Closing the Leadership Skills Gap

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The National Centre for Strategic Leadership in partnership with CMI forms part of the Silverstone High Performance Centre. This presentation formed part of the launch event for the centre.

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Closing the Leadership Skills Gap

  1. 1. <ul><li>Closing the Leadership Skills Gap </li></ul><ul><li>Friday 11 th June 2010 </li></ul><ul><li>Silverstone Innovation Centre </li></ul><ul><li>Celebrating the launch of the.. </li></ul>High-Performance Centre The
  2. 2. Programme for today <ul><li>10:00 Welcome and introductions- Mike Setterfield </li></ul><ul><li>10:15 Introducing the National Centre for Strategic Leadership at Silverstone- Nigel Girling </li></ul><ul><li>10:45 Keynote Address- Tony McCandless </li></ul><ul><li>11:30 Refreshments and Networking </li></ul><ul><li>11:50 Sessions on Closing the Leadership Skills Gap </li></ul><ul><ul><li>Your options for closing the gap- Ray Rowlings </li></ul></ul><ul><ul><li>A Model for Leadership- Adrian-‘Mac’ Mackay </li></ul></ul><ul><ul><li>The DNA of Leadership- Martin Goodwill </li></ul></ul><ul><ul><li>The Value of Chartered Manager- Steve Murray </li></ul></ul><ul><li>13:00 Lunch and Networking </li></ul>
  3. 3. Programme for today (continued) <ul><li>13:30 Tour of Silverstone race Circuit (optional) </li></ul><ul><li>14:00 Getting involved with the NCSL- Nigel Girling </li></ul><ul><li>14:20 Closing comments and Prize draw </li></ul><ul><ul><li>3 luck members will get a chance to win a Silverstone Driving Experience (worth £149)- Mike Setterfield </li></ul></ul><ul><li>14:30 Close </li></ul>
  4. 4. Your options for development <ul><li>Ray Rowlings </li></ul>
  5. 5. Overview <ul><li>About me </li></ul><ul><li>Why development? </li></ul><ul><li>Option 1 CPD </li></ul><ul><li>Option 2 Qualifications </li></ul><ul><li>Option 3 Chartered Manager </li></ul>
  6. 6. About me <ul><li>Freelance Management Development Consultant </li></ul><ul><li>CMI Business Solutions </li></ul><ul><li>CMI Centres </li></ul><ul><li>Chartered Manager Assessor/Panel Member/Chair </li></ul><ul><li>Authored CMI Development guides </li></ul><ul><li>Branch Management Team Northamptonshire </li></ul><ul><li>Fellow (Member 10 years) </li></ul><ul><li>Chartered Manager </li></ul><ul><li>IBC Member and Recognised Practice </li></ul>
  7. 7. Why development? <ul><li>CMI Manifesto for a Better Managed Britain (November 2009) </li></ul><ul><li>Employers </li></ul><ul><ul><li>“ We pledge to develop professional managers and leaders in our organisation” </li></ul></ul><ul><ul><li>“ We pledge to foster a culture in which managers and leaders are competent and accountable” </li></ul></ul>
  8. 8. Why development? <ul><li>CMI Manifesto for a Better Managed Britain (November 2009) </li></ul><ul><li>Managers </li></ul><ul><ul><li>“ I pledge to demonstrate professionalism in the way I manage and lead setting the example for others” </li></ul></ul><ul><ul><li>“ I pledge to develop my management and leadership skills throughout my working life” </li></ul></ul>
  9. 9. Why development? <ul><li>CMI Code of Professional Management Practice </li></ul><ul><li>In my personal management practice I will: </li></ul><ul><li>Strive for excellence at all times </li></ul><ul><li>Exemplify the highest standards of professional behaviour and performance </li></ul><ul><li>Remain accountable for my actions </li></ul><ul><li>Disclose any personal interest which may affect my managerial decisions </li></ul><ul><li>Act only within my level of competence and advise otherwise when asked to act beyond it </li></ul><ul><li>Continue to develop my management competences and keep up to date with best practice </li></ul><ul><li>Safeguard confidential information and not seek personal advantage from it </li></ul><ul><li>Act reasonably and justifiably in identifying and resolving conflicts of values, including those of an ethical nature </li></ul><ul><li>Source: http://www.managers.org.uk/code/view-code-conduct </li></ul>
