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Soft leadership skills (WS25)


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A workshop on developing soft leadership skills in managers. Contributor: Sense Scotland.

Published in: Leadership & Management
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Soft leadership skills (WS25)

  1. 1. Sense Scotland Business School Developing our Leaders Andy Kerr, CEO Ian Noble, Head of Training and Learning
  2. 2. Why?• Started September 2011• Managers Conference 2011 – The deal• Management Survey• Staff Survey/Stress Survey• Internal candidates not getting promotion• Need for Better Leadership• Need for Culture Change• New Strategic Planning Process• Governance Review
  3. 3. Objectives• To support – Culture Change – Strategic Plan delivery – Quality Assurance Programme – New Supervision Arrangements – New Governance Arrangements – Staff • Skills Development • Retention • Value
  4. 4. Content Areas for support and development based on analysis of feedback from Managers’ conference: Communication Time management IT skills Business planning Feelings Managing change and conflict General management and leadership
  5. 5. Content…2• Discussion at LT and with the course tutors – Managers already hold registration qualifications – Underpinning knowledge input and discursive approach to learning – Content and delivery in line with NOS for Leadership and Management – A series of modules to study in groups – Opportunity for peer support
  6. 6. StyleParticipants wanted:• Interactive – peer support- looking at real issues together – not abstract- safe/confidentialWe also wanted:• pre and post module exercises – linking theory to practice• Follow up with line managers through support and supervision –bringing topics to life
  7. 7. The course• Leadership (2 Days)• Building the Team (2 Days)• Managing Performance (1 Day)• Managing Your Time (1 Day)• Problem Solving & Decision Making (1 Day)• Planning & Managing Change (1 Day)• Managing Conflict in the Workplace (1 Day)
  8. 8. FeedbackParticipants’ comments:• Linking theories to practice made me think about why things work the way they do… keen to get feedback form staff via evaluations and set my own objectives and areas of development• I will be asking staff to appraise my performance so I can improve• It was useful to see that certain patterns of team behaviour may have developed as a result of certain previous leadership styles• Need to think more about the motivational factors for staff• How my approach will affect the responses I get from the team• I need to put my head above the parapet sometimes• Has helped me to think about what I need from my employer to enable me!• Better understanding of why some team members behave the way they do in group situations• Training like this makes you think about how you work with people… need to get my managers together as a group more often
  9. 9. Feedback…2• Importance of analysing and reflecting… looking at how I can bring my team together more• Sometimes, as managers, we strive for harmony – overlooking the fact that constructive conflict can be useful.• You get better results from a team than from an individual• Team dynamics – are we who we think we are?• Hope to promote a more effective team through better delegation and performance management• Discussion around barriers to good performance was really valuable – accountability and trust are both relevant issues.• Time stealers - exercise and solutions was really valuable• Good time management techniques will help reduce the additional hours I work some days• Has helped identify some of the main reasons why we don’t us our time as well as we should – and the reason why we get stressed• Need to consider ramifications of poor time management for whole organisation – to become a more effective manager by organising my time and setting achievable goals and tasks
  10. 10. Feedback…3End of course presentation to peers and LTrepresentatives –• What were the key learning points for you?• What did you do with new ideas?• What difference has it made?
  11. 11. How many?• 90 staff• seven sessions over nine days plus feedback event• Achievement recognised at annual Staff Awards event
  12. 12. Outcomes• Better understanding of roles• Better understanding of expectations• Final presentations from managers
  13. 13. Further informationPlease contact:Andy Kerr Noble