GOVERNMENT OF THE NORTHWEST TERRITORIES LEADERSHIP DEVELOPMENT PROGRAM PROGRAM GUIDELINES

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1 1. Purpose The Government of the Northwest Territories (GNWT) has partnered with the University of Alberta School of Business, Executive Education, to create the GNWT Leadership Development Program for executive managers, managers and emerging managers in departments, boards and agencies ( departments ) of the GNWT. The Leadership Development Program supports Goal 4 of 20/20: A Brilliant North, NWT Public Service Strategic Plan to develop a sustainable core group of middle and senior managers in the GNWT and to value organization and individual learning in the GNWT. The purpose of the Program is to assist the GNWT in workforce planning by providing managers and emerging managers with opportunities to further enhance their existing management competencies, and to prepare them for future roles and/or advancement within the GNWT. 2. Program Overview There are three streams within the Program, with the content of each stream adapted to the specific level of management: Emerging Managers; Managers; and Executive and Senior Managers. The modules in all streams are presented using a combination of lectures, group discussions, and case studies. The content of the modules and the case studies are continuously reviewed to ensure they are current and relevant. Emerging Managers This stream helps participants view their workplace, and those with whom they work, with sharper focus and clarity. Participants gain an understanding of why they behave in a certain way and why others may behave differently in the same situation. This stream also helps participants understand the options available to them as they perform their daily tasks and interact with others. Emerging managers are provided with a leadership tool kit to support them throughout their leadership journey. April

2 Who Should Participate? GOVERNMENT OF THE NORTHWEST TERRITORIES Front-line supervisors and managers who are accountable for the supervision and performance of individuals or teams. Supervisors or managers with less than two years experience in the role. Employees who are preparing for future growth opportunities in a supervisory or management role. Managers This stream is designed to help managers enhance their leadership skills. It also affords them the opportunity to learn from colleagues and develop networks that are vital for success in a changing environment. Key learnings of the program develop collaboration through trust, thinking, acting strategically, and planning for and effectively manage change within GNWT departments, boards and agencies. Who Should Participate? Supervisors and managers who have a minimum of two years management experience in their current role. Supervisors and managers who are preparing for future growth opportunities in a senior management role. Executive and Senior Managers This level is a comprehensive strategic approach to leadership development and leadership continuity designed with the recognition that senior leaders are a corporate resource within the GNWT. Each module merges practical knowledge with a theoretical foundation, and incorporates issues relevant to the northern public service. This stream is also intended to facilitate personal development in relation to the relevant behavioural competencies. Who Should Participate? Senior managers (Directors, Regional Superintendents, Superintendents, Chief Executive Officers), Assistant Deputy Ministers and Deputy Ministers. April

3 Senior managers and Assistant Deputy Ministers with a minimum of five years management experience in their current role who are preparing for future growth opportunities at the executive level. Deputy Ministers who are interested in enhancing their existing executive management skills and knowledge. 3. Eligibility The Leadership Development Program is open to all territorial public service employees except employees covered by the Northwest Territories Territorial Teachers Association Collective Agreement and employees of the Northwest Territories Power Corporation. 4. Program Capacity The size for each stream is 30 participants each. 5. Program Content and Length Please refer to Appendix A for the program content and schedule for each of the streams. Courses for each stream take place over a three month period; the length of time required to take each stream is as follows: The Emerging Managers course length is eight days in total. The Managers course length is 9 days in total. The Executive Managers course is seven days in total. April

4 6. Application and Selection GOVERNMENT OF THE NORTHWEST TERRITORIES Twice annually the Department of Human Resources advises Deputy Heads of the opportunity to submit applications: Applications may be submitted in January for courses starting in April; and Applications may be submitted in June for courses starting in September. The Department of Human Resources reviews applications against the program criteria and provides notification of approval to Deputy Heads and participants. Applications must be accompanied by a current resume, letter of intent and job description. Nominated applicants must have a current, positive performance appraisal on file.. Deputy Heads are advised in writing by the Department of Human Resources of the results of the application review. Individual participants accepted into the program are sent an electronic confirmation in advance of the program start date. Pre-course material is also sent via (where applicable) prior to each session. 7. Program Cost The course fee for all three streams is $350 per participant per day. All course fees, any travel and related expenses associated with attendance are the sole responsibility of the employee s department. If an employee has registered for a course or courses but is unable to attend, the department is billed the applicable fees. Should a participant change departments, they remain enrolled in the program. Costs for any remaining courses are the responsibility of the employee s new department. April