  10. 10. Personal development planning Source: CMI Checklist Personal Development Planning www.managers.org.uk
  11. 11. Options for development Continuing Professional Development Accreditation (Chartered Manager) Qualifications (Management & Leadership)
  12. 12. Option 1 CPD <ul><li>Continuing Professional Development (CPD) </li></ul><ul><li>What do I develop? </li></ul><ul><li>Be clear about the purpose </li></ul><ul><li>Be clear about how to develop </li></ul><ul><li>Be structured </li></ul><ul><li>Plan it , do it, review it, record it </li></ul><ul><li>Use CMI tools available </li></ul>
  13. 13. CPD- What to develop? Integrated Competency Model Source: from Boyatzis 1982 Individual ’ s competencies Demands of the job Organisation environment Actions or behaviours
  14. 14. The National Occupational Standards for Management and Leadership (NOS) Source: http://www.management-standards.org
  15. 15. Example unit for Senior Managers <ul><li>Skills- for example Risk Management </li></ul><ul><li>Outcomes for effective performance- for example ‘ 8. Provide full reports about any failures to meet the requirements to the relevant stakeholders’ </li></ul><ul><li>Behaviours which underpin effective performance- for example ‘ 8. You show sensitivity to stakeholders’ needs and manage these effectively’ </li></ul><ul><li>Knowledge and Understanding- Categorised into General, Industry/sector specific and context specific </li></ul>
  16. 16. What to develop?- Chartered Manager Skill Areas <ul><li>Leading people </li></ul><ul><li>Managing change </li></ul><ul><li>Meeting customer needs </li></ul><ul><li>Managing information and knowledge </li></ul><ul><li>Managing projects, processes and resources </li></ul><ul><li>Managing yourself </li></ul>
  17. 17. How to develop? (Examples from Chartered Manager) <ul><li>Action learning </li></ul><ul><li>Coaching </li></ul><ul><li>Delegation </li></ul><ul><li>Distance learning </li></ul><ul><li>E-learning </li></ul><ul><li>Exercises </li></ul><ul><li>Job rotation </li></ul><ul><li>Secondments </li></ul><ul><li>Lectures/talks/conventions/conferences </li></ul><ul><li>Mentoring </li></ul><ul><li>Research, Internet, books, journals etc </li></ul>
  18. 18. 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
  19. 20. Option 2 Qualifications <ul><li>CMI offer Management and Leadership Qualifications from Level 2 (Team Leader) through to Level 7/8 (Senior Manager) </li></ul><ul><li>Flexible approach </li></ul><ul><li>Range of options including </li></ul><ul><ul><li>Awards (1 unit) </li></ul></ul><ul><ul><li>Certificates (2 or more units) </li></ul></ul><ul><ul><li>Diplomas (9 units) </li></ul></ul>
  20. 21. Level 7(senior manager)Diploma
  21. 22. Qualifications- Considerations <ul><li>Time commitment </li></ul><ul><ul><li>Award (35 hours, 1 month) </li></ul></ul><ul><ul><li>Certificate (50 hours, 3 months) </li></ul></ul><ul><ul><li>Diploma (260 hours, 12 months) </li></ul></ul><ul><li>Assessment </li></ul><ul><ul><li>Assignments (reports) </li></ul></ul><ul><ul><li>Tests (exams) </li></ul></ul><ul><ul><li>Projects </li></ul></ul><ul><ul><li>Presentations </li></ul></ul><ul><ul><li>Professional discussions </li></ul></ul><ul><li>Support required </li></ul><ul><ul><li>Costs (direct and indirect) </li></ul></ul><ul><ul><li>People (Boss, colleagues, team, family, friends, CMI network) </li></ul></ul>
  22. 23. Option 3 Chartered Manager <ul><li>Currently 1214 awarded Chartered Managers (533 currently working towards this) </li></ul><ul><li>Two routes to award </li></ul><ul><ul><li>Online submission </li></ul></ul><ul><ul><li>Professional discussion </li></ul></ul><ul><li>Both require completion of online 360 degree questionnaire (boss, colleagues, team) </li></ul><ul><li>Both require examination of ‘Impact’- making a real (measurable) difference in your role </li></ul><ul><li>Both could require examination of your CPD </li></ul><ul><li>Both require ‘corroboration’ </li></ul><ul><li>Entry qualifications (Level 5 Diploma or equivalent) </li></ul>
