Leadership Development Programme for Professional Service Managers

Launch Event 21st January 2011

Leadership for Professional Service Managers 2011

Today’s Agenda

9.30 Welcome & introductions

Programme Introduction: Cindy VallanceAnne RushworthTim le Lean

‘Live case study’ presentations

11.15 Break

Programme taster session

Strategic Context: Prof. Keith ManderDenise Everett

12.30 Lunch

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Leadership for Professional Service Managers 2011

PROGRAMME CONTEXTCindy Vallance, Head of Organisational Development

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The Future for Higher Education?

• Funding changes, both teaching and research

• Increased student financial contribution

• Increased student expectation

• Greater competition with others

• Uncertain student demand for places

• Unprecedented change

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The Future for University of Kent

• University Themes: Leading UK University International Impact Inspiring Students World-leading Research Innovation, Enterprise and Creativity Effective Operation

• University’s Current position Financially secure Research led teaching A popular choice Tackling issues early Plans for continuing staff development

Leadership for Professional Service Managers 2011

PROGRAMME BENEFITS

Cindy Vallance, Head of Organisational Development

Anne Rushworth, Staff Development Manager

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Benefits for the University as a whole

• Improved cross-University collaboration

• Deeper alignment of administrative processes

• Clearer understanding of the importance of managers’ initiative in realising the Institutional Plan

• Enhanced reputation for the University as a flexible and change-ready organisation

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Benefits for managers as a cohort

• An increased understanding of the strategic context and the challenges facing managers across the University

• Improved performance management

• Improved relations and increased respect for professional expertise outside the home Department or School

• Continuing and sustainable development and innovation

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Benefits for individual managers

• Enhanced leadership capability

• An increased understanding of the preferences and working styles of self and colleagues across the University

• Creation of a focused Personal Development Plan (PDP)

• Creation of a clearer picture of where expertise, experience and knowledge exist across Schools and Departments

Leadership for Professional Service Managers 2011

PROGRAMME OVERVIEWTim le Lean, Lead Programme Facilitator

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Introductions

• Design team

• Facilitation team

• Last year’s participants

• Each other

• Programme structure, elements and timing (in diary)

• Learning outcomes (in diary)

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Programme elements

• Launch Event

• Planning workshop

• 1 to 1 development planning sessions

• Development workshop

• Action Learning Sets

• Check-in sessions

• Consolidation workshop

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Learning Outcomes 1

Participants in the programme will be able to:

A. Relate the overall themes of the programme to their role as managers at the University.

B. Recognise the relationship between management and leadership and the way in which their roles combine elements of both.

C. Describe the different elements that make up good leadership within the context of the University.

D. Identify their part in helping the University respond proactively to upcoming changes in the Higher Education Sector.

E. Employ the principles of Action Learning as part of an innovative approach to tackling organisational challenges.

F. Assess, plan and develop their effectiveness as leaders within the University.

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Learning Outcomes 2

Participants in the programme will be able to:

G. Enhance their relationships with other managers within Professional Services, developing a network of supportive peer-mentors.

H. Understand and manage the impact of change on themselves and members of their team.

I. Use a suite of coaching techniques to support the development of their team members and peers.

J. Use principles and techniques that will help them to influence and inspire other people.

K. Use the Myers Briggs Psychological Type model to develop their self-awareness and to engage effectively with people across the University.

L. Use their own experiences to inform and enhance the benefit of the leadership programme for themselves and the other participants on the programme.

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Style

• Varied

• Interactive

• Fun

• Challenging

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What is this?

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Another example of a model

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Key principles

• Using models

• Non-linear

• Answers and questions

• Peer-mentoring

• Self-directed learning

• Co-delivery

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Themes

• Capability

• Management

• Leadership

• Change

• Coaching

• Communication

• Influence and impact

Leadership Development Programme for Professional Service Managers

Launch Event 21st January 2011