The Covid-19 pandemic has created the opportunity for a redesign of scope, delivery and branding of what was formerly called the New Manager Induction Programme.
Future Leaders departs from the old academic model of monthly, trainer-delivered workshops to a learner-driven, more vocational model featuring:
From a pedagogical perspective, this 'little and often', non-linear approach to learning better reflects the way adult professionals learn and develop skills and new behaviours in their practice.
As Future Leaders is not limited physically by class size, an unlimited number of participants can join at any time AND stay involved in the community as long as they want.
Staying on Future Leaders
Once participants have achieved their personal objectives as set out in their learner profile, they are very welcome to stay on and contribute to the growth and development of the Future Leaders community. This could take the form of mentoring other learners, facilitating seminars, contributing content to the digital courses, or any other valuable contribution.
Future Leaders aims to grow the knowledge and skills of our talented people through and beyond the Covid world. It is intended for PCC, Gosport Borough Council and CCG staff:
Future Leaders will help develop the skills and knowledge our people need to build relationships, to lead teams and develop people, to manage performance and lead change.
The longer term objective of Future Leaders is to create a community of managers and leaders that will grow together and support each other as they help to take the council forward.
Future Leaders aims to develop reflective and conscious practitioners, continuously learning and developing an authentic and inclusive leadership style. Specifically, by the time participants leave Future Leaders, we hope they will be able to, or at least be starting to:
Please note this list is not exhaustive and is intended as a guide only. More important is that each learner identifies the skills and vital behaviours that are most relevant to their role and aspirations.
The first two modules explore leadership, specifically the importance of being able to build effective relationships as a leader. The remaining modules explore the externally focused, integrated disciplines of developing people, leading a team and managing performance.
We recommend the following are studied first, in this order:
The remaining content is closely integrated thematically, with many overlaps, separated purely for convenience. They can be studied in any order:
Virtual seminars are the conversational element of the programme on specified topics. Learners get a 1 hour facilitated discussion on the topic in question providing them with the opportunity to ask questions about the topic, share their thoughts and opinions and identify opportunities to put any learning into practice.
Dates for virtual seminars will be posted on the Events tab of the Portsmouth Future Leaders community. Learners will not receive invites to attend. They choose the seminars they want to attend and book themselves on.
Action learning grew out of workplaces, with workers coming together to support each other's learning around common challenges they faced. It is rooted deeply in practice and reflection, not academia and theory. This quote from Portsmouth-native Reg Revans, who pioneered the use of the method: "Learning to learn by doing with and from others who are also learning to learn by doing."
The emphasis very much on 'doing' and 'learning'. There can be no (real) learning without action. The learning is real because it is born out of experience.
Participants on Future Leaders are allocated a 'set' who meet monthly for 90 minutes to help a colleague understand and deal effectively with a wicked problem .
360 Degree Feedback
A 360-degree feedback is a process through which feedback is gathered from an individual's subordinates, colleagues and managers, as well as a self-evaluation by the employee. It can also include, when relevant, feedback from external sources who interact with the individual, such as customers and suppliers or other relevant stakeholders.
It is especially useful in complex settings where individual performance can be difficult to quantify against reliable metrics.
A 360-degree feedback exercise is not difficult to organise and administer but needs careful consideration. Like all powerful learning, the outcomes can be uncomfortable for the recipient, so this element of Future Leaders, whilst recommended, is entirely optional.
There can be no learning without action, reflection and feedback and participants will be expected to drive this effort. No one will do it for them or remind them to do it.
There is no end point or graduation, no pass or fail. Learning is a never-ending process.
Participants are required to write a personal profile on joining the programme, identifying their strengths, weaknesses and learning objectives. The profile is an important statement of intent and access to the digital materials will not be granted until this profile is returned to the programme manager.
An effective profile requires deep reflection on the part of the learner and conversations with their manager, who will also need to input into its content. The profile then forms the personal learning plan and will need to be adapted as necessary as learning progresses with new insights and the revealing of blind areas.
As well as the expectation that participants will regularly discuss their progress in supervision with their manager, participants will also be expected to arrange tutorials with the programme manager for his input. These tutorials can either be 1:1 or with a small group of fellow learners plus the programme manager.