Accelerated Development for Middle Managers
This programme uses a range of validated individual activities, inventories and self-reflection tools, combined with intensive one-to-one feedback, assessed against a comprehensive competence framework. The individual and consultant together identify the individual’s development needs; the outcome is a personal development plan. The consultant provides 4 x coaching sessions over 6 months (or other agreed time frame) using the relevant elements of the following:
KEY ELEMENTS
1. 360° feedback
Using a strategic management competence framework, customised for social housing, the delegate completes a self-assessment of their current competencies. They choose one or more peers, up to 3 direct reports ('subordinates') and their line manager to also complete the assessment, in confidence. All assessments are returned to Central; a composite analysis is produced for use in feedback.
2. Myers Briggs Type Indicator
This instrument is based on a personality framework developed from Jungian psychology. Research indicates it is the most valid of any of the commonly used personality assessments. It helps the individual explore preferences and is used here to identify preferred leadership style. MBTI is also used to enhance personal development and support career development.
3. Strategic report
Using a given scenario, the individual produces the outline of a strategic proposal. This activity demonstrates intellectual competencies and results orientation.
4. In-tray exercise
A ‘classic’ exercise to demonstrate the following competency clusters: intellectual, results orientation, inter-personal skills, professional knowledge and adaptability.
5. In-depth feedback
A two-hour intensive session where the consultant feeds back her/his observations from the evidence gathered through 1 – 4 above, assessed against the competence framework. Unlike a traditional assessment centre, dialogue is an essential part of this process.
6. Personal development planning
Strengths and weaknesses identified from 5, and the individual’s own objectives, underpin the personal development plan. The individual is assisted in identifying appropriate development goals and activities.
7. Coaching sessions x 4 (intervals to be agreed; between monthly and quarterly)
depending on the nature of personal development goals and individual preferences.) The coach provides an opportunity to reflect on progress, and guidance on next steps. This model ensures that learning is put into practice, reflected upon and challenged in order to sustain and build the development process.
1. 360° feedback
Using a strategic management competence framework, customised for social housing, the delegate completes a self-assessment of their current competencies. They choose one or more peers, up to 3 direct reports ('subordinates') and their line manager to also complete the assessment, in confidence. All assessments are returned to Central; a composite analysis is produced for use in feedback.
2. Myers Briggs Type Indicator
This instrument is based on a personality framework developed from Jungian psychology. Research indicates it is the most valid of any of the commonly used personality assessments. It helps the individual explore preferences and is used here to identify preferred leadership style. MBTI is also used to enhance personal development and support career development.
3. Strategic report
Using a given scenario, the individual produces the outline of a strategic proposal. This activity demonstrates intellectual competencies and results orientation.
4. In-tray exercise
A ‘classic’ exercise to demonstrate the following competency clusters: intellectual, results orientation, inter-personal skills, professional knowledge and adaptability.
5. In-depth feedback
A two-hour intensive session where the consultant feeds back her/his observations from the evidence gathered through 1 – 4 above, assessed against the competence framework. Unlike a traditional assessment centre, dialogue is an essential part of this process.
6. Personal development planning
Strengths and weaknesses identified from 5, and the individual’s own objectives, underpin the personal development plan. The individual is assisted in identifying appropriate development goals and activities.
7. Coaching sessions x 4 (intervals to be agreed; between monthly and quarterly)
depending on the nature of personal development goals and individual preferences.) The coach provides an opportunity to reflect on progress, and guidance on next steps. This model ensures that learning is put into practice, reflected upon and challenged in order to sustain and build the development process.