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LEADING PLACES OF CHANGE – SKILLS AND LEARNING CHALLENGES
There has been a wealth of cross-sector management research revealing a widespread
paucity of leadership capability in the UK. This has also highlighted the fact that many
people tend to acquire necessary skills far too late in their careers. Typically, people are
promoted to management roles on the basis of their technical competence without any
pre-assessment of their interest in and potential to lead and coach others. Then they are
given little or no training to do so once in role.
A Yougov survey of senior HR professionals conducted in 2011 40 found that only 60 per
cent of them had confidence in their line manager’s ability to deal with the people
management tasks delegated to them. In 2011 an independent Xpert HR study on
managing underperformance showed that six employers in 10 did not believe their
managers were confident and competent in managing performance!
The results of failings in leadership for organisations operating in the sphere of care and
support have been revealed all too tragically by findings such as those arising from the
public inquiry into events at the Mid Staffordshire NHS Trust Foundation.
LPoC has achieved a range of holistic outcomes. It has given managers the skills and
knowledge to shape services that are safe, of high quality and are sustainable in the
longer term. It has also enabled good practice sharing in a group setting to inspire new
approaches. It has taught participants how to identify and select the best staff (those
with genuine passion and commitment to make a difference and the capability to learn
the complex skills involved in key-working with vulnerable adults). It has given managers
the confidence and know-how to inspire staff and lead them through difficult changes.
It has also made them fully accountable for measurable results and outcomes.
LPoC has dealt with the inspirational aspects of building positive working and service
cultures in which both staff and service users feel motivated to give of their best, to
learn and to grow. It has also focused on the practical implementation aspects of
developing and managing great services. It has addressed the following key service
delivery questions:
• How do you put together and cost a strong service bid that demonstrates what is
unique about your offer?
• How do you set clear performance objectives and standards for staff?
• How do you deal with persistent intermittent or long-term staff absences?
• How do you develop effective tools for self-audits and adapt these so service users
can be fully involved?
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