IPMS Curricula of Leadership Programmes

Transcription

1 IPMS Curricula of Leadership Programmes Version: issued: October 2015 Manager of Managers RANGE OF ROLE A Manager of Managers is a critical role in the management of an organisation. They get results by getting their managers to manage both their people and the business process they are responsible for. In essence, a Manager of Managers must be pure management. Therefore, it s critical that promotions to this level be based on people and business leadership ability rather than on technical competence, as they have to make this layer work by holding their managers accountable. They select managers, assign managerial and leadership work, measure their progress as managers and coach them. Pure management of their managers, their services and the holistic performance of their business. Successful performance in this key coaching role is fundamental for busting organisational silos and creating lateral organisations where performance takes precedence over format. Must begin to think beyond their own unit and connect their unit to the whole system they operate within and not be self-restricted to operating in one arena.* page 1

2 Guiding Policy and Outcomes The guiding policy of an IPMS Manager of Managers is practicing pure management operationally and through highly effective supervisors and managers of others. IPMS will deliver a manager who will: Install and operate the IPMS 8 Stages of Business Readiness system to deliver sustainable business performance on time, to cost and at quality. Coach their managers to live the brand, values and spirit in delivering all business services on time, in full. Think beyond their own unit and connect their unit to the whole system they operate within. Prices on application: prices are regionally based and depend on point of delivery. Overview A Manager of Managers learns to install and master the Eight Stages of Business Readiness. This robust business management framework brings systems thinking into operational performance management. The manager learns how to set up and run a business. It is a system and has all the right components to set up and succeed. The Stages are in a specific sequence that must be established in this order and can then be maintained concurrently. Behind each of the 8 Stages are multiple toolsets, each of which is essential to a Stage working. There are 8 Stages - each described in the table shown here. page 2

3 The Programme Structure The toolsets are trained in Key Areas of Management Performance master classes called Training KAMPs. A KAMP training group size is They work and triangulate in KAMP groups of 4 Manager of Others traditional, has 4 KAMPs of 4 days. The Programme Process KAMP 1 is four days and is focused on VISION/CULTURE/GOALS. It unpacks and aligns values, purpose and culture. It examines leadership styles and how to manage different style. It is highly experiential and focused on the individual manager, such that they can focus on their individuals in their team. KAMP 2 is four days and is focused on defining ones' core business goals and purpose. A compelling STATEMENT of SERVICE, identifying one's STAKEHOLDERS, mapping BENEFITS of SERVICE to STAKEHOLDERS. It is highly experiential but focused on the individual manager leaving with a clear proposal to with stakeholders and their team. Then the mapping of a complete SERVICE MAP in detail. KAMP 3 is four days and is focused on identifying all the SKILLS GROUPS required to deliver the service map and building a RESOURCE PLAN. It is again highly experiential and focused on the manager leaving with a complete service mapping framework to teach their team and develop it in completeness. KAMP 4 is four days and is focused connecting PEOPLE MANAGEMENT, TEAMS and INDIVIDUALS to the SERVICE MAP. It brings KAMPs 1, 2 and 3 together into business. team and individual performance plans. It is focused on the manager leaving with a complete business, team and individual performance plan to implement the Eight Stages of Business Readiness. After each KAMP there is a project based assignment that relates to the role of the manager and performance scorecard. As a delegate completes the KAMPs, their performance scorecard is positively impacted. They submit a 'body of evidence' at the end of the 4 KAMPs, which is assessed and this triggers Graduation. page 3

4 KAMP 1 - Agenda - THE LEADER MANAGER VISION / CULTURE / GOALS KAMP 1 is four days and is focused on VISION/CULTURE/GOALS. It unpacks and aligns values, purpose and culture. It examines leadership styles and how to manage different style. It is highly experiential and focused on the individual manager, such that they can focus on their individuals in their team. KAMP Learning Element KAMP Toolkits The Manager of Managers Programme 1. 6 Key Areas of Management Performance 2. 8 Stages of Business Readiness 3. Performance Scorecards 4. High Performance Culture 5. Right Things Right 6. A9 Analysis tool The Leader Manager - knowing yourself 1. Personal Shield 2. Personal Values 3. Personal Mission The Team and Organisation 1. Company Shield 2. Company Vision and Values Aligning Vision, Mission and Values 1. Values Alignment 2. Purpose» vision» mission» goals Alignment High Performance Leadership Behaviours 1. T4 Behaviour 2. T4 Coaching 3. 5 Part Process 4. Socratic Questioning 5. Real-life Application page 4

