Leadership Development

The concept of leadership has evolved considerably over the last 50 years. From initial theories that leaders are 'born not made', we have progressed to understand that effective leadership skills can be learned and developed. Studies of those identified as 'great leaders' demonstrate that each brought a unique set of personal attributes to bear on their particular leadership style. Current research indicates that the most effective leaders succeed through engaging the people who work with them, and there many ways of achieving this. The aim in leadership development is therefore to enable people to be the best of what they are and so to maximise their effectiveness as leaders.

We recognise that the development of leadership skills requires changes in behaviour, and that making lasting changes in behaviour is a difficult task. Our approach to developing leadership skills acknowledges this fact and is founded on the following principles:

• Leaders need to take stock of their current capabilities and their match to the current and future demands through high-fidelity feedback about their fundamental styles and preferences and how these impact on the people who work with them
• Leadership development should be based on conscious learning in the workplace, with 4 key stages:
  • setting personal learning objectives that draw on that objective feedback
• taking action to achieve these objectives through progressing a significant improvement, change or innovation in the workplace,
• reviewing to draw conclusions based on evidence collected from the workplace, and
• reflecting on the progress made in achieving both personal and organisational objectives and planning for the next steps
• Learning should be supported by one or more mechanisms that can include:
  • individual feedback and coaching
  • group feedback and review
  • challenge and support groups to enable participants to share experience and expertise in pursuit of work-based initiatives, and to reinforce shared accountability in achieving the programme aims
  • programmed, formal inputs to meet identified training needs of participants

Any leadership development programme must be fully integrated with the vision, values and objectives of the organisation. Top-level support and involvement in leadership development is critical to its success.

Management Development

Management research has identified two underpinning competencies that are associated with higher performance. These are:

• Self awareness
• Ability to learn

Our approach to management development draws on this research to form a fundamental model of work-based learning that is made up of the following stages:

1. Initial diagnostics. We use a range of measures of personal style and motivation together with 360 degree feedback to identify both strengths and development needs. This package of high fidelity feedback provides a strong base both for the setting of focused personal development plans and the motivation to see them through.
2. Development planning. We facilitate the production of SMART development plans with a focus on setting targeted, realistic personal development goals that are relevant to current business demands.
3. Development support. We hold regular reviews with managers (either one-to-one coaching or organised 'support and challenge' groups) to maintain a focus on achievement of the goals set.
4. Review and evaluation. We set agreed summative review points to consider the extent to which development plans have been achieved and to set goals for the next period.

Through using this process we build an orientation to learning and development that becomes a built-in habit for managers rather than a 'nice-to-have option.

We have supported many organisations in the introduction of this approach to management development with lasting benefits.

Case Study
When the Metropolitan Police Service was required by the Morris Inquiry to address the need for development among its senior civilian staff we worked with MPS Human Resources staff to introduce the IMPACT programme based on the above model. For many delegates this was the first major opportunity to focus on their development needs for many years and was evaluated by them as a very positive step forward. Read More . . .

How SR&A can help?
At SR&A our consultants have designed and facilitated leadership and management development programmes for many organisations in both the public and private sectors. Call Derek Wilkie on 0161 877 3277 to discuss your requirements