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Case Study 1- The London Borough of Havering
Three Dee Ltd are currently working with The London Borough of Havering to provide an Accredited ILM, Level 3 & 5, 5 year Leadership Development Programme to develop leadership skills across c400 third and fourth tier managers.
One of the key themes in Havering has been the move towards a transformational style of leadership. Enlightened councils have long since moved away from transactional styles.
Challenges:
The sheer pace and scale of change in the public sector can't be dealt with in command-and-control mode. Transformational styles recognise this and harness individual talents to the benefits of the organisation. It doesn't mean doing your own thing; it means having confident, competent staff that are clear about the type of organisation they are in and what is expected of them.
Successes:
Using tools such as Action Learning Sets, 360 Feedback, and Competency Based Assessment to support the delivery of Accredited Leadership and Management Programmes has been a major factor in terms of their improved performance. Havering has now moved up a level in their CPA score and, in their most recent Best Value Review, the Leadership Development Programme was highly commended. The Leadership Development Programme has also been recognised in the 2005 National Training Awards.
See Comment from Steve Thorpe, Learning & Development Manager below;
"Three Dee have worked in partnership with us to develop a superior leadership development programme. They have shown a good understanding of our needs based on a careful study of our culture.
The result has been a quality programme which is tailored closely to meet our needs. What has perhaps impressed me most is the added value they have brought to management development in Havering. As well as working with our third tier managers, they have been very effective working at the top level of the organisation, working with our Chief Executive and Executive Directors. This has helped us build commitment for our programme and ensured its integration with our other drivers such as CPA, change agenda and performance management. We are looking forward to a long and productive association with Three Dee, not only to deliver our Leadership Programme, but potentially other areas of development too."
Lessons Learned:
- The importance of 'management by-in' at all levels
- Transferability of learning to the work place in terms of bringing about change and transformation
- Employees can be put under stress by 'learning' if the culture and the Organisations management style of senior managers does not support the change process
- In the early years of the programme, there was considerable organisational tension as a result of the CEO's desire to have a more transformational approach to leadership, which was in conflict with his own style, which was transactional and compliance focused
- Changing a culture within an organisation does take time even when senior level buy-in is in place
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