1. Leadership Development Programme for Professional Service Managers Launch Event 21 st January 2011

2. Today’s Agenda 9.30Welcome & introductions Programme Introduction: Cindy Vallance Anne Rushworth Tim le Lean ‘Live case study’ presentations 11.15Break Programme taster session Strategic Context: Prof. Keith Mander Denise Everett 12.30Lunch Leadership for Professional Service Managers 2011Page 2

3. PROGRAMME CONTEXT Cindy Vallance, Head of Organisational Development Leadership for Professional Service Managers 2011Page 3

4. Leadership for Professional Service Managers 2011Page 4 The Future for Higher Education? Funding changes, both teaching and research Increased student financial contribution Increased student expectation Greater competition with others Uncertain student demand for places Unprecedented change

5. Leadership for Professional Service Managers 2011Page 5 The Future for University of Kent University Themes:  Leading UK University  International Impact  Inspiring Students  World-leading Research  Innovation, Enterprise and Creativity  Effective Operation University’s Current position  Financially secure  Research led teaching  A popular choice  Tackling issues early  Plans for continuing staff development

6. PROGRAMME BENEFITS Cindy Vallance, Head of Organisational Development Anne Rushworth, Staff Development Manager Leadership for Professional Service Managers 2011Page 6

7. Leadership for Professional Service Managers 2011Page 7 Benefits for the University as a whole Improved cross-University collaboration Deeper alignment of administrative processes Clearer understanding of the importance of managers’ initiative in realising the Institutional Plan Enhanced reputation for the University as a flexible and change-ready organisation

8. Leadership for Professional Service Managers 2011Page 8 Benefits for managers as a cohort An increased understanding of the strategic context and the challenges facing managers across the University Improved performance management Improved relations and increased respect for professional expertise outside the home Department or School Continuing and sustainable development and innovation

9. Leadership for Professional Service Managers 2011Page 9 Benefits for individual managers Enhanced leadership capability An increased understanding of the preferences and working styles of self and colleagues across the University Creation of a focused Personal Development Plan (PDP) Creation of a clearer picture of where expertise, experience and knowledge exist across Schools and Departments

10. PROGRAMME OVERVIEW Tim le Lean, Lead Programme Facilitator Leadership for Professional Service Managers 2011Page 10

11. Leadership for Professional Service Managers 2011Page 11 Introductions Design team Facilitation team Last year’s participants Each other Programme structure, elements and timing (in diary) Learning outcomes (in diary)

12. Leadership for Professional Service Managers 2011Page 12 Programme elements Launch Event Planning workshop 1 to 1 development planning sessions Development workshop Action Learning Sets Check-in sessions Consolidation workshop

13. Leadership for Professional Service Managers 2011Page 13 Learning Outcomes 1 Participants in the programme will be able to: A. Relate the overall themes of the programme to their role as managers at the University. B. Recognise the relationship between management and leadership and the way in which their roles combine elements of both. C. Describe the different elements that make up good leadership within the context of the University. D. Identify their part in helping the University respond proactively to upcoming changes in the Higher Education Sector. E. Employ the principles of Action Learning as part of an innovative approach to tackling organisational challenges. F. Assess, plan and develop their effectiveness as leaders within the University.

14. Leadership for Professional Service Managers 2011Page 14 Learning Outcomes 2 Participants in the programme will be able to: G. Enhance their relationships with other managers within Professional Services, developing a network of supportive peer-mentors. H. Understand and manage the impact of change on themselves and members of their team. I. Use a suite of coaching techniques to support the development of their team members and peers. J. Use principles and techniques that will help them to influence and inspire other people. K. Use the Myers Briggs Psychological Type model to develop their self- awareness and to engage effectively with people across the University. L. Use their own experiences to inform and enhance the benefit of the leadership programme for themselves and the other participants on the programme.

15. Leadership for Professional Service Managers 2011Page 15 Style Varied Interactive Fun Challenging

16. Leadership for Professional Service Managers 2011Page 16 What is this?

17. Leadership for Professional Service Managers 2011Page 17 Another example of a model

18. Leadership for Professional Service Managers 2011Page 18 Key principles Using models Non-linear Answers and questions Peer-mentoring Self-directed learning Co-delivery

19. Leadership for Professional Service Managers 2011Page 19 Themes Capability Management Leadership Change Coaching Communication Influence and impact

20. Leadership Development Programme for Professional Service Managers Launch Event 21st January 2011