5 KAMP 2 - Agenda - THE SYSTEM MANAGER SYSTEMS THINKING / SERVICE DEFINITION / SERVICE MAPPING KAMP 2 is four days and is focused on defining ones' core business goals and purpose. A compelling STATEMENT of SERVICE, identifying one's STAKEHOLDERS, mapping BENEFITS of SERVICE to STAKEHOLDERS. It is highly experiential but focused on the individual manager leaving with a clear proposal to with stakeholders and their team. Then the mapping of a complete SERVICE MAP in detail. KAMP Learning Element KAMP Toolkits Systems Thinking 1. Systems Thinking 2. IPMS Performance Improvement Process 3. The Coffee Shop Game Service Defined Service Process Map 1. Statement of Service 2. Stakeholder Mapping 3. Benefits Mapping 1. Building a Service Map 2. Upstream and Downstream Mapping 3. Enablers and Constraints 4. Types of Measures page 5

6 KAMP 3 - Agenda - THE PERFORMANCE MANAGER SKILLS GROUPS / RESOURCE PLANNING / PEOPLE MANAGEMENT KAMP 3 is four days and is focused on identifying all the SKILLS GROUPS required to deliver the service map and building a RESOURCE PLAN. It is again highly experiential and focused on the manager leaving with a complete service mapping framework to teach their team and develop it in completeness. KAMP Learning Element KAMP Toolkits Skills Group Management 1. Competencies in Skills Groups 2. Setting up a Skills Group 3. Skills Groups Scorecard 4. Broadening Skills Groups 5. Communities of Practice Resource Planning 1. Defining a Resource Need 2. Allocating Resources 3. Deploying Resources 4. Measuring Performance 5. Calculating Resource Demand 6. Relating Resource Demand Planning to your Service Map People Management 1. Linking a Job Role to a Service Map 2. Building a Job Role Purpose Statement 3. Lead and Lag Measures 4. The Aircrew Game 5. Applying Lead and Lag Measures to a Job Role 6. Guide to a Manager of Other doing the Right Things Right page 6

7 KAMP 4 - Agenda - THE CHANGE MANAGER PEOPLE MANAGEMENT / TEAMS / INDIVIDUAL PERFORMANCE KAMP 4 is four days and is focused connecting PEOPLE MANAGEMENT, TEAMS and INDIVIDUALS to the SERVICE MAP. It brings KAMPs 1, 2 and 3 together into business. team and individual performance plans. It is focused on the manager leaving with a complete business, team and individual performance plan to implement the Eight Stages of Business Readiness. KAMP Learning Element KAMP Toolkits People Management 1. Changing Habits 2. Change Management 3. Cost of Lost Capacity 4. People Performance Improvement 5. Business Performance Improvement 6. A Business Case for Change 7. Influencing Others for Change 8. Stakeholder Management 9. Benefits Management Team Effectiveness 1. Team Values and Mission 2. Building a First Team Individual Performance 1. Self-reflection 2. Line of Sight for Individuals - Right Things Right and A9 3. Job Goal Setting 4. Performance Improvement plans The Assessment Centre Expectations and preparations for your Assessment Centre page 7

8 Competencies A behavioural competency library is by its nature observable: you can see, hear and assess the effectiveness of a Manager of Other's behaviour in any given situation. All definitions in this library are tangible, everyday behaviours, appropriate to a level of manager. At a behavioural example level, the library can be adapted to reflect your words or language, enabling your people to readily relate to the competencies and the value of working towards and maintaining them. Each Competency and level has a descriptor with clear behavioural definitions which can be observed. The IPMS levels use a 1 to 5 scale and these relate to each Level of Manager. Each Competency and level has a descriptor with clear behavioural definitions which can be observed by a coach or manager. Section 1: Core Competencies Communication Customer Awareness Developing Capability Embracing change Focus on Improvement Focus on Results Planning Team Working Section 2: Elective Competencies Adaptability Analytical Thinking Breadth of Thinking Business Acumen Business Impact Coaching and Mentoring Conforming to Standard Co-ordinating & Resourcing Creativity Adaptation Creativity Innovation Dealing with Conflict Decision Making Developing Networks Directing Dynamic Thinking Empowering Entrepreneurial Capability Financial Awareness Information and Data Control Interpersonal Awareness Judgements Maintaining Service Managing Projects Negotiation and Facilitation Problem Solving Valuing Diversity Working in an International Environment page 8