GRAHAM Management Skills Development Programme
Background
GRAHAM is a family owned company established over two hundred years ago. It consists of three operational business units: Construction, Asset Management and Project Investment and offers services to public and private sector clients in the UK and Ireland. The organisation has experienced a significant growth period in the recent times; doubling in size in the last three years.
There have been a number of significant changes associated with this rapid growth including a shift in the roles and responsibilities of managers, many of whom had previously had little training or development. Senior Management recognized that to remain competitive, they needed to invest not only in the technical capability, but also in the leadership capability and performance, of their managers. In June 2008, GRAHAM engaged Whitewater to work with them on a Management Skills Development Programme to ensure managers were equipped with the key skills to deliver results in this changed environment.
Methodology
This Development Programme is open to over 100 managers within GRAHAM and covers a range of topics:
- Leading your Team
- Coaching
- Negotiation Skills
- Effective Meetings
All workshops in the development programme were designed and delivered using the principles of Accelerated Learning. This approach maximises learning and create and maintain an ethos of enabling and empowerment. The workshops were practically focused and often used role actors to bring to life the topic. During the workshops, participants were given the opportunity to practice and receive feedback on the skills and behaviours. Participants left the workshops with an action plan to implement the learning and were encouraged to meet with their line manager to discuss their outcomes.
Outcomes
Feedback from the development programme has been positive, with participants enjoying the workshops and recognising how they will apply the learning back in the workplace. A fuller evaluation, in line with Jack Phillips methodology, will be conducted at the end of the year.
Comment from Michael Smyth, HR and Training Department GRAHAM:
"Whitewater took time to understand our needs and to focus their development solutions to create maximum organisational benefit. The workshops were infromative, informal and fun, with staff engaged in the learning process and having the confidence to put into practice the key learning objectives in the workplace"
Antrim Brough Council Development Programme
Background
Whitewater Consulting delivered a leadership development intervention for the Assistant Directors in Antrim Borough Council in September 2007. The programme consisted of 10 Assistant Directors from across the Council and is due to finish in October 2008.
Input
Our approach in any leadership intervention is to gain a thorough understanding of the needs of the organisation and individuals, before we design the solution. This ensures the programme is aligned with the organisational objectives and strategy and value for money is delivered.
Below are the key steps and stages in the Antrim programme:
Stage 1: Assessing the Need
· Current and future state workshop
· Role profiling
· Development Centre using four exercises
· One to one feedback and personal development planning
Stage 2: Developing the Capability
· A teambuilding residential workshop, using a personality tool
· A series of workshops to address the community training needs
· Ongoing liaison with the senior managers for buy-in and active involvement in the workshops
Stage 3: Sustaining the Development
· Alignment of the in-house processes, e.g. performance management, communication, business planning
· Creation of internal systems and processes to ensure sustainability, e.g. new meeting structures and continuous improvement teams from across the functional areas
A critical success factor in this project was the Project Management to ensure buy-in and sustainment of the development. A dedicated project manager and internal project team worked with the Antrim Borough Council to build strong relationships and ensure the sustainability of the project after the intervention has finished. As part of this Project Management process, an evaluation plan was agreed at the outset and tracked throughout.
Output and Results
The programme was completed by all 10 Assistant Directors. The programme is currently being evaluated for impact and we will be posting the results in November 2008. Initial results on application of learning have been extremely positive and there are initial signs that the programme has had a direct impact on the organisational activities such as communication and performance management processes.
Belfast City Council
Background
Whitewater Consulting designed and delivered a leadership development intervention for the Environmental Health Services department middle manager group in September 2007. The programme consisted of 25 middle managers and is due to finish in November 2008.
Input
Our initial work focussed on understanding the needs of the organisation, department and individuals to ensure the programme was aligned with the organisational objectives and strategy. The key steps and stages in the programme are outlined below:
Stage 1: Assessing the Need
· Current and future state workshop
· Role profiling
· On line 360 degree feedback
· One to one feedback and personal development planning
Stage 2: Developing the capability
· Teambuilding residential workshop
· A series of workshops to address the community training needs
· Ongoing coaching from a dedicated Whitewater Coach (accredited for the Association for Coaching)
· Ongoing liaison with the senior managers for buy-in and active involvement in the workshops
Stage 3: Sustaining the Development
· Alignment of the in-house processes, e.g. performance management, communication, business planning
· Creation of internal systems and processes to ensure sustainability, e.g. new meeting structures and continuous improvement teams
A critical success factor in this project was the Project Management to ensure buy-in and sustainment of the development. A dedicated project manager and internal project team worked with the Antrim Borough Council to build strong relationships and ensure the sustainability of the project after the intervention has finished. As part of this Project Management process, an evaluation plan was agreed at the outset and tracked throughout.
Output and Results
The programme was completed by all 25 managers. The benefits of the programme highlighted through the evaluation have been widespread, not only from the middle managers themselves, but also from their senior managers.
· The programme had a direct impact on the internal processes, e.g. communication: one to ones and team meetings, this was rated as being high impact, the middle managers themselves rated the wider management team communication as having been impacted the most, for the senior manager the interaction with them was rated as the highest impact.
· The programme had an impact on the competence of the middle managers. “I have made significant changes to the way I manage as a result of the programme” middle manager comment.
“The programme has been well received and it is gratifying for me to see direct benefits, in terms of changes in behaviour of the managers” senior manager comment.
· Intangible Benefits. Improved cross functional team working, improved relationships up and down the service, which will in the longer term have a direct impact on the outputs of the service.
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