IPMS Curricula of Leadership Programmes

Transcription

1 IPMS Curricula of Leadership Programmes Version: issued: October 2015 Supervisor / Team Leader: First XV RANGE OF ROLE The new supervisors course is called First XV because it aims to provide, in the first fifteen weeks in role, all new supervisors and team leaders with a set of core tools to lead and manage people to deliver superior, sustainable performance in line with their performance scorecards as well as the goals of each individual. First XV is the step between a Manager of Self and a Manager Others. First XV is fundamentally about learning to supervise people and their performance. First XV spans five Key Areas of Management Performance (KAMP) and is directly linked to KAMPs a student must becoming competent in performing. The KAMP content is learned in the context of the real job and applied in their every day role, and related to known key result areas and job goals. page 1

2 Guiding Policy and Outcomes The guiding policy of an IPMS Supervisor / Team leader is the enabling of each of their Managers of Self to full performance. IPMS will deliver a manager who will: Master the IPMS Right Things Right (Capacity and Capability) Model in order to teach and transfer the tools supporting it, to their individual team members. Train and coach their team to live the brand, values and spirit in delivering their job role. Focus the individuals within their team to optimise their individual productivity and personal satisfaction in relation to their job role, values and purpose. Prices on application: prices are regionally based and depend on point of delivery. Forging a common Line of Sight First XV is generally the first business skills development programme students attend. It is people focused and very performance outcomes oriented. It tracks what we call a Line of Sight from vision to results through a set of tools and en route connects every individuals Values, Vision and Goals to those of the Company. The Line of Sight balances the needs of every individual with those of the Company and there are requirements and obligations on both sides, leading to common areas of focus and performance. A Supervisor / Team Leader needs to show consideration for the needs of both the individual and the Company ; take the initiative and lead her or his team in such a manner that simultaneously forges personal and Company values; aligns personal and Company purpose and create an energy and confidence to achieve all. page 2

3 The Programme Structure Training group delegates working in groups of 4 or 5 Each training KAMP is 8 hours of learning, four blocks of 2 hours. The Programme Process The toolkits workshops are taught over three training KAMPs. A KAMP means a Key Area of Management Performance. Each KAMP has a specific purpose and duration KAMP 1 is three days and a strong base of knowledge, understanding of the role is formed and skills practiced KAMP 2 is three days and is focused on developing knowledge and understanding in depth of specific key areas of management performance. KAMP 3 is two days and is focused on executing all the learning into a plan. The timing between each KAMP is specified to allow a project based assignment to be completed and submitted for review on the day on the next KAMP. Each project based assignment relates to the actual daily role of a manager and is the real job, and relates directly to a manager s performance scorecard. As a delegate completes the KAMPs, their performance scorecard is positively impacted The final KAMP 'Execution' results in the production of a plan to implement all five Key Areas of Management Performance into the Supervisor / Team Leader's job. The assignment is submitted to the IPMS facilitator for assessment this then triggers Graduation. page 3

4 FIRST XV Architecture KNOW YOUR PEOPLE through VALUES-BASED LEADERSHIP All KAMPs are designed to be content, activity and conversation rich and to take you to a point where you can apply the learning and tools back on the job. KAMP 1 Learning Element Introduction to your KAMPs Know Your Company Know Yourself T4 Leadership Behaviour Using T4 Leadership Behaviour 1. IPMS Toolcards 2. DEEP learning 3. Programme structure 4. The 4 Stages of Learning 5. Team Code of Conduct 1. Company Shield 2. Company Vision & Goals 3. Right Things Right in your Company 4. The Company Culture 1. Personal Shield 2. Personal Values 3. Organisational Values 4. Personal Mission 1. T4 Model of Behaviour 2. Impact Analysis of the 4 Leadership Behaviours 3. Law of Cause, Affect and Effect 1. The Five Part Process for Structured Conversations 2. T4 Leader/Manager Skills Practice T4 Leadership Skills 1. T4 Communication Skills 2. T4 Questioning Skills 3. T4 Listening Skills 4. T4 Explanation Skills 5. T4 Motivation page 4

5 KAMP 2 Learning Element The Service Map and how it works The Performance Process Build your own Service Map 1. A Generic Service Map 2. The Performance Process 3. The flow of a Service Map 1. Your Statement of Service 2. Your Stakeholders and Benefits 1. Your Key Result Areas 2. Your Workflow upstream and downstream 3. Enablers and Constraints KAMP 3 Learning Element Understanding A9 Analysis in detail 1. A9 overview 2. A1 - A9 in detail with actions to take Connecting IPMS to A9 1. Right Things: A1 - A4 2. Things Right: A5 - A9 Understanding your Enablers and Constraints 1. Enabler and Constraint scoring 2. Identifying consistent A1 - A9 patterns 3. Identifying specific Step constraints page 5

6 KAMP 4 Learning Element Connecting work to your Service Map Measures of Performance 1. My people applying A3 and A4 to work assigned to them 2. Connecting a Job Role to Service Map 1. Quantity, Quality and Cost Resource Planning Improving Performance 1. Tasks and Volumes 3. Availability and Skills 1. Analysing performance a Role level 2. The Cost of Lost Capacity 3. Performance Improvement Plans KAMP 5 Learning Element Building a Business Case for Change (BCC) Managing and Presenting the Change Managing your Time Body of Evidence - writing a report and presenting your work. 1. Understanding the BCC Model 2. Determining benefits and disbenefits 3. Calculating the affects on your Scorecard 1. Benefits Management Process 2. Managing Layers of Resistance 3. Beachballing to Influence Change 4. Testing your BCC Goals 5. Preparing and presenting Change 1. Your Key Result Areas 2. Your Workflow upstream and downstream 3. Enablers and Constraints 1. Presenting your work for assessment 2. Presenting at an Assessment Centre page 6

7 Competencies A behavioural competency library is by its nature observable: you can see, hear and assess the effectiveness of a Supervisor / Team Leader's behaviour in any given situation. All definitions in this library are tangible, everyday behaviours, appropriate to a level of manager. At a behavioural example level, the library can be adapted to reflect your words or language, enabling your people to readily relate to the competencies and the value of working towards and maintaining them. Each Competency and level has a descriptor with clear behavioural definitions which can be observed. The IPMS levels use a 1 to 5 scale and these relate to each Level of Manager. Each Competency and level has a descriptor with clear behavioural definitions which can be observed by a coach or manager. Section 1: Core Competencies Communication Customer Awareness Developing Capability Embracing change Focus on Improvement Focus on Results Planning Team Working Section 2: Elective Competencies Adaptability Analytical Thinking Breadth of Thinking Business Acumen Business Impact Coaching and Mentoring Conforming to Standard Co-ordinating & Resourcing Creativity Adaptation Creativity Innovation Dealing with Conflict Decision Making Developing Networks Directing Dynamic Thinking Empowering Entrepreneurial Capability Financial Awareness Information and Data Control Interpersonal Awareness Judgements Maintaining Service Managing Projects Negotiation and Facilitation Problem Solving Valuing Diversity Working in an International Environment page 7