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21st Century Leaders Programme
The document describes an intensive short course called "21st Century Leaders" aimed at middle and senior managers, business owners, and professional knowledge workers. The 7-day course is delivered over 6 months and covers topics like leadership, strategy, innovation, and operational performance. It aims to develop the skills needed for intrapreneurship within large organizations. Participants can choose to take the course for professional development or pursue an accredited qualification at the graduate or master's level. The course emphasizes practical work-based learning applied to real workplace challenges.
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21st Century Leaders Programme
- 1. 21st Century Leaders IntensiveShort Course for Middle and Senior Managers, Owner Managers and Professional Knowledge Workers Delivered in 7 days over a 6 month period • Nationally recognised • Accredited at level 6 (graduate) and level 7 (masters) • Content only option available without a qualification www.partnersinmanagement.co.uk 01484 500504 1
- 2. Scenario The world continuesto change and develop economically, technically, socially and culturally. • Are you and your organisation’s leadership and management skills and expertise adapting and developing likewise? • Cost-cutting, wage suppression, job sharing, redundancies and share buybacks are all finite in nature. What are you going to do when eventually all these options are exhausted? • The next recession is almost certainly closer to us now than the last one – are you preparing or even prepared for it? CONCLUSION • We will need creativity and innovation to support survival, let alone growth across all sectors. Remember: “It is not necessary to change. Survival is not mandatory” » W. Edwards Deming • So how do we do change, successfully? www.partnersinmanagement.org 2
- 3. It’s the 21stnot the 20th century Issues of the ‘information age’ • The 20th century saw the success of Scientific Management where ‘management’ of the work process was separated from the worker and the work itself – It became the manager’s role to determine, organise, supervise and reward the worker and their productivity • We now live and work in the digital 21st century ‘information age’. Do these old principles still hold? – Can we effectively lead and manage complex, inter-connected knowledge worker organisations where individuals determine, organise and supervise their own outcomes, activities and productivity using only manual worker 20th century principles? – Also we desperately need entrepreneurial skills to drive private sector economic growth and lead innovation and change in our public services www.partnersinmanagement.org 3
- 4. The Real Corporateand Social Entrepreneurs? We might need entrepreneurial skills to drive innovation and growth but are these sufficient in larger organisations? • Entrepreneurs are typically: – Creative and innovative, spot and exploit opportunities, find resources, network well, are determined, manage risk, have control and put the customer first. They often create new smaller independent organisations that they can direct ‘hands-on’ – by leaving larger ones! • Corporate Entrepreneurs have to work within existing larger organisations. – They have to understand, adapt and overcome existing structures, cultures, processes, political agendas, plus often utilise assigned personnel and financial resources as opposed to ‘starting from scratch’ – skills that pure entrepreneurs might not have yet developed. They have to manage, lead and innovate! www.partnersinmanagement.org 4
- 5. What is anIntrapreneur? 21st century organisational superheroes www.partnersinmanagement.org 5
- 6. 21st Century Leaders Intrapreneursneed additional skills and attitudes www.partnersinmanagement.org
- 7. How ‘skilled’ isour current management? Can it deliver the economic growth we need? • CMI surveys have found that: – 47% of workers have left due to bad management – 49% would take a pay cut if they could work for a better manager – 50% believe they can do a better job than their manager – 68% are ‘accidental’ not ‘aspirational’ managers – 40% don't want to manage people – 63% had no management training – Only 28% had a formal management qualification • CMI – Nov 2009 • A recent ‘learndirect’ survey has found that: – 64% of employers believed weaknesses in leadership and management were holding back company growth • Cranfield University - 2013 www.partnersinmanagement.org 7
- 8. The negative effecton staff • Four in 10 workers feel their manager's behaviour increases their stress levels • Over a third do not enjoy their job because of their boss • One in 10 blame their manager for declining health • Two thirds claim their manager is unapproachable • This has led to the majority of staff making decisions at work that they don't feel qualified to make, with 10pc covering up their mistakes – CMI Nearly three in four are making ill-advised decisions – Jun 2011 • Managers and leaders will therefore need to be retrained and developed with these new skills, focussed on innovation • If we do invest, what should we do and is there a clear return on investment? www.partnersinmanagement.co.uk 8
- 9. Future development demands •We desperately need to ‘upskill’ our current managers and leaders • In addition the need for managerially skilled professional knowledge workers will increase as we progress further into the ‘information age’ • Leeds City Region has identified that the largest increases in employment from 2012-2020 will be for managers, directors and senior officials – a 13% increase • ‘Improved leadership and management skills’ and ‘more enterprise and innovation and culture in education’ are 2 of 13 LEP skills priorities for LCR www.partnersinmanagement.org 9
