1. Leadership Development Information Pack For Managers 2016 Hampshire Workforce Development, Corporate Shared Services

2. The Leadership Modules Half day modules plus online learning support Focused Flexible A new flexible range of development which can fit together to meet your priorities and needs identified as part of Appraisal / Valuing Performance Collaborative Available in mixed groups across Hampshire Constabulary, Hampshire Fire & Rescue Service, and Hampshire County Council Tailored Ability to select modules to make up a tailored development programme for you, your team or service Targeted Run at different levels to meet learning needs for developing managers and strategic leaders Practical Learning which you can apply in your role to bring about real behavioural change and get results Aligned Aligned to business needs The module content and topics are based on TLP competencies (see next page) and transformation plans and is frequently revised and updated based on feedback from the business at all levels

3. Leadership Development - modules and programmes Programme: New Manager Programme: Firefly Programmes Modules Managing your response to change The Manager as coach Resilience and wellbeing for managers The impact of your personal style on performance Driving high performance Tackling poor performance Working with complexity & ambiguity Leading across boundaries Risk and decision making Customers at the heart of service improvement Influencing through engagement Public value in a commercial setting Leading through change Innovation Did you know? For HCC staff: these headings are based on the capability framework developed for the most senior leaders in HCC as part of the Transformative Leadership (TLP) programme, delivered in partnership with Deloitte. The leadership modules have been designed based on these capabilities to ensure consistent learning at all levels. For HC staff: the modules have been designed to meet the requirements of the Policing Professional Framework. For HFRS staff: the modules have been designed to meet the requirements of the Fire Professional Framework. Leadership of Self System and Public Sector Leadership Commercial and Ethical Leadership Professional Leadership Most modules are run at 2 levels by internal and external experts, last a half day Programmes cover a range of module topics

4. Accessing the Modules 4 Modules typically run at 2 levels by internal and external experts Developing Manager and Leader levelSenior Leader Level Always check the learning objectives online to determine if the module is right for you – contact Hampshire.Workforce.Development@hants.gov.ukif you require further advice Hampshire.Workforce.Development@hants.gov.uk Department or command – lead Linked to the department or organisation’s people development plan. Work is underway to identify priority modules that staff in certain roles will be expected to attend. Modules will then be scheduled to meet this demand. Management staff may attend together as a team, service or department or ‘mixed’ attendance may be used, depending on what is most beneficial. Check with your line manager for details of your department’s approach to identifying demand, or contact your Hampshire Workforce Development lead (see next page) or HRBP. Individual demand There are limited places available for smaller numbers of staff to self book onto an ‘open’ module with others from a mixture of departments. Check the website for available dates or to sign up to a waiting list. You must confirm you have sign off from your line manager, and their manager, to self book. This is to ensure that the module is relevant to your role and linked to your Appraisal/ Valuing Performance development plan. When selecting modules, consider: Is this the appropriate level for me? (see below) What are the key learning outcomes for me? How I will apply this to my role? How I will know when I am achieving this (measure)?

5. Tackling poor performance recognise early warning signs address unacceptable performance apply best practice clear about responsibilities hold a performance conversation Managing your response to change recognise responses and assumptions about change – yours and others and impact of this hold effective conversations about change practical techniques for being resourceful Driving high performance set goals and check understanding of expectations give structured and timely feedback define and discuss behaviours and competencies engage and develop staff to deliver their best The impact of your personal style on performance your style preferences and impact of these adapt your style build trust and rapport drive a culture where all staff receive challenge and support to achieve potential Resilience and wellbeing for managers recognise signs of excessive pressure techniques to manage emotions create a resilient work culture maintain morale and build supportive relationships Working with complexity & ambiguity your reaction to ambiguity normalise uncertainty for self and team build trust as a congruent leader even if way ahead is unclear Leading across boundaries benefits of working collaboratively in new ways identify and map key stakeholders analyse ways to improve collaboration influencing and communication skills The Leadership Modules – content overview Leadership of self System and public sector leadership The Manager as coach coaching skills and techniques benefits of using coaching model coaching to develop a culture of empowering others Visit www.hants.gov.uk/leadershipdevelopment and click on the module title to see the latest full learning objectives and available dateswww.hants.gov.uk/leadershipdevelopment

6. Risk and decision making techniques to identify, assess, manage & monitor risks, including Political implications balance and mitigate risks to innovation make decisions in emerging or ambiguous circumstances Customers at the heart of service improvement develop service aspirations in line with customer experience apply a customer-centric approach to service development use customer information to identify improvements Influencing through engagement tailor communications given the stakeholder, context and outcomes required, including the need for Political engagement influencing tools and techniques Public value in a commercial setting define public value in your working context horizon scan to spot commercial opportunities Identify options for delivering value for public services Leading through change communication and motivation roles and relationships in change supporting transition identifying the future state bringing people along with you Innovation create conditions for individuals and teams to innovate practical tools and techniques apply problem solving to live challenges & evaluate options The Leadership Modules - content overview Professional leadership Commercial and ethical leadership Visit www.hants.gov.uk/leadershipdevelopment and click on the module title to see the latest full learning objectives and available dateswww.hants.gov.uk/leadershipdevelopment

7. OrganisationChange Lead Hampshire County CouncilKate Stubbs Adult ServicesKate Stubbs/ Sarah Fosberry Children’s ServicesMonica Lay Corporate ServicesMonica Lay Culture Communities and Business ServicesHelen Gunner Economy, Transport and EnvironmentSarah Fosberry Hampshire ConstabularyTom Doughty Hampshire Fire & Rescue ServiceAmanda Roberts All organisations: People Development Delivery Manager Head of Workforce Development Vickie Birnie Hazel Anderson-Turner Contact the Hampshire Workforce Development Change Lead for your area to plan a targeted approach to Leadership Development for your service or team. Hampshire.Workforce.Development@hants.gov.uk Workforce Development & People Change Leads For general queries or advice please contact: