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TRANSCRIPT
Final Version 5th June 2018
Appendix 1
LEADERSHIP DEVELOPMENT FRAMEWORK
“The Humberside FRS Way”
SUPPORTIVE LEADERSHIP AND MANAGEMENT
BEHAVIOUR
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CONTENTS
1. Background: Vision and Values
2. What is Leadership?
3. Proposed Leadership Event
4. The Humberside Way – Leadership in Humberside Fire and Rescue Service
5. Scenario Based Training – What is it?
6. Delivery of the Humberside Way Leadership Programme
7. Scenario Based Training – Training Programme and use of IT System
8. Additional Leadership Interventions
9. Coaching and Mentorship
10. Action Plan
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1. Background: Strategic Plan
Our strategic plan lays out the following:
What we want to achieve:
Prevent the loss of life, injuries and impact on communities caused by emergency
incidents.
Inspire community confidence.
What we need to do well:
Respond quickly and effectively to emergency incidents.
Have the capability to respond to any risk in the area.
Continually learn and share that learning from incidents we attend.
Work seamlessly with other emergency responders.
Have the capacity to handle emergency calls and arrive on scene quickly.
Help the public to stay safe.
Help the community to be safe at home, at work or in public places.
Advise businesses on their fire safety responsibilities and enforce when needed.
Safeguard the vulnerable.
How we will do it?
Value our people.
Strengthen our leadership and line management.
Embed our principles and behaviours.
Provide excellent training and education to ensure continuous improvement.
Support the health and wellbeing of our people.
Strengthen our ability to provide an excellent service by diversifying our staff,
promoting inclusion and creating a fair and equal place to work.
Plan ahead for all workforce issues.
Recognise and reward our staff for excellence.
In order to achieve the above, we need to ensure that we have effective leadership across
the Service. This framework aims to provide the appropriate development to give the Service
the best opportunity to do so.
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2. What is Leadership?
In the broadest sense of the word, a "leader" is someone who brings people together and
guides them toward a common goal. Anyone can tell others what to do, but effective
leadership requires much more than the ability to assign tasks to a group.
All our managers are managed by another and the impact of unsupportive or, alternatively,
supportive behaviours have a “trickle down” effect throughout the layers of a management
structure. These behaviours can have a direct impact on our performance, our ability to
deliver on our roles, our health and on our own behaviours towards our colleagues and the
teams we work with.
The Centre for Creative Leadership states that leadership ensures:
Direction: agreement and pride among people on what the organisation is trying to
achieve together, consistent with vision, values and strategy.
Alignment: refers to senior leaders’ effective coordination and integration of the work.
Leadership: ensures commitment such that everyone in the organisation takes
responsibility and makes it a personal priority to ensure the success of the
organisation as a whole, rather than focusing only on their individual or immediate
team’s success in isolation.
It further states that the qualities required of these leaders are the appropriate skills,
competencies and knowledge specific to their level and area of work to meet the challenges
required of them and that the desired leadership culture, including required skills, values and
behaviours needed to achieve the vision such as improving high quality care, compassion,
equality, engaging staff, commitment to learning, positivity and openness is developed.
It is crucial that the collective leadership capabilities and strategies are developed so that our
leaders are acting together to implement organisational strategies and nurture cultures (that
individual leaders working alone cannot accomplish).
3. Proposed Leadership Event
An event, at the new “Leadership Forum” style, is proposed with many leaders from across
the Service being invited. This could be in conjunction with the Organisational Health Check
results. 3 key questions related to leaders’ views on leadership will be posed.
They are:
What experience have you had of leadership, good and bad, that you can learn
lessons from?
With good leadership what would success look like?
What support and development do we need to put in place in terms of a leadership
development programme?
