We were asked to support a Programme Manager who was implementing a £multi-million brand transformation for one of the UK’s main hospitality organisations. Given the scale of the changes this was a high profile programme with senior stakeholder involvement.
We worked with the Programme Manager to identify:
• clear purpose and measurable outcomes for the programme
• define the implementation plan for each site
• gaps in the existing process and how these would be addressed
• ownership of key deliverables – and get their agreement to this
• a simplified process and approach to reporting.
The significant outcomes were:
• we shortened the shut down period for each site, reducing costs and increasing revenues
• senior stakeholders had confidence that the programme would deliver – and the results to prove it
• feedback from employees and customers was very positive
• it provided a template for other projects in the business.
We were asked to help a broken leadership team to mend itself. We completed the ‘usual’ research, speaking to the team, their reports and some of their client groups to understand the situation. The causes of the problem rapidly became apparent :
- individual objectives and priorities that weren’t aligned;
- different ways of working; and
- a lack of trust in each other.
We worked with the HR Business Partner and the team’s Director to develop a one day programme that would lead to some simple commitments that the team could hold themselves to.
The day focused on identifying and agreeing :
- the shared values they had – and understanding their differences
- the dysfunctions in the team – we used the assessment in Patrick Lencioni’s book to help the discussion
- what their clients needed from them and what they wanted to be known for – their individual and team brand.
The team were all experienced leaders, but the pressure they were under had got to them. The day allowed open, constructive conversation and agreement to a way forward.
The simple commitments to each other – attending and being prepared for meetings, sharing information in a timely way outside the formal sessions – these all happened. The feedback from their clients and team was that they were getting consistent messages from each leader and their team and were far easier to work with. The trust had started to come back.
Every good manager plans the development of their team with an aim to make sure that the learning and development offered is relevant to our the organisation, team and individuals. Personal development, effective career management and succession planning are linked together. They involve individuals who:
- Are aware of their aspirations, strengths and areas for development;
- Know what they want, what they are good at and those areas they need to improve upon, or not be involved with;
- Are in a good position to manage their career.
- Are aware of opportunities that either are available or may become available.
- They are forward-thinking about their roles and what they need to do to achieve their aspirations.
Their manager is responsible for monitoring the progress of each employee, including coaching them towards meeting their performance and career goals. A good manager empowers their employees, providing them with tools, guidance, challenge and support.
This means that in practice they have multiple roles with their team:
- A role model -demonstrating interest and activity in your own career development;
- An information source – providing information to your team about business direction, organizational changes as well as career/job-related development and career opportunities;
- Encouraging them to consider and take on career/job-related development and recognize them when they do this;
- Meet with them to guide and support the implementation of their Development Plan;
- Assess their strengths and weaknesses provide them with constructive feedback;
- Create on-the-job development opportunities; and
- Provide time, budget, and work environment that encourages and reinforces learning and sharing
The role of the individual in the Development Planning process is to:
- Think about their career interests, and the skills, knowledge, and experience they need to achieve their career aspirations;
- Develop the skills, knowledge, and experience needed to achieve their performance objectives; and to
- Be prepared to adapt to changing business needs