  23. 24. Chartered Manager- Focus on Key Skills Leading People Managing Change <ul><li>Provides clear purpose and direction </li></ul><ul><li>Encourages others to be creative and innovative </li></ul><ul><li>Inspires trust, respect and shared values </li></ul><ul><li>Identifies opportunities for change and development </li></ul><ul><li>Communicates clearly and succinctly </li></ul><ul><li>Scopes, plans and drives change </li></ul><ul><li>Develops and supports individuals and team members </li></ul><ul><li>Manages others through the change process </li></ul><ul><li>Resolves problems and conflicts with positive outcomes </li></ul><ul><li>Takes account of stakeholder issues </li></ul><ul><li>Adapts leadership style to take account of diverse situations </li></ul><ul><li>Consistently applies strategic thinking </li></ul>
  24. 25. Option 3 Chartered Manager- Online assessment <ul><li>Online assessment followed by a panel interview </li></ul><ul><li>Distance support by email and telephone </li></ul><ul><li>Can be achieved in 4-6 months </li></ul><ul><li>Time commitment 20-30 hours </li></ul><ul><li>Costs £570+ VAT </li></ul>
  25. 26. Option 3 Chartered Manager- Professional discussion <ul><li>Onsite interview and assessment- followed by moderation </li></ul><ul><li>Ideal where limited time available, confidential or sensitive </li></ul><ul><li>Can be achieved in 2 months </li></ul><ul><li>Time commitment 6 hours </li></ul><ul><li>Costs £995 + VAT </li></ul>
  26. 27. Option 3 Chartered Manager- 3 rd Year Renewal Process <ul><li>2- 4 hours work </li></ul><ul><li>10 questions- 2 sections, Business impact and CPD </li></ul><ul><li>Business impact- demonstrable difference last 3 years </li></ul><ul><ul><li>Measurements </li></ul></ul><ul><ul><li>Leading people and Managing change skills </li></ul></ul><ul><ul><li>Evaluation of approaches </li></ul></ul><ul><li>CPD </li></ul><ul><ul><li>3 activities linked to CMgr skill areas </li></ul></ul><ul><ul><li>Reflection on how applied </li></ul></ul><ul><ul><li>How has this helped? </li></ul></ul><ul><ul><li>12 month plan for CPD </li></ul></ul>
  27. 28. Overview <ul><li>About me </li></ul><ul><li>Why development? </li></ul><ul><li>Option 1 CPD </li></ul><ul><li>Option 2 Qualifications </li></ul><ul><li>Option 3 Chartered Manager </li></ul>
  28. 29. Your options for development <ul><li>Ray Rowlings </li></ul><ul><li>[email_address] </li></ul>
  29. 30. Programme for today <ul><li>10:00 Welcome and introductions- Mike Setterfield </li></ul><ul><li>10:15 Introducing the National Centre for Strategic Leadership at Silverstone- Nigel Girling </li></ul><ul><li>10:45 Keynote Address- Tony McCandless </li></ul><ul><li>11:30 Refreshments and Networking </li></ul><ul><li>11:50 Sessions on Closing the Leadership Skills Gap </li></ul><ul><ul><li>Your options for closing the gap- Ray Rowlings </li></ul></ul><ul><ul><li>A Model for Leadership- Adrian-‘Mac’ Mackay </li></ul></ul><ul><ul><li>The DNA of Leadership- Martin Goodwill </li></ul></ul><ul><ul><li>The Value of Chartered Manager- Steve Murray </li></ul></ul><ul><li>13:00 Lunch and Networking </li></ul>
  30. 31. Programme for today (continued) <ul><li>13:30 Tour of Silverstone race Circuit (optional) </li></ul><ul><li>14:00 Getting involved with the NCSL- Nigel Girling </li></ul><ul><li>14:20 Closing comments and Prize draw </li></ul><ul><ul><li>3 luck members will get a chance to win a Silverstone Driving Experience (worth £149)- Mike Setterfield </li></ul></ul><ul><li>14:30 Close </li></ul>
  31. 32. <ul><li>Closing the Leadership Skills Gap </li></ul><ul><li>Friday 11 th June 2010 </li></ul><ul><li>Silverstone Innovation Centre </li></ul><ul><li>Celebrating the launch of the.. </li></ul>High-Performance Centre The

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