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The kinds of responses expected would be as follows:
Good leadership is:
Good communication/engaging
Clear direction
Flexible leading style
Passion for the role
Fair and genuine/honest
Trustworthy
Persuade and influence people
Approachable/visible
Time and energy for others
Self-awareness
Competent
Caring/supportive/compassionate
Realistic
Liberating
Strong and decisive
Positive attitude
Leading by example
Good role model
Courage
Empowering
Ability to impart a vision
Forgiving and understanding
Confident and articulate
Humour Bad leadership is:
Dismissive
Not approachable
Threatened by others
Controlling
Doesn’t listen
Poor communicator
Unfair
Not committed
Indecisive
Puts staff down
Favouritism
With good leadership, success could mean:
a good leadership structure
links across services
cohesive teams
being more organised
a clear direction
and that we would feel that we had:
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a sense of ownership
good levels of support
a sense of belonging
a shared purpose, aims and goals
a pride in our work
a positive attitude
a culture where we are able to challenge decisions/talk openly
Mutual empathy and respect
The support and development we could look at would include:
Shared purpose and clear vision
Reassurance
Clearer/effective communication
Time
Forums/networking
Strong supervision
Identifying future leaders (succession planning)
Recruit for leadership qualities
Rewards and recognition
Coaching, mentoring, shadowing and “buddy” system
A focus on behaviours This event would include a review of the national “inspiring leadership in FRS” behaviour framework to identify those behaviours best suited for HFRS. At the time of writing, this work is going through a national FRS consultation process, and once finalised, will be integrated with this Framework.
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4. The Humberside Way – Leadership in Humberside Fire and Rescue Service
Good leadership requires attitudes and behaviours which relate to people and enable
people and organisations to perform and develop. We need to explore our current
leadership models to ensure that we develop positive behaviours and recruit and develop
strong leaders to deliver our vision.
Figure 1 (Copyright Zeal Solutions Ltd)
Figure 1 describes how behaviours that are displayed will be the same across the
management layers in a structure. Critical, inconsistent and blaming behaviours used at the
most senior levels will be replicated through all the layers. Similarly, encouraging, fair and
listening behaviours will equally be replicated if displayed.
Therefore, it is essential that we are aware of how our leaders can be supported to develop
the supportive behaviours on the right of the diagram. In essence “we act as we feel and we
feel as we think”; that is the environment around us and our leaders’ interactions with each
of us as individuals plays a key role in how we behave towards our colleagues and the staff
we manage.
For an individual to fully understand their own leadership behaviours, it is necessary to
support people with an initial review of their personality type and behavioural styles. The tool
proposed for this review is the PRINT Workshop approach. More detail about this approach
can be seen at discoveryourprint.co.uk/programmes. It is used to enable people to discover
their own unconscious motivators and to help leaders to better understand their teams.
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It is also important for the Service to recognise the levels of leadership required at the
appropriate levels and the skills it requires from every individual.
Leading the Service
Supportive Leadership and Management Behaviours Training; ELP, Cross Sector
Leadership and E Learning Modules. Focus on developing skills to support and lead
strategic change. Group and Area Managers, Heads of Function and Senior Professionals.
Leading the Function
Supportive Leadership and Management Behaviours Training and Line Management
Development Programme
Group Managers, Station Managers, Watch Managers, Specialist Managers
Leading Others
Supportive Leadership and Management Behaviours Training and Line Management
Development Programme
Focus on people management, legal and ethical framework; personal leadership skills and
personal resilience
Watch Managers, Crew Managers, First Line Managers
Leading Yourself
Induction and Core Skills Framework
Management and staff development modules
Firefighter and Entry Level staff
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Figure 2: The leadership performance equation (Copyright Zeal Solutions Ltd)
Leader performance = (results from the impact of) personal factor x (and) behavioural
factors x (and) environmental factors. In short, your environment, your personal resilience
and situation and your skill in demonstrating supportive behaviours need to be in balance to
most effectively perform as a leader. Each element in this equation has its role in
determining how individuals perform as leaders.
The elements of leadership are formed within a context of operational and professional
competency:
Operational and professional competence
Outstanding Leadership is about
building high performing teams and developing people to their full potential.
It s about communicating with integrity,
being open and honest to foster trust and build collaborative working
partnerships. An ambassador and role model for the Fire & Rescue Service.
The focus is on others and how a manager uses leadership to create high
performing teams
Personal Impact ensures we value,
respect and promote equality and diversity. It s about being a positive
presence on others, having personal
integrity and an ability to self-manage. The focus is on self and how a
manager uses leadership to create a positive, safe working environment,
focusing on ethics and wellbeing.
Organisational Effectiveness is ensuring everything we do is linked to
organisational plans and values. It s
driving the mission and ensuring
decisions and actions are beneficial to
the customer. The focus is on the
organisation and how a manager uses
leadership to continuously improve,
innovate and change
Service Delivery is about delivering high
quality services now and in to the future.
