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Leadership Development for Middle Managers and Aspiring Directors
– Taught programme– Work-based project– Action-learning– Participant assessment
Duration
• Six Month period
• Non Residential
• Varied locations
6 Core Competencies
• Vision
• Delivery and Control
• Understanding and Managing Context
• Emotional Intelligence
• Relationship Building
• Tackling Difficult Issues
Securing a Place
• Nomination
• Diversity of senior managers
• Assessment Centre
Principle
Managers are more effective if they can simultaneously develop their Intellectual, emotional and Performative leadership
repertoire
Timescales
• Nominations by 10th March 2008
• Start date by the Summer
New Role?New Challenge/Project?Future not in focus?Need a Block Buster?
Achieving ObjectivesCareer Development
Personal Development PlanningSupporting Service Development
Performance & Executive Coaching
Service in East and West Midlands
An internal, professional coaching servicefor NHS staff (Band 7+) in the
East and West Midlands.
12 month pilot project
Confidential
Objective
1:2:1
Non hierarchical
“a helping relationship formed between a client who has managerial authority and responsibility in an organisation and a consultant who uses a wide variety of behavioural techniques and methods to help the client achieve a mutually identified set of goals to improve his or her professional performance and personal satisfaction and, consequently, to improve the effectiveness of the clients organisation within a formally defined coaching agreement.” (Kilburg 2000)
How does it work?
Self referral•Evidence that coaching is an agreed part of current PDP•Additional to support available in own organisation
Line Manager Referral•By joint agreement, where manager wants to support for a new role or challenge•Providing a “future” focus
Centrally Managed•Referrals made to single point in NHS Midlands
Integral part of Midlands leadership development programmes•HR Directors and Leadership Leads can call on the coaching network to support specific leadership development initiatives
Formalising, and recognising the capacity and professionalism of NHS Internal Consultancy
Essential element of Midlands service improvement and service development initiatives•The unique partnership between East and West Midlands SHAs and CSIP ensures that change and service development is appropriately supported by coaching.
Referral Pathway
Requirement for coaching identified by:
•Self
•Manager
•Development Programme
Contact Coaching Network Manager:
•Confirm eligibility
Contracting process:
•4 sessions arranged
•Broad, measurable objectives set
Feedback process from:
•Coachee
•Manager (if applicable)
•Coach
Eligibility confirmed
•Matching process•Contact established
Eligibility not confirmed
•Refer to employing Trust Leadership Lead
•Refer to Midlands Mentoring Network
•Refer back to Line Manager
Monitoring & Review:
•Coaching Collaborative Network
•Coach supervision sets
Recommend-ations
•Coaching quality
•Individual satisfaction
•Organisational impact
The Collaborative Forum:
Find more details at:
http://www.tin.nhs.uk/get-a-guru/coaching-service
