all underpinned by extensive research and based on practical organisational experience. Professional Background Mike is an Economics and Accounting graduate from the University of Bristol but quite early on in his career decided to involve himself in industrial relations, human resources and management development. He is a qualified psychodynamic psychotherapist, has an MBA from Henley Business School and a Fellow of the Chartered Institute of Personnel & Development. He is also an accredited Executive Coach He is a Visiting Executive Fellow at Henley Business School, tutoring in Leadership & Change, People & Performance and Personal Development on the MBA programme and working on bespoke executive education programmes. Mike s clients are drawn from all three sectors and he has consulted and coached with Allied Domecq, Bristol & West plc, Britannia Building Society, Deutsche Telekom, IBM, Linklaters llp National Westminster Bank, QinetiQ, Zurich Financial Services as well as the NHS, a number of Local Government Authorities and Central Government Departments and Agencies. Recent work has included: Personal Development tutor & coach for the numerous programme members on the Executive and Flexible Learning MBA at Henley Business School Executive coach for programme members on Deutsche Telekom Change Management Certificate Programme Ongoing coaching & mentoring of a number of senior managers, for example: o Coaching of a financial services CEO o Coaching of Head of Partner HR at a City law firm o Coaching of a recently appointed software company Marketing Director Individual coaching, action learning group facilitation and delivery of a management development programme for a global NGO Writing of course materials for Henley Business School MBA modules ~ Personal Development, People & Performance; and Leadership & Change. Dissertation supervisor for MSc in Coaching at Henley Business School Designing and facilitating the Personal Leadership Programme for the LGID s innovative Leadership Academy for Council Leaders Designing and delivering a two year Management Academy the 60 most senior managers in a social housing organisation

10 Lead consultant, organisational development for a large unitary local authority, focussing on planning & performance frameworks, competency development, top team development and the management of change Professional Bodies Fellow of the Chartered Institute of Personnel and Development Member of Association for Professional Executive Coaching & Supervision Member of Association of Change Management Professionals Key Publications: Making Sense of Change Management (with E. Cameron); Kogan Page. 2004; 2 nd ed. 2009; 3 rd ed Change Management Masterclass; Kogan Page; June 2007 Making Sense of Leadership (with E. Cameron) Kogan Page Sep 2008 Leadership and Personal Development: A Toolbox for the 21st Century Professional (with K. Kruckeberg and W. Amann) Charlotte, NC, Information Age Publishing (2011)