It s about intelligent problem solving with an
outcome focussed approach, continuous
improvement and value for money to our
customers. The focus is on task and how a
manager uses leadership to produce
outcome-focussed results which meet
customer needs.
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Leadership and Management Training
The Service is developing a Transactional Management Development Programme, which
consists of individual sessions delivered over a week long course focussing on the
transactional elements of managing within HFRS. Although useful in its own right, this will
not meet the needs and requirements of developing our leaders and providing our managers
with the toolkit for outstanding leadership understanding and behaviours.
As illustrated in figure 1, supportive leadership and management behaviours are a
cornerstone of ensuring that our staff feel supported and valued and should be modelled by
all our leaders. The proposal within this framework is to introduce a concept and package
called The Supportive Leadership and Management Behaviour Training Programme which is
described in more detail later on in this document. This will form part of the management
development programme, and be delivered prior to the policy modules to provide our leaders
with the toolkit to be good leaders as described in the feedback given at the leadership
event. It will be a core factor in how our leaders are developed that we focus on them as
individuals, develop their skills and model supportive behaviour through the layers of
management. This will then be an enabler to them developing their staff and transforming
their services.
This will be mandatory training for all managers in the Service and will feed the quality
conversation needed at appraisal for managers and provide the tools for them to lead the
quality conversation for their staff.
5. Scenario Based Training – What is it?
Scenario Based Training (SBT) is an evidence based system of training that has been
developed by Zeal Solutions to enable organisations to deliver high impact training to their
leaders, managers and employees in general. For over a decade, Zeal have been working
closely with various organisations across different sectors on the development of their
leaders. Zeal are committed to providing high quality training and continuously evaluate all
programmes that they offer to ensure they are having the desired impact.
There are three concepts that underpin the aims of all programmes that are delivered
through SBT. These are:
Growth mind set
Collective capability
Whole person learning (personal factors, behavioural factors and environmental factors)
These concepts can be seen in the supportive leadership training module, which is one part
of the training that is based on the SBT methodology. The growth mind set is about ensuring
leaders/managers do not limit themselves or their staff as a result of the way in which they
view leadership behaviour and the development of their own behaviours. Collective
capability is about structuring the programme so that managers learn how to work together
better. Whole person learning is about ensuring leaders/managers consider learning within
the organisational context and are able and ready to transfer their learning.
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Zeal, through the SBT system, provide organisations with a range of modules that can be
delivered as master classes and full-workshops. All programmes can be delivered by Zeal or
offered as train the trainer/facilitator sessions.
6. Delivery of the Humberside Way Leadership Programme
Currently, 1 senior member of staff is trained to deliver the Supportive Leadership training
and this will be expanded to increase capacity for rolling out the programme effectively. Zeal
Solutions will be commissioned to undertake some bespoke courses for senior leaders and
then dedicated train the trainer sessions with interested and appropriately skilled staff to then
deliver the training programme.
Once these trainers have completed this training, the programme itself will be delivered in a
3 day package on an ongoing quarterly basis to 2 cohorts of 12 managers, followed up by
the week long transaction management development programme a month later. Those
managers who have already completed the earlier management development programme,
will be expected to undertake the 3 day Supportive Leadership and Management Behaviours
Programme as a standalone session.
It is proposed that a tailored session be developed for CMT to be delivered in September
2018 and for a “front loading” of training sessions to be delivered to leadership teams and
senior managers over the first 6 months from launch.
Bespoke versions of the programme can be arranged and provided to specific teams on
request and this may be considered as part of the development of the new care group
structure.
The Supportive Leadership and Management behaviour training will form the cornerstone of
behaviour development for our leaders followed by the management transactional training to
provide them with the full toolkit of the “how” followed by the “what”.
7. SBT – Training Programme and use of IT system
This Supportive Leadership and Management Behaviour module has been designed to increase awareness of supportive management behaviours in the workplace.
A key component of the training itself is the use of short video scenarios which convey a series of common ‘problems’ or situations that managers have to face, and the ways in which managers may act or behave in response to the situation. The use of scenarios within training programmes has been recognised as a useful tool to aid learning as it allows the learner to easily relate the training content so that they can readily apply it to their job. Unlike traditional methods of training, this experiential approach to learning encourages delegates to take an active role in their own learning. The use of video scenarios is encouraged as it enables delegates to experience situations within the workplace in a safe environment.
