summary progress of the integrated leadership … sept 14/james_me… · summary progress of the...
TRANSCRIPT
‘Summary progress of theIntegrated Leadership Development Network’
James Mehmed – OD & Learning Manager, Suffolk County Council
The story so far …
The Big Ticket Issues …
• The context of Local Government is constantly shifting
• Different skills and capabilities are required to operate within the new context
• Achieving financial savings is going beyond internal programmes
• More creative ways needed to explore alternative ways of delivery
• Efficiency and working smarter
• Whole system view needed – thinking across organisational boundaries
Development for managers and leaders tends to be done within our own organisational boundaries, mainly to improve functional role skills yet the current and future context demanded whole systems, Suffolk wide, collaborative development, against a backdrop of severe savings plans.
Birmingham University’s papers about the future of public sector employees signposted important skills for the future and ways to develop them by sharing with others across boundaries.
We created the 4 Cs (Collaboration, Connecting, Composing, Co-producing or Co-delivering) to provide a focus for the development – keeping it simple so that it could be understood and used by many organisations.
Response from Suffolk Chief Executives was positive and we brought together leaders from across the main public sector partners in Autumn 2013 to try this approach to learning.
Backdrop to ILD initiation
Integrated Leadership – Explained …
• Network – connecting people, organisations, resources and capabilities
• Not a programme – organic in its design and future…
• Shared values – 4C’s
• Learning from one another
• Actively sharing what we know and our collective resources
• Developing relationships built around trust and mutual interest
• Shared objective of delivering better services … together
Steps to success – Current Phase Step 1 (initiate and build)
• Recruit partners
• Share and own the joint ILD vision and principles
• Initiate shared experiences
• Deliver high quality learning experiences
• Do some work together
• Demonstrate the interdependencies
• Create space for networking and relationships to develop
Leadership subject areas
• Authentic Engaging Leadership• Fit to Lead• Context and Analysis• Developing Commercial Acumen• Cultural Mapping: Working Across Boundaries• Transforming Thinking and Doing
• Fit To Lead Follow up (Autumn 2014)• Inspiring Through Stories (Autumn 2014)• Connect and Learn (Autumn 2014)• Perspective is Everything: Rethinking Public Services (Autumn 2014)
Over 250 attendees at events so far
A look at what we have been up to …
A look at what we have been up to …
• A mix of high quality leadership development activities• Networking time, space for discussion and exchange of
information, ideas and creative approaches to real challenges• Online resources – Linked In and Learning Pool• Open space events• Partner led learning offers• Action learning and targeted problem solving for shared issues
Collaboration via Linked In
• Post work based challenges• Use in context of problem solving• Share insights and experiences from others• Collaborate, offer expertise and opinions• Share topical articles and online resources
“Every ILD event has been of a very high standard with excellent guest facilitators”
“I have made changes in my personal life as well as work”
“The course is engaging and practical and I can see how I can apply the learning in a variety of ways”
“I thought the event was incredibly worthwhile and I have returned to my team with a renewed sense of enthusiasm and with a useful toolbox of skills and techniques”
“Fantastic event, I came away feeling I had learnt more in 2 hours than I have ever done before”
“I enjoyed the opportunity to work with other colleagues”
What network members have said …
Short case study – the spirit of ILD is to share …
Scenario: The ILD member has reported that the network has given herself and peer managers the opportunity to develop relationships with District, Borough andHealth colleagues. New connections have been made.
Outcomes: • Enabled culture change ‘way we do things’ to break-down barriers to open
plan working and how to use shared workspace.
• Sharing experience has helped others to understand the principles of flexibleworking and identify solutions to the challenges that will inevitably arise.
• Potential costs savings and efficiencies through not duplicating avoidableissues.
Short case study – the spirit of ILD is to share …
Scenario: Following an ILD event where members pledged to offer access to theirresources and specialisms / areas of expertise new connections have been madewith a colleague that may lead to support for resources and potential funding.
Outcomes: • New connection made to professional network and shared with other colleagues.
• Ongoing discussion regarding drawing down external funding.
• If successful, the external funding will directly support up to three business objectives.
• The connection was made directly through the ‘pledge’ made at the ILD event.
Next Steps…
• Moving from step 1 – ‘Initiate and build ‘to Step 2 – ‘grow and sustain’
• Evaluate and review feedback
• Shift governance from Suffolk County Council to a shared partner base
• Jointly author the strategic direction of the partnership network
• Review investment requirements to fulfil future needs
• Recruit new partners and members / maintain existing membership
• Build on step 1 development and create more shared learning events
• Facilitate more ‘joint issues’ and develop joint solutions taking a whole system perspective
• Thinking broader than just with the confines organisational boundaries
Presentation End.Following slides can be retained and used as additional material if questions Arise from panel can be answered by the slide e.g. more detail on 4C’s
4 C SurveyResponse count – 45
Application of the 4 C’s:
Context & Analysis – SNOIdentifying leadership challenges and finding ways to solve them
29 participants, 10 organisations
Authentic, Engaging LeadershipChallenging thinking about leadership behaviour in 21st Century
95 attendees, 13 organisations
“I thought the event was incredibly worthwhile and I have returned to my team with a renewed sense of enthusiasm and with a useful toolbox of
skills and techniques.”
