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Effective Management Development: Insights and Case Study

Learn about the four principles of effective management development and explore a case study on the Swarovski Leadership Academy.

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Effective Management Development: Insights and Case Study

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  1. Agenda • Introductions

  2. Research Approach • In-depth interviews with 28 experienced senior faculty members • This group had considerable experience and expertise in delivering and designing executive education for major national companies and multinationals – from early career managers to senior C-suite • Included those delivering custom programmes, qualification programmes and consultancy assignments • A number of those interviewed also had client-side roles at senior levels or as senior operational managers

  3. Quotes from the Interviews … “I think it is critical to help the client articulate very clearly what it is they are looking for” “I think that’s something that is a real skill that sort of co-facilitating and how you support a colleague” “So there have to be engaging experiences where people are taken out of their comfort zone” The input has to be very relevant and very succinct but then it’s crucial to give people the time to work on their issues” “engage in a design process that involves potential participants, their line managers and a wide range of stakeholders, before you put a design together” “So to me, what makes it successful is a design that is integrated into the organisational challenges. And therefore it is truly bespoke to that organisation”

