Future Leaders Programme

Transcription

1 Future Leaders 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 senior leaders that are open and dynamic and who embody the Leadership Attributes developed and launched in 2011/12. The describe leaders 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 develop your leadership 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 Future Leader. In sponsoring this Programme and recommending it to you, I hope that you will become an excellent future leader, 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 The Future Leaders Programme is aimed at grade 7 and grade 8 staff who are identified as having the potential to achieve a senior leadership role (grade 9 or 10) in the medium term, and who will benefit from, and are prepared to commit to this challenging development programme. The Programme is open to staff who have been nominated by their line manager and subsequently selected by the Future Leaders Evaluation Panel. Overview As a Future Leader, you have the potential to play a significant role in the University and have a major impact on the people around you. The Programme is designed to develop your leadership awareness, skills, knowledge and behaviours. It will support you to contribute to leadership 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 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 experience, reflection and practice is an effective leadership development tool. Structure The Programme is delivered in 9 sessions over a seven month period, which provides an opportunity to practise and consolidate what has been learned between the formal sessions. The Programme also includes: A 360 degree feedback process which will enable you to receive feedback from your line manager, peers and those you manage. This will help to give a personal focus to your leadership development. One-to-one coaching with a coach who is external to the University. Three senior leader lunchtime talks. Links to the Leadership Development Portal. MBTI Profile. 3

4 By the end of the Programme you will have: An increased understanding of your role as a Future Leader at Northumbria. 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, influence and engage others. Practiced your coaching skills which can be used to develop others. An increased confidence to develop and implement change and improvement. A deeper understanding of the and how to translate them into practical applications 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 session and activity in full. 4

5 Programme Content Session 1 Introduction to Programme 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 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 reflect on how you currently lead and the leadership required by you in the future. You will also be encouraged to discuss and reflect on the University s Leadership Attributes. We will explain how the coaching, 360 feedback, MBTI and the administrative aspects of the Programme will be undertaken, giving you a clear understanding of the programme and its content. 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 of the Programme. Explored the Leadership Pipeline model and discussed what it means for your development. Started to reflect on your leadership capability, the university s and explored the learning opportunities open to you alongside the Programme sessions. Facilitator David Scott Denise Swann Professor Andrew Wathey 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 5

6 Session 2 Myers Briggs Type Indicator The Myers-Briggs Type Indicator is a valuable tool for increasing self awareness, understanding differences between people s approaches and providing a common language to a group for discussing differing views on approaches to leadership and attitudes to change. Using group work and exercises, this interactive workshop will help you to understand how your personal preferences may impact on others and provide insight into how to use the feedback in a work context. We will also explore change from an MBTI perspective using Quadrants Theory to support the communication and engagement of individuals with a change initiative. Following the session you will have the opportunity of a one-to-one meeting with the facilitator to explore your individual profile in more detail. By the end of this session you will have: Gained an improved understanding of your personal style, MBTI preferences and type. Discussed how different types may work together more effectively. Explored how different types view change and the needs they have in times of change. Understood how to make more effective choices as a leader when influencing people. Facilitator Angela Armstrong Communicating and influencing Driving innovation and change Fostering collaboration Self-assessment exercise Personal spot check Effective communication skills Choosing communication channels 6