- 10. What works best atdeveloping innovation skills • “Innovation for the Recovery” – Enhancing Innovative Working Practices – CMI & NESTA – Dec 2009 Table 8 Most effective resources/initiatives www.partnersinmanagement.co.uk 10
- 11. Management development paysdividends More than 50% have had no training at all • Best practice management can result in a 23% increase in organisational performance and subsequent employee engagement • Dept of Business, Skills and Innovation - 2012 • High performing organisations spend on average 36% more on management and leadership development than low performing ones (£1738 compared to £1275 per annum) • CMI The Business Benefits of Mgt and Leadership Development – Feb 2012 • 90% of managers believe qualifications improved their performance at work • 85% have made lasting changes to the way they lead and manage • 81% have passed skills to others and improved team performance • CMI The Value of Management and Leadership Qualifications – Jul 2012 • Germany spends on average €4438 per manager on training – the UK €1625 per annum • Cranfield University - 2013 www.partnersinmanagement.org 11
- 12. Our management developmentmodel Beyond the classroom with work based learning www.partnersinmanagement.org 12 PERSONAL DEVELOPMENT MeQ® “we need learning managers, not just learned ones” Knowing (Knowledge) Doing (Experience) Being (Attitude) Our courses are designed to develop all three managerial aspects
- 13. • Number smart •Word smart • Analytical • Intra-personal • Inter-personal • Openness to new ideas and experiences • Listening • Questioning • Learning ‘It is a miracle that curiosity survives formal education.’ Albert Einstein Essential Intelligences RIDFEAR® and MeQ ® are UK registered trademarks of Partners in Management Ltd 13 MeQ® or Attitude is a product of three key intelligence groupings
- 14. 21st Century LeadersCourse Course principles • Satisfies several Leeds City Region Skills Priorities and focussed on work based learning • Structured on an essential, comprehensive content only basis with the emphasis on developing the intrapreneurial skills and attitudes needed as a corporate entrepreneur • Designed to support the development of middle and senior managers/leaders from across all sectors with an emphasis on organisational innovation and change plus improving leadership and management skills • To minimise work disruption, delivered one full day per module per month via intensive workshops, to mixed sector action-learning groups of 12 maximum • Additional support via a community-based learning tool that provides safe and private group learning • Participants have access to additional extensive CMI online learning materials • Obtain a non-assessed CMI certificate upon completion for CPD and CV purposes • Content only approach but option of a nationally accredited work-based qualification if required at levels 6 or 7 dependent upon experience and position and offers progression routes to HE if required www.partnersinmanagement.org 14
- 15. ‘21st Century Leaders’ ProgrammeDesign © Partners in Management 2016 • Designed for professionals from all sectors & backgrounds • Delivered in full day sessions over 6 months • Focused on innovation • Time & cost effective • Small groups (≤ 12) • Developmental & practical • Quality assured/recognised • Digital learning support • PiM & CMI materials • Noddlepod groups • Qualification options including masters level • Runs frequently • Alumni support • Potential 50% funding Day 7 Leadership & Beyond Day 1 Management in Context Day 2 People, Culture & Structures Day 3 RIDFEAR® Personal Coaching Day 4 Thinking Strategically Day 5 Improving Operational Performance Day 6 Delivering Innovation & Change Nationally recognised and accredited at Levels 6 & 7 (graduate & masters)
- 16. Day 1 Management inContext • So what is 21st century management? – Why ‘austerity’ is here to stay – What is ‘management’ and what have been the major theoretical stages/influences on its development? – Has this left a negative legacy in organisations? – Why we need a new 21st century approach – What are the differences between a manager, leader and entrepreneur and what are the key skills of each? – What is learning and how do we and organisations learn? – What skills have I and which do I need to develop as an Intrapreneur? 16www.partnersinmanagement.org
- 17. Day 2 People, Cultures& Structures • People and organisations are all different yet similar in so many ways – so what are the building blocks? – Start to develop a language explaining how we are all different and how we can accommodate that – What really ‘motivates’ individuals and what doesn’t? – Understand and improve how we identify problems, create new ideas and make appropriate decisions – How do we delegate, negotiate and handle conflict? – What makes a successful team, tribe or community? – How can we define organisational cultures and structures, develop them appropriately and manage across them? – What developmental role does HR have to play in the future? 17www.partnersinmanagement.org