5 8. Link to Performance Management It is the responsibility of each participant and their supervisor to ensure participation in the Program is reflected on learning plans developed as part of the performance management system. 9. Other Nominated candidates must be willing to attend all modules, as scheduled. The supervisor of nominated candidates must commit to support the learning and work to ensure that the selected candidates attend all learning sessions, as scheduled. Participants in all streams must complete all modules to be eligible for a certificate in the program. The certificates are presented after the final module in each program. April

6 APPENDIX A COURSE CONTENT AND SCHEDULES EMERGING MANAGERS Research shows that the addition of coaching to a leadership development program significantly increases the application of learning and permanent behaviour change. As part of the Emerging Managers stream, participants receive coaching from certified executive coaches for six months following the program end, to reinforce concepts and transfer knowledge to the workplace. This holds emerging managers accountable for moving their goals forward to implementation and finally, completion. Module 1, Authentic Leadership and Managing People Competencies: Authentic Leadership; Engaging Others; People Management. This two day course assists emerging managers to develop abilities in communication, raising self-awareness, building effective team, and understanding impact of others. Participants examine their personal leadership values related to the GNWT s public service values, vision, ethics and goals. Through coaching and impactful conversations, participants begin to understand reasons for motivation, which helps create stronger leaders in the GNWT. Module 2, Engaging Others Competencies: Engaging Others; People Management; Action Management. This two day course addresses relationship building, trust, valuing diversity, and the art of management up all of which result in being a productive GNWT leader/manager and building high performance and dynamic teams. Participants learn how to lead through strengths and inspiring their teams, as well as engaging internal and external stakeholders. An introduction to the Action Learning Project also takes places. The Action Learning Project is intended to address an existing workplace challenge, and in doing so, benefits participants and their work unit. The program supports participants throughout their project development by providing frameworks from which they can build project plans, receive coaching from instructors and peer mentor groups. The project is introduced in this Module, and, between Modules 2 and 3, participants are expected to meet with their supervisor, develop the project, and get feedback from instructors. Module 3 requires participants to come prepared with a finalized idea for discussion in their peer mentor groups. Presentations take place on the last day of the program in Module 4. These projects are not intended to increase the workload of participants. Rather, they are projects that the participants are planning on implementing as part of their role. This gives an opportunity to apply the learnings in a real life scenario. April

7 Module 3, Systems Thinking Competencies: Authentic Leadership; Systems Thinking; Sustainable Management. This two day course takes a strategic look at organizational leadership. Key elements include creative problem solving and decision making, organizational dynamics, and balancing internal and external stakeholder expectations. Participants examine the ability to influence from where they stand, developing multi-faceted supervisory/leadership roles. Module 4, Action Management and Sustainability Competencies: Sustainable Management; Action Management. During this two day course, participants spend time understanding their own reactions to change in a complex environment, as well as effective resource management. They also learn how to build strategic relationships and focus to achieve results. Finally, the Action Learning Projects are presented to the class. MANAGERS Module 1, Transformational Leadership Competencies: Authentic Leadership; Engaging Others; People Management; Action Management. Leadership development is an on-going, personal and situational challenge and requires on-going attention and commitment. This three day module has participants establish the necessary on-going habits and processes to ensure that they commit themselves to continuously improve their leadership abilities. Participants leave after the first two days of module challenged to further increase their understandings of the five leadership practices as presented by Jim Kouzes and Barry Posner in their book entitled The Leadership Challenge, to implement some leadership improvement strategies, and to support and assist/coach a partner as he/she attempts to implement their leadership strategies. Participants return after approximately six to eight weeks to report on their further understanding of themselves as improving leaders and receive more detailed understandings of themselves as leaders through the use of a self and observer 360 degree assessment tools (i.e. the Leadership Practices Inventory). Module 2, Building Collaborative Relationships and Creating Trust Competencies: Authentic Leadership; Engaging Others; Sustainable Management; People Management; Action Management. Most organizations rely heavily on collaboration within teams, across functional units, or in alliances as a means of producing results at multiple levels in their organization. Trust is essential because it is the foundation of all collaborative enterprise and considered the number one factor in high performance teamwork. Years of in-depth work in building, managing, and repairing collaborative ventures has culminated in an Architecture of Trust that produces highly effective internal teams and April