“Fantastic event, I came away feeling I had learnt more in 2 hours than I had ever done before!”
Practical output with many taking the diagnostic tools to use with their team
Inspiring through StoriesDelivering compelling and impactful messages
98% success rate
“The course as engaging and practical and I can see how I can apply the learning in a variety of settings”
“I would recommend that other leaders attend”
Immediate impact of the workshop, delegates apply skills in:• Large conference setting• Promotions board• In a political setting
Cultural Mapping
Real-time working with partners to explore cultural differences
40 attendees, 11 organisations
Action Learning set quotes:
“Questioning improved as we went on”
“Worked together better as a team”
Fit to LeadDay 1 – Building resilience and maximising performance
Day 2 – Influencing through change
43 attendees, 5 organisations
“I took lots of new ideas and motivational techniques away with me and enjoyed the opportunity to work with other colleagues”
“Fantastic, relevant, useful and interesting. Top tips to improve performance and quality of life”
Pedometers – all embraced and exceeded personal challengePhone app – messages well received and motivational
Developing Commercial Acumen
A private sector perspective to provide insight into procuring public sector services
Using pledges made shared knowledge about commercial acumen
Also provided an opportunity to have conversations with others with commercial experience
Evaluation
C %
Collaborating 65.7
Connecting 64.8
Composing 67.1
Co-producing or co-
delivering 64.5
November 2013
20 situations – all with pledges made
Key themes:Cultural understanding and developmentCo-location Commercially Savvy
May 2014
Personal leadership challenges coached & addressed on the day
”free flow of sharing experiences and
discussion”
98%said they would recommend the
event to others
83% said they would recommend the
event to colleagues
83% Rated the event a good or excellent
100% said they would recommend
the event to others
100%rated the event 8/9/10 out of
10
Least used area:Composer – using
commercial acumen to benefit commissioning
58.8%
Most frequently used :Co-producer/co-deliverer – ensuring understanding
about levels of accountability and
responsibility77.9%
Creating opportunities to learn from one anotherActively sharing what we know & our resourcesBuilding sound networks & trusted relationships across organisations…to deliver better services together
Covering the Suffolk System, 18 partner organisations
74 pledges made
June 2014
Suffolk County Council NHS Norfolk & Suffolk Police Waveney & Suffolk Coastal District Councils West Suffolk CouncilsBabergh and Mid- Suffolk District Council Suffolk Family Carers Community Action Suffolk Access Community Trust The Befriending SchemeKier MG Suffolk Family Focus Concertus Sensing Change ServestCMT – London EELGA Anglia Community Leisure & Abbeycroft Leisure
Leadership subject areas
• Authentic Engaging Leadership – half day seminar, (Professor Beverley Alimo-Metcalfe)• the Integrated Leadership Development approach• how you can contribute to developing our leadership community • how you can develop your own skills and knowledge
• Fit to Lead – 2 days (3 groups for each)Building Resilience and Maximising Performance – Day 1, Anna Hemmings MBE• practical techniques to strengthen individuals to become more resilient, improve energy levels and build
capacity, whilst at the same time reducing the impact of stress. Influencing Through Change - Day 2, Mary Keightley• how to develop strategies to effectively sail through change and connect with people who work in a
different way to you• Context and Analysis 2 hours, Nadia Harrington
• small groups to discuss current leadership challenges and offer pledges to support others• Developing Commercial Acumen – 3 hours, Andrew Sugars, SERVEST
• sharing challenges of working with public sector procurement • Cultural Mapping: Working Across Boundaries - 3 days Jan/Feb/June (Grahame Smith CIPD, Catherine Mangan
Birmingham Uni) • Focus on ‘multi-agency working’• Leadership & the relationship cycle• Culture & diagnostic approaches - ‘Cultural webs’• Action planning
• Transforming Thinking and Doing – 1 day, Dr David Hall• The strategic role of creativity - challenging existing ways of working, to free up thinking, generate fresh
and novel ideas that then feed innovation
Still to come…….
• Fit To Lead Follow up (Autumn 2014) half day, Anna Hemmings, Mary Keightley• Revisit key principles from previous workshops and some action planning to work through
real life examples • Inspiring Through Stories (Autumn 2014) 2 days, Helen Eyre & David Willis
• Build relationships and work across boundaries• Connect, influence and inspire through storytelling• Deliver change messages and keep relationships intact
• Connect and Learn (Autumn 2014)• Market place to exchange skills• Interactive sessions to share experiences
• Perspective is Everything: Rethinking Public Services (Autumn 2014) 2 hour seminar Rory Sutherland