7 Session 3 Managing Self and Leading Others Future Leaders need to develop a strategic focus and understand how their department or role can impact on the whole business. In this session we will use the Leadership Pipeline together with the to benchmark the skills, attributes and focus individuals need at senior levels within the University and the different skills and values that may be needed when you step up to take increasing responsibility at the next level. Individuals will explore their Sphere of Influence and use John Heron s Facilitative Leadership model to support increased leadership action, exerting influence to bring about change. Increasingly at this level in any organisation, leaders need to influence other leaders and departments over which they have little authority. We will explore the concept of Leading at the Boundaries to identify key skills in this area. The Leadership Pipeline also provides a perspective on time application to help you manage your focus on priorities as well as leadership behaviours. You will explore the use of time in your current role, define priorities that give increased effectiveness and discuss how your focus needs to change as you take on increased responsibility. By the end of the session you will have: Applied indicators from the Leadership Pipeline to explore your leadership development. Explored your Sphere of Influence and identified ways to increase your effectiveness. Identified strategic priorities for your role and how you may approach them during times of change. Discussed the application of the concepts of Structure, Meaning and Value in applying the Leadership Attributes. Facilitator David Scott Communicating and influencing Driving Innovation and change Meeting the needs of our stakeholders Emotional Intelligence Leading by example Getting to yes Building consensus and support The necessary art of persuasion Managing by walking around Energising and motivating others 7

8 Session 4 North East Regional Leadership This session will provide delegates with a snapshot of the North East region and its leadership agenda. It will be an opportunity to meet and hear from key players and senior regional leaders about the issues facing the region. You will get behind the scenes to examine how various businesses and services operate as well as having the opportunity to practice problem-solving on real life issues. By the end of this session you will have: Been briefed by local experts and developed a broader understanding of the North East region. Visited different organisations to gain a sense of the area and some of the centres of power in the North east. Discussed crucial issues such as the economy, governance, media, culture and transport with the people who actually set the agenda for them in the region. Asked tough questions of outside speakers and of each other. Connected with peers in different sectors. Enhanced your awareness of yourself as a leader. Improved your ability to see the broader context, to work across boundaries and to be more strategic in how you operate. Participated in more diverse networks and be more comfortable stepping into unfamiliar territory. Developed an appreciation of the range of options available to you in how you lead and influence those around you. Facilitator Common Purpose Communication and influencing Driving Innovation and change Meeting the needs of our stakeholders Fostering collaboration Effective communication skills Choosing communication channels What do our customers really want External networking Modelling an inspirational person Leading and inspiring others 8

9 Session 5 Leader as Coach As individuals take on increasing responsibility progressing through the Leadership Pipeline, their peers and reports will increasingly meet new challenges and need effective support. Experienced senior managers and leaders will need little direction but may seek support to identify development goals and in taking increasing responsibility themselves. Coaching is an approach that can meet these needs and supports all of the Leadership Attributes. Effective coaching demands a mind-set that requires individuals to provide and develop their own solutions to challenges that they face. It builds relationships, reduces dependency and research has shown it improves performance of individuals and business. Future Leaders will practice using the GROW model for unlocking potential by addressing interference factors and discussing development goals. We will practice coaching colleagues to develop short term actions from long term aspirations. By the end of this session you will have: Developed an increased understanding of the GROW coaching framework. Discussed how coaching can support application of the Analysed a current change initiative with reference to Kotter s 8 step Process. Gained understanding of your response to a VUCA world. Facilitator David Scott Driving Innovation and change Meeting the needs of our stakeholders Fostering collaboration Acting with Integrity Getting the best out of your people Goal and target setting Appreciative inquiry Coaching for performance Thinking creatively to generate solutions 9

10 Session 6 Leading Change Senior leaders often plan and introduce change, their reports need to implement change, develop new objectives and set direction; first line managers deal with the emotional impact on individuals, handle uncertainty and also need to support the emerging culture. During this session Kotter s ideas on Leading Change will be explored as a contrast to managing change. We will revisit MBTI quadrants and discuss the individual s responsibility and actions as leaders during times of change using the Leadership Pipeline and Spheres of Influence models. The impact of change will be explored using the Kubler-Ross curve. Change at the University will be discussed with reference to the Kotter 8 step process. Planned and emergent change will be a key part of the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) model and how this may be met with vision and understanding. This will link to the session on Horizon Scanning. By the end of the session you will have: Explored your responsibility as leaders during change. Have discussed how to minimise the negative effects of change on individuals. Analysed a current change initiative with reference to Kotter s 8 step Process. Gained understanding of your response to a VUCA world. Facilitator David Scott Driving Innovation and change Meeting the needs of our stakeholders Fostering collaboration Acting with Integrity Creating an inspirational vision Supporting others through change Change management and assessment Identifying personal goals through organisational change Personal resilience Developing resilience in others How well do I lead? 10