- 18. Day 3 MeQ®/RIDFEAR® PersonalCoaching • Can you manage and lead teams and others through change without first understanding and managing yourself? – Understand more about yourself and achievements, what you’d ideally like to achieve, what holds you back, where to focus your efforts, what is achievable, how to get there - then learn from the experience and reward yourself – Appreciate how the concept of self-coaching can help you come to terms with change and achieve more positive outcomes both for you and your team – Learn and apply the RIDFEAR® self-coaching methodology for yourself - but also learn how it works with teams and helps you support other team members 18www.partnersinmanagement.org
- 19. Day 4 Thinking Strategically •So much ‘strategy’ is handed to us in the form of targets or best practice. – How values and purpose should drive innovation – Why every employee should be involved in the strategic process – Appreciate the issues of the wider organisational environment and their local impact – Learn how strategies are really practically created – Identify the stages of analysis, choice and implementation and the skills/resources and involvement needed at each – What’s different and new in the digital information age? – Constructively critique past and current strategy to inform future best practice 19www.partnersinmanagement.org
- 20. Day 5 Improving OperationalPerformance • Introduce radical change to an unstable non-optimised operation and guess what happens – yes chaos! – What is quality and why is it critical? – Appreciate how cost savings are actually generated – Question what you need to measure, the appropriate ways to do it then analyse the results to identify real problems – Understand, identify then optimise your product / service delivery bottlenecks to increase throughput – Understand the concepts behind ‘lean’ – How they might be transferred into a service environment to optimise productivity and performance? – Explore the EFQM and Business Scorecard models 20www.partnersinmanagement.org
- 21. Day 6 Delivering Changeand Innovation • Is there a successful process we can follow when implementing change? – What is change and what is innovation? – Explore and evaluate the alternative models for achieving successful change – Understand clearly how people react and respond – What is meant by ‘lean innovation’ and ‘design thinking’ – Apply the PIERCE2 innovation model on a working example – Do you need to set up your own ‘skunkworks’? 21www.partnersinmanagement.org
- 22. Day 7 Leadership andBeyond • Do we now need a new model of ‘management’ at all levels in our organisations? What might this encompass? – What leadership really means in a knowledge environment – Evaluate your own skills, behaviours and attitudes to leadership – Might emotional intelligence be a pre-requisite? – Understand that different situations require different leadership styles – Reflect on what it takes to be an intrapreneur and what skills and positive attitudes you already have – Examine if organisations can function without managers – Take inspiration from selected case studies from around the world 22www.partnersinmanagement.org
- 23. Course Design &Pricing Content only or accredited courses www.partnersinmanagement.org 23 Delivered one day per month from our location at the Media Centre, Huddersfield or at other venues, subject to demand, to mixed sector groups of 12 max using an action-learning approach. Development only course for middle/senior managers/leaders with CMI recognised certificate of completion and 12 months on-line learning material support and CMI Affiliate membership • Complete 7 day course - £2500 CMI Level 6 & 7 qualification including all registration, student and assessment fees, induction, support and 12 months on-line learning material support and CMI Affiliate membership • CMI Level 6 Award in Management and Leadership (QCF) - £275 • CMI Level 7 Award in Strategic Management and Leadership (QCF) - £325 • CMI Level 6 Certificate in Management and Leadership (QCF) - £450 • CMI Level 7 Certificate in Strategic Management and Leadership (QCF) - £500 Corporate – In house or mixed course for up to 12 participants – price negotiable Contact - David Broadhead - [email protected] Tel: 01484 500404 Mob: 07957 325336 Jane Adamson – [email protected] Mob: 07837 024374 All prices plus VAT
Editor's Notes
- #14 Lets start by considering what we consider to be three critical groupings of mental intelligences and abilities. They are shown here in equal size but in reality will be of different sizes relative to our own strengths, experiences and development. The first is the Logical group which we might commonly refer to as IQ and comprises the Number smart / Word smart / Analytical intelligences and abilities. The second is the Emotional group or EQ and comprises the Intra-personal (what we know about and manage ourselves) and the Inter-personal (what we know about and manage others) intelligences and abilities. Finally we have our third grouping which we have called Curiosity or CQ and comprises Openness to new ideas and experiences / Listening / Questioning / Learning type intelligences and abilities. However, do these change and develop as we mature and learn? Certainly there is much evidence that our emotional intelligence(s) or EQ are the ones that can increase as we experience life and begins to explain why so many organisations are looking to employ older staff now in their customer facing roles. In contrast does our CQ diminish with age as we become more educated and conformist as Einstein hinted at. So MeQ is you – the bit in the middle where all these abilities come together and MiMeQ is your personal journey of discovery, growth and achievement. Lets start by applying and developing our CQ at first through listening and questioning.