Leading the way with leadership training

Due to a major restructure within a national social housing organisation, many departments were being amalgamated and there was significant reorganisation across the management teams. As a result the business felt this would be the ideal time to update their management and leadership frameworks and development opportunities to better reflect the changes within the business.

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Background

Background

Background

The customer company is a well-established social housing organisation

The customer company is a well-established social housing organisation, providing affordable housing options to those who need them. They have been developing their housing services for decades and now offer support and services throughout the UK ensuring that the most vulnerable individuals are able to find suitable homes. With on-going development both within the business and the sector they work in, the organisation are keen to ensure all of their staff are appropriately trained in the relevant skills needed to face the upcoming challenges they are likely to face. This includes practical skills needed to manage daily tasks, as well as working to develop their leadership talent pool and working towards a creating a sustainable succession pool.

Problem

problem

The Problem

The customer company is a well-established social housing organisation

After a significant period of change within the organisation it led to a major restructure occurring within numerous services in the business. During this time five independent services were streamlined into one central operating department, and as a result a new management structure was implemented to reflect this change. The head of the new unified service wanted to use this opportunity to develop an updated leadership development programme based on the business’ internal competency framework, but desired it to be flexible to allow leaders at all levels to receive the training in a way that was relevant to their role. The organisation also wanted to be able to clearly define the outcomes of the programme and they were keen to establish some specific points of reference to allow for a clear Return on Expectation to be measured.

Solution

solution

The Solution

The customer company is a well-established social housing organisation

The solution developed was a modular programme designed to allow for flexibility. The modular approach ensured that the complete programme could be administered where needed, but that individual modules could also be delivered for employees who require support in specific areas. The programme was designed in alignment with the business’ strategy and internal competency framework to ensure that individuals would be able to support the long term vision of the organisation. 

In addition the programmes were run separately for their three different levels of management, and whilst content remained consistent across the business, the depth and scenarios could be flexed to relate to real world issues. The solution that was ultimately implemented was the result of considerable time spent fully scoping the needs, values and vision of the organisation to ensure it was able to comprehensively match their needs.

Training

Training

The Training

The customer company is a well-established social housing organisation

The training began with an off-site activity to kindle better team working and manage expectations for the remaining modules; the following modules each covered a different aspect of the internal competencies. During each module a specific competency was clearly defined, and individuals explored the different ways they could behave in a way that aligned with that competency, and how to inspire it in others. Each of the modular session were followed up with action learning sets, a technique where small groups explore specific and complex problems related to the workplace and identify possible solutions of approaches that could be used. The action learning sets were used to help to embed the learning and ensure that the content within the modules could be utilised in different scenarios. Upon closure of the training programme individuals were asked to present to their peers and senior managers about the key learning from the programme. They were also asked to describe how they intended to utilise the information they had learnt to continue developing their management skills and capability as they progress in their career. The purpose of the presentations was to help not only demonstrate the outcomes to external observers, but help solidify and internalise the learning for the individuals as well.

Outcomes

outcomes

Outcomes

The customer company is a well-established social housing organisation

After considerable success with the original training sessions, TLD were subsequently asked to provide training to all levels of management as well as frontline staff. However due to slight variances between each group of employees, it was necessary to adjust the training to fit the unique requirements of each group. Furthermore in recognition of the success of the programme and to ensure on-going development of learnt behaviours, TLD have been asked to provide a series of Action Learning sessions to continue to relate the theory to the reality of employees’’ roles and the business objectives.

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