11 Session 7 Personal Power and Political Astuteness At senior levels in any business individuals must lead their own functional area and understand how the wider business operates. Leadership maturity is required in which the organisation s strategy and competitive advantage must be considered above functional goals. Relationships between executives may be as important as the positions they hold and the experience they have. Influence and power will be explored from a theoretical and personal perspective. The Political Skill Inventory (Gerald Ferris) may identify strengths and development needs with individuals scoring themselves on political skills that build on Emotional Intelligence; Social Astuteness, Interpersonal Influence, Sincerity and Networking Ability. We will revisit Leadership at the Boundary and discuss how integrity and ego may support or undermine authority. The questioning and disclosure skills that underpin Senge s Advocacy and Inquiry model will be introduced and its application as a clarification and influencing process discussed. By the end of the session you will have: Identified key approaches and skills using the Political Skill Inventory. Used advocacy and inquiry to gain clarity on other perspectives on a situation. Have discussed Leadership Maturity in relation to personal authority and development. Facilitator Philip Crisp Communicating and influencing Fostering collaboration Acting with Integrity Getting to say yes External Networking Emotional Intelligence Developing external awareness Leading by example Personal resilience 11

12 Session 8 Horizon Scanning Future Leaders need to be aware of both the current business environment in which the University operates and the potential environment which may develop. We will discuss the current external challenges the University faces and how it is responding from a strategic perspective. Strategic tools will be used to identify challenges with Scenario planning employed as a process to build potential futures and explore a leadership response to these challenges. VUCA will be revisited with VUCA Prime (Johansen) being applied as a response. Vision explored as a response to Volatility, Understanding to counteract Uncertainty, Clarity for Complexity and Agility for Ambiguity. Sensemaking, (Weick) will be used as a process to develop this response. By the end of the session you will have: Developed a clearer understanding of strategy and strategic leadership. Explored and practiced using a range of tools and techniques for developing a strategy. Have identified your individual and collective strategic challenges and started to shape your responses for the future. Facilitator David Scott Communicating and influencing Driving Innovation and change Meeting the needs of our stakeholders Understanding the strategic context Creating a strategy - the coherence principle SWOT to build competitive advantage How to write a strategy statement Creating an inspirational vision 12

13 Senior Leader Talks You will have the opportunity to hear from three senior leaders within the University to gain a greater understanding of their role and what it is like being a senior leader within Northumbria University. Over lunch the senior leaders will share their own personal insights into leadership and the context of the operations they lead as well as the impact this has on the University and beyond. Objectives By the end of these talks you will have: A greater understanding of the senior leader s role within Northumbria University. Understood some challenges as well as rewards of operating in a senior capacity. Had the opportunity to ask questions of these leaders to gain a greater understanding of their roles and what the University s expects of senior leaders. Facilitators HR Director Director of Academic Services Executive Dean Finance Director Driving innovation and change Meeting the needs of our stakeholders Acting with integrity Communicating and influencing Empowering others to deliver Fostering collaboration Strategic thinking self-assessment Creating an inspirational vision Creating a strategy How to write strategy statements Becoming a transformational leader Engaging the team in key decisions Getting the best out of your people 13