Evaluation results for this module demonstrate that completion of it significantly increases the level of capability that managers believe they have to deal with various scenarios that they face in both a supportive and effective manner. Furthermore, evaluation results also demonstrate that managers find this module enjoyable, relevant to their job role, high in quality and feel motivated to apply the learning from the training to the workplace.
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The SBT System
As part of the license agreement, trainers and delegates are given access to the web based SBT system. This is a resource for trainers, managers, and also a resource for staff. This system complements the training that delegates receive and has been designed to support their learning both before and after the training event. Through this system, users will be given access to a wide range of resources including articles, action learning sets as well as the opportunity to complete assessments, discuss topics of interest with other SBT users and much more.
The SMBI Assessment
The ‘Supportive Management Behaviour Inventory’ (SMBI) is a 360° assessment and forms a key part of the Supportive Leadership and Management Behaviour Module. The SMBI process can be used to help managers/leaders consider and reflect upon their own behaviour and the subsequent impact that it can have on those whom they work with and manage. The aim of the SMBI process is to facilitate the development and promotion of positive management behaviours both within individuals and across the organisation as a whole.
The assessment draws on the notion of human agency; the belief that we are the initiators of our own actions and thoughts. The training and assessment explore how personal, environmental and behavioural factors interact to determine leadership performance.
The Scenario Based training package also includes access to the purpose built and newly
relaunched web based system which provides staff with self-assessment tools, an
assessment report and regular refreshers and self-mentoring of their skills. It can be used to
provide an evidence base for the positive impact of the training and an evaluation of its
effectiveness and changing of behaviour.
8. Additional Leadership Interventions
Leadership Forum
The Leadership Forum has been launched for leaders as a bi-monthly development session
to focus on specific topics or to meet to share experiences and learn from one another. We
will ask staff for suggestions and arrange external speakers where appropriate.
Supervision
Supervision plays a key role in the management and leadership of our staff and of
supportive leadership behaviours. A strong supervision structure is crucial in ensuring good
staff engagement and a supportive culture as well as an efficient use of time to develop staff
on a day to day basis. As with all leadership, the “how” is much more crucial than the “what”,
so the application of the Supportive Leadership and Management Behaviour training in the
manner supervision is undertaken will enable it to be effective and more powerful in its use.
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9. Coaching and Mentorship
The Chartered Institute of Personnel and Development (CIPD) state:
Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance.
It is possible to draw distinctions between coaching and mentoring although in practice the two terms are often used interchangeably.
What is coaching?
Coaching targets high performance and improvement at work and usually focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes (such as social interaction or confidence). The process typically lasts for a relatively short defined period of time, or forms the basis of an on-going management style.
What is mentoring?
Mentoring involves the use of the same models and skills of questioning, listening, clarifying and reframing associated with coaching.
Traditionally, however, mentoring in the workplace has tended to describe a relationship in which a more experienced colleague uses his or her greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff.
One key distinction is that mentoring relationships tend to be longer term than coaching arrangements.
We already have some staff who are mentors and coaches and we will collate information to produce a register of mentors and coaches and we will put in place a coaching and mentoring programme. We will also train more staff to become coaches or mentors and develop and implement a coaching and mentoring programme across the Service.
Miriam Heppell Director of HR, June 2018
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10. Action Plan
ACTION TIMESCALE PROGRESS
Leadership Event to launch the Supportive Leadership and Management Behaviours Framework and the action plan
5th June 2018 Complete
Costings from Zeal for full programme
30 June 2018
Leadership Event to introduce Dr Zarola and give an overview of the training to senior leaders
20th August 2018
Bespoke CMT and HFA Session to include Members
30 September 2018
Tailored sessions for TMT 31 October 2018
Tailored sessions for Full Middle Management layer
Christmas 2018
Tailored sessions for: Watch and Crew Managers
End March 2019
Small cohort of Train the trainer
to deliver SBT as part of our
management development
programme (approximately 20)
End March 2019
Launch first SBT sessions
(monthly for the first 6 months) 1st April 2019
Review and refresh Management
development programme to
include SBT
1st April 2019
Arrange dates for Leadership Forum / Masterclasses quarterly
Bi-monthly from February
2018 Complete
Integrate Supportive Leadership and Management Behaviours Framework into the appraisal system
1st April 2019
Collate information regarding mentors and coaches within the organisation
Christmas 2018
Develop and implement a coaching and mentoring programme
1st April 2019
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