8 cross-boundary relationships. This breakthrough architecture can be systematically implemented replicated, diagnosed, and taught to employees to produce consistent results. This two day workshop applies the best practices of trust and high performance teamwork and how these can be used in order to build collaborative relationships in order to achieve outstanding results. Module 3, Strategic and Systems Thinking Competencies: Systems Thinking; Sustainable Management. The purpose of this two day course is to improve the effectiveness as a manager within the public service by providing the tools to think and act strategically across entire systems. Strategic management and systems thinking is the foundation of transformational leadership. Participants learn how to apply the concepts and processes of strategic management within the GNWT and how they work in practice and within the very different contexts of each department. Module 4, Leading Change Competencies: Authentic Leadership; Action Management. Leading change is one of the most complex parts of your role. In this practical, interactive session, participants learn about the process of planning for and leading change implementations in their area. Combining best practice with real-world experience gained in large-scale change initiatives, the instructor explores change management theories and concepts from both a leader and team members perspective. The class learns tools and strategies to increase success as a leader in implementing change, and in supporting teams through transition. EXECUTIVE AND SENIOR MANAGERS Module 1, Enhancing Your Leadership Abilities Competencies: Authentic Leadership; Engaging Others; People Management; Action Management In this three day module participants examine their executive and senior management leadership challenges through the lens of the five leadership practices presented by Jim Kouzes and Barry Posner in their book entitled The Leadership Challenge. As a result of their analysis of their leadership challenges, the participants develop a comprehensive personal leadership plan. Participants also have an opportunity to test and re-test their leadership development/improvement through the use of a self and observer 360 degree tool (i.e. The Leadership Practices Inventory). Participants are encouraged to commit themselves to continuously improving as leaders and to commit to teach and coach their direct reports and others to be as successful as possible. Module 2, Engaging Others April

9 Competencies: Systems Thinking; Engaging Others; People Management; Action Management. This one day session provides participants with the opportunity to work on their own real world examples; applying proven best practices to form, manage, regenerate and innovate strategic relationships between their organizations. Participants work interactively, applying the most effective principles, best practices, and methodologies with other organizations resulting in the development of actionable plans to achieve breakthrough results. Module 3, Systems Thinking Competencies: Systems Thinking; Sustainable Management. Governments are expected to think and act strategically, across large systems and over the long term. Public sector senior managers continuously engage in problem solving and decision making as they establish strategies, policies and directions; guide employees; support operational activities; innovate and manage change. As such, problem solving and decision making represent the essence of leadership. These are all complex thinking skills. Thinking strategically involves a number of different, yet complementary, thinking approaches including strategic, innovative and agile thinking. In this one day course, participants learn how to increase their personal effectiveness as a leader; strengthen organizational leadership capacity; enhance their thinking skills and enable action across the GNWT. Module 4, Action Management and Sustainability Competencies: Sustainable Management; Action Management This two day session covers the strategic and operational aspects of results-based management in the GNWT. Participants review a results-oriented approach as a tool for motivating and communicating high-level issues within their department. The session also emphasizes the strategic importance of results reporting as the foundation of accountability between government and citizens. As well, participants examine their operational role in ensuring results reporting and results management are technically sound. Participants are provided with frameworks for understanding how value is created in an organization and how resources should be allocated. April

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