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

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)

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

Overview
About me
Why development?
Option 1 CPD

Your options for development
Ray Rowlings
[email_address]

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

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

Closing the Leadership Skills Gap

by CMI Milburn on Jun 29, 2010

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Closing the Leadership Skills Gap — Presentation Transcript