14 Session 9 Evaluation This session is designed to help you consolidate your learning and develop and formulate your next steps following conclusion of the programme. We will reflect upon each session of the programme and identify specific learning, increased awareness and any actions or changes you have made since the start of the programme. We will also explore how the actions of the whole group have had an impact individually and on the development of others. You will complete a GAPS grid to identify further development goals and priorities and commit to reviewing your learning and further objectives with your line manager. During the Programme you will have built a network of colleagues from across the University and you will be encouraged to maintain these connections. We will give some time in this final session for you to work with your peers and consider how you might keep your networks alive. You will hear again from a member of the University Executive on how your personal contribution can make a difference to the University and the people in it. The session will close with your chance to offer feedback to the Programme Leaders and engage in a small social, networking event. By the end of the session you will have: Summarised your personal experience of the programme. Have identified your learning and changes in your leadership practice. Have identified the impact on your colleagues and the business of your participation in the programme Considered and agreed the goals for continued contact with your peers on the programme. Developed an action plan based on a current analysis of your development needs using a GAPS grid. Facilitators David Scott Communicating and influencing Driving Innovation and change Fostering collaboration Recognising success Leading and inspiring others Leading by example _10/14

15 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: [email protected] The programme will be led by David Scott (Develop Change Ltd) and will include delivery from other expert facilitators: David Scott Senior Consultant & Coach, Develop Change Ltd David has extensive experience of working as a change agent, people developer, coach and facilitator with organisations across all business sectors, and he has worked with a number of leading academic institutions on global modular development and innovation programmes. Skilled in building lasting relationships with clients, David works in a particularly engaging way with clients; prepared to challenge and to get to the heart of the matter, but equally able to create a supportive environment for teams and individuals to explore issues, learn and commit to new action. David has experience of working across cultures in areas such as Africa, Asia Pacific, USA and Eastern Europe developing creativity, innovation and high performing teams. He has lived and worked in Japan delivering training to global organisations helping them to develop cross cultural learning. Angela Armstrong Senior Consultant & Coach, Develop Change Ltd Angela is an Organisational Development consultant with a broad range of experience gained through working with organisations both in the public and private sectors. Working with all levels in organisations from the shop floor to the Board, she has helped individuals; teams and organisations improve their performance and achieve their ambitions through harnessing and developing their talents. She has had considerable experience in behavioural and functional competency design and as a Senior HR Business Partner she has supported management teams through significant organisation change and restructure programmes. Angela has designed and delivered a wide range of Management Development solutions, she is a Chartered Fellow of the Chartered Institute of Personnel and Development and a MBTI Step 2 trained facilitator _10/14

16 Philip Crisp Senior Consultant, Develop Change Ltd Philip is an accomplished facilitator, organisational development consultant, lecturer, coach and mentor. He has wide ranging experience of helping organisations at Board level, to develop strategy, lead and implement change in sectors including automotive, aerospace, advanced telecommunications, construction, and software development. He has direct operational experience in logistics and gained significant experience of manufacturing and Lean production while working for a leading supplier to Marks and Spencer. He has held a number of senior management roles including the Automobile Association where he was Head of Management Training and Development. Philip has implemented major culture change programmes in a range of companies including blue-chips such as Rolls Royce, Caterpillar and Heinz. Philip has coached owner managers and directors attending a leading business school based Business Improvement and Growth Programme and International MBA programme. He is a Fellow of the Chartered Institute of Personnel and Development, Fellow of the Institute of Business Consulting and a Fellow of the Chartered Management Institute. Common Purpose is an independent, not for profit, leadership organisation operating across 12 countries. They have been working with leaders from all sectors and backgrounds for over 22 years and have a developed a respected approach to leadership. Common Purpose designs and delivers customised programmes for organisations that need leaders and teams to: Influence beyond immediate authority inside and outside of organisations. Operate more effectively outside familiar structures and across silos. Work better with people from different disciplines, teams, organisations, sectors, communities and cultures. Better understand the bigger picture and adapt quickly to new surroundings and changing circumstances. Explore, challenge and build innovation into their working practices. Common Purpose takes delegates into the rich learning environment of real community and organisational challenges, inviting individuals to be immersed in the unfamiliar. Their clients range from global corporates in the financial sector to local charities in the community sector _10/14