Closing the Leadership Skills Gap

Closing the Leadership Skills Gap Friday 11 th June 2010 Silverstone Innovation Centre Celebrating the launch of the.. High-Performance Centre The

Programme for today 10:00 Welcome and introductions- Mike Setterfield 10:15 Introducing the National Centre for Strategic Leadership at Silverstone- Nigel Girling 10:45 Keynote Address- Tony McCandless 11:30 Refreshments and Networking 11:50 Sessions on Closing the Leadership Skills Gap Your options for closing the gap- Ray Rowlings A Model for Leadership- Adrian-‘Mac’ Mackay The DNA of Leadership- Martin Goodwill The Value of Chartered Manager- Steve Murray 13:00 Lunch and Networking

Programme for today (continued) 13:30 Tour of Silverstone race Circuit (optional) 14:00 Getting involved with the NCSL- Nigel Girling 14:20 Closing comments and Prize draw 3 luck members will get a chance to win a Silverstone Driving Experience (worth £149)- Mike Setterfield 14:30 Close

Your options for development Ray Rowlings

Overview About me Why development? Option 1 CPD Option 2 Qualifications Option 3 Chartered Manager

About me Freelance Management Development Consultant CMI Business Solutions CMI Centres Chartered Manager Assessor/Panel Member/Chair Authored CMI Development guides Branch Management Team Northamptonshire Fellow (Member 10 years) Chartered Manager IBC Member and Recognised Practice

Why development? CMI Manifesto for a Better Managed Britain (November 2009) Employers “ We pledge to develop professional managers and leaders in our organisation” “ We pledge to foster a culture in which managers and leaders are competent and accountable”

Why development? CMI Manifesto for a Better Managed Britain (November 2009) Managers “ I pledge to demonstrate professionalism in the way I manage and lead setting the example for others” “ I pledge to develop my management and leadership skills throughout my working life”

Why development? CMI Code of Professional Management Practice In my personal management practice I will: Strive for excellence at all times Exemplify the highest standards of professional behaviour and performance Remain accountable for my actions Disclose any personal interest which may affect my managerial decisions Act only within my level of competence and advise otherwise when asked to act beyond it Continue to develop my management competences and keep up to date with best practice Safeguard confidential information and not seek personal advantage from it Act reasonably and justifiably in identifying and resolving conflicts of values, including those of an ethical nature Source: http://www.managers.org.uk/code/view-code-conduct

Personal development planning Source: CMI Checklist Personal Development Planning www.managers.org.uk

Options for development Continuing Professional Development Accreditation (Chartered Manager) Qualifications (Management & Leadership)

Option 1 CPD Continuing Professional Development (CPD) What do I develop? Be clear about the purpose Be clear about how to develop Be structured Plan it , do it, review it, record it Use CMI tools available

CPD- What to develop? Integrated Competency Model Source: from Boyatzis 1982 Individual ’ s competencies Demands of the job Organisation environment Actions or behaviours

The National Occupational Standards for Management and Leadership (NOS) Source: http://www.management-standards.org

Example unit for Senior Managers Skills- for example Risk Management Outcomes for effective performance- for example ‘ 8. Provide full reports about any failures to meet the requirements to the relevant stakeholders’ Behaviours which underpin effective performance- for example ‘ 8. You show sensitivity to stakeholders’ needs and manage these effectively’ Knowledge and Understanding- Categorised into General, Industry/sector specific and context specific

What to develop?- Chartered Manager Skill Areas Leading people Managing change Meeting customer needs Managing information and knowledge Managing projects, processes and resources Managing yourself

How to develop? (Examples from Chartered Manager) Action learning Coaching Delegation Distance learning E-learning Exercises Job rotation Secondments Lectures/talks/conventions/conferences Mentoring Research, Internet, books, journals etc

An example CPD Plan Aim Action By Who By When Critical Success Factor Support and resources needed Review date and people Improve communi- cation skills Team building ‘away day’ Me Boss Peers Team Within 3 months Improved feedback from 360 assessment Funding for ‘away day’ After next 360 results in 6 months time

Option 2 Qualifications CMI offer Management and Leadership Qualifications from Level 2 (Team Leader) through to Level 7/8 (Senior Manager) Flexible approach Range of options including Awards (1 unit) Certificates (2 or more units) Diplomas (9 units)

Level 7(senior manager)Diploma

Qualifications- Considerations Time commitment Award (35 hours, 1 month) Certificate (50 hours, 3 months) Diploma (260 hours, 12 months) Assessment Assignments (reports) Tests (exams) Projects Presentations Professional discussions Support required Costs (direct and indirect) People (Boss, colleagues, team, family, friends, CMI network)

Option 3 Chartered Manager Currently 1214 awarded Chartered Managers (533 currently working towards this) Two routes to award Online submission Professional discussion Both require completion of online 360 degree questionnaire (boss, colleagues, team) Both require examination of ‘Impact’- making a real (measurable) difference in your role Both could require examination of your CPD Both require ‘corroboration’ Entry qualifications (Level 5 Diploma or equivalent)

Chartered Manager- Focus on Key Skills Leading People Managing Change Provides clear purpose and direction Encourages others to be creative and innovative Inspires trust, respect and shared values Identifies opportunities for change and development Communicates clearly and succinctly Scopes, plans and drives change Develops and supports individuals and team members Manages others through the change process Resolves problems and conflicts with positive outcomes Takes account of stakeholder issues Adapts leadership style to take account of diverse situations Consistently applies strategic thinking

Option 3 Chartered Manager- Online assessment Online assessment followed by a panel interview Distance support by email and telephone Can be achieved in 4-6 months Time commitment 20-30 hours Costs £570+ VAT

Option 3 Chartered Manager- Professional discussion Onsite interview and assessment- followed by moderation Ideal where limited time available, confidential or sensitive Can be achieved in 2 months Time commitment 6 hours Costs £995 + VAT

Option 3 Chartered Manager- 3 rd Year Renewal Process 2- 4 hours work 10 questions- 2 sections, Business impact and CPD Business impact- demonstrable difference last 3 years Measurements Leading people and Managing change skills Evaluation of approaches CPD 3 activities linked to CMgr skill areas Reflection on how applied How has this helped? 12 month plan for CPD

Your options for development Ray Rowlings [email_address]

Closing the Leadership Skills Gap

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