Leading Change - Making it Happen!

1. Leading Change - Making it Happen!

2. “You can make a change and it triggers failure but if you don’t change, failure is inevitable anyway. You are between a rock and a hard place”- Ron Dennis, CEO MacLaren Group

3. The Learning and Development 70:20:10 Activity ladder • 70% of learning takes place on the job • 20% through coaching and mentoring and from the individual employers networks • 10% through formal courses

4. Programme objectives • To take participants communication skills to a higher level • To be more aware of how they interact with staff • To reinforce problem solving, decision making and team building skills • To work more collaboratively from a people development perspective • To ensure consistency of approach towards best practice across West Midlands museums – e.g. appropriate behaviours • To encourage leaders to share ideas and learn form each other

5. Leading Change Programme Structure • Induction and Development Planning Day • Assessment – Transformational Leadership ProfileAssessment – Team Management Profile • Module 1 – Leadership Characteristics • Module 2 – Behavioural Leadership • Module 3 – Cultural Leadership • Action Learning – 1:1 Coaching – Self Study • Re–assessment

6. Transformational Leadership Profile(TLP) • 36O degree on-line tool • Benchmarks 15 leadership qualities and characteristics in 3 areas • Personal • Organisational • Cultural

7. Team Management Profile • Individual on-line assessment • Identifies preferred roles in delivering a team challenge • Provides an insight into how others will react • Helps with team building

8. Modules • Interactive workshops – each tackling one subject area of TLP • Motivational guest speakers • Workshops followed up with Action Learning sets • Action Learning sets are self driven – delegates arrange date, time and venue but a facilitator is provided

9. Executive Coaching • Delegates were entitled to three coaching sessions delivered between modules • Coaches focussed on real leadership issues faced by delegates

10. Re-Assessment • 360 TLP Assessment completed again at end of course • Identified perceived changes in behaviour, style and competence • Re-affirmed strengths

11. Validation • Course Structure, quality and content endorsed by the Institute of Leadership and Management at Level 5 of the Qualification ladder • National Training Award 2010 • Best of the West 2011 Investment in the Workforce Award • Overall Best of the West 2011 Award

12. Who took part? CEO’s, Directors and Senior Managers from six regional organisations: Birmingham Museum and Art Gallery The Herbert, Coventry Ironbridge Gorge Museums Trust Shakespeare’s Birthplace Trust Stoke on Trent Museums Service Wolverhampton Art Gallery

13. What did they get out of it? • Learning – everyone gained new skills and an awareness of their strengths and development needs • Coaching – an opportunity to share their views, concerns and think through solutions to their own issues • Networking – formation of an informal support network and an understanding that they share common leadership issues • Qualifications – a generic qualification in leadership skills

14. Key Achievements • Gained commitment and involvement from top executives • Set an example to other staff • Created a support network for executives • Recognised as an exemplar exercise in partnership and collaboration

15. What Next? • The programme has already been repeated • This time for operational leaders

16. Taking it Forward • Keep delivery local and flexible • Offer as modules if preferred • Seek accreditation by sector awarding bodies • Align with CLORE framework