1. Senior Management Leadership Programme Review and next steps
Tony Ivko, Ivko Consulting
for
Andy Begley, DASS Shrewsbury
WM ADASS Workforce Lead
19 October 2017

2. “Disruptive management is nothing more than you would expect from a good leader”’

3. 3D Leadership Why What (again) What Who did what How Why?
Was this programme required
What?
Was the programme intended to achieve
How?
Was it structured
Who?
Was the target participant
What (again)
Did they achieve
Bonus slides
What next

4. Why? Volatility Complexity Uncertainty Partnerships
Environment is marked by volatility, complexity and uncertainty. These factors are there for ourselves and our partners. The environment in which we operate requires a response that is beyond traditional forms of change, with senior managers being equipped to exercise leadership as well as management, taking the lead on making change within their service areas
It’s not just looking for new managers, we need to ’grow our own’ leaders, their confidence and skill sets & a develop a cohort of senior managers to support the work of the region.
The target group is proposed to be tier 3+4, senior managers who have responsibilities for service areas and represent the Council at multi agency partnerships, shaping the agenda that make decisions about change.
The outcome would be to develop managers who can represent councils at multi agency meetings, confident that they understand the central role of Council co-ordination of services around their population, a Place to live not just a collection of services.
AND provide a

5. What? Political Nous Professional presentation
Strategic Performance Management
System Leadership
There is a gap at tier 3 & 4, a lack of consistency across the region when working in a multi agency environment.
To equip confident managers, there is a need to provide input in four core areas;
Political Nous – a mature understanding of democratic legitimacy, the role of the whole council in meeting the needs of local people. Confident In working with Cabinet members. Equipped with a practical knowledge of how to use the corporate framework to make the changes required for their areas of work.
Professional presentation – confidence in presentation, able to use themselves to make a positive impact on others and further the Councils agenda in partnerships.
Strategic Performance Management – confident in planning ahead, preparing papers having already worked through the required performance framework to deliver the outcome. Understanding risk management, triangulating financial and performance reporting to develop assurance mechanisms and able to report confidently to their executive managers on progress.
System Leadership; confidently engage with varied groups, to develop system wide commitment to change, able to understand when to stand back to let others take a lead and confident when not to.
Leader/ Managers who will take a lead in making change, positively challenging their own service as well as others

6. How? ’ Workshops Leadership in a Political Environment
Personal presentation & Presence
Mindfulness for Strategic Managers
Strategic Tools of change
Design transformation programme for 1st Line Managers  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

7. Mid-Term Review ’ Attendance Punctuality Balance of Input & Group Work
Increasing Engagement, Commitment & Enthusiasm  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

8. Who did what? ’ 12 Managers from 10 Councils met for 6 days
Delivered 3 Toolkits;
Political Briefing Template
SRO Assurance Toolkit
1st Line Managers Development Toolkit (together with
the offer to deliver this themselves)
So what changed ?  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

9. What How Why Political Nous System Leadership
Strategic Performance Management
Professional Presentation
System Leadership
Understanding the role of the 151 and monitoring officers
Political relationships within roles
Shaped the briefing note- critical information
Why
What
Disruptive management
Motivational leadership
Emotionally resilient leaders
Understanding purpose and functions
Making strategy real
Developing tools to deliver- SRO
How
The ‘Why’/ purpose of role changes what it is that leaders have to do, changing what leaders do changes how they work
The programme has focussed on 4 key areas of development:
Political nous-
Strategic Performance
Professional presentation
System leadership
Essentially the ‘why, what and the ‘how’
This is the combination that has been the most successful and forms the basis of our offer
Confidence in presentation
Critical conversations
Acting the part

10. What is the Purpose of your Role? Pre 3D
Listing of service and management responsibilities, budget, partnerships and meeting targets (Pre 3D Leadership)  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

11. What is the Purpose of your Role? Post 3D
Outcomes;
My role as leading my service strategically to enable individuals to make a positive difference to their lives.
Has a responsibility as an enabler of change and that communication and relationships with others is key to this.
Owning the culture change in my part of the organisation.
As a leader to exercise the influence I have to changing the culture and function of teams and services.
Support the DASS in developing legitimacy across the Council in respect of Adult Social Care.  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

12. What is the Purpose of your Role? Post 3D
Outcomes;
Own the responsibility to developing and pioneering aspects of social care and health together as partners.
To develop the strategy that guides the frontline delivery of ASC by working with partners (internal & external) to deliver essential support to those in need – in other words make sure Nellie Sproggatt’s grandson Billy lives well.
To live in unchartered waters and guide other through it – to being open to change, owning and responding to the challenges that face us.
Ensuring that my own resilience is intact and lead by example – in other words survive the unchartered waters and help others to do so.  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

13. Cohort 1 offer and request
“You have shown how to rock the boat without falling out”
At their final presentation to a panel on what they had learnt, the cohort offered three products that they had developed themselves for use by colleagues in the region after working together for only 6 days.
3D Political briefing as an WM ADASS  template; an aid to preparing focussed briefings to Cabinet members.
3D Senior Responsible Officer (SRO) Assurance Toolkit; a pull off the shelf aid when appointed as the SRO for major programmes.
3D First Line Managers Development programme; if senior managers are changing, the expectations of those who report to them will change. This development programme is for first line managers and will be run by Cohort 1 members across the region.
“Your confidence comes across” (‘after only 6 days together!’)  ’
Note;
Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes
Focus on identified core of knowledge and skills

14. “Disruptive management is nothing more than you would expect from a good leader””
Cohort 1 feedback

15. Next? (Bonus Slide) Cohort 1 Leadership in a Political Environment
Personal presentation & Presence
Mindfulness for Strategic Managers
Strategic Tools of change
Design transformation programme for 1st Line Managers
Future Cohorts
Personal Impact
Strategic Tools for change
Wicked Issue; Description, analysis, option appraisal
Wicked Issue; Programme for change
Presentation to WMA ADASS Workforce Future Cohorts
Core inputs remain,
However, there is a limit how many times a political briefing, SRO toolkit and 1st line managers development programme can be developed. To use cohort 1 members as part of the input, use their experience and linking across cohorts – ‘Roll in’
Change;
Capacity to respond to Wicked issues identified by WM ADASS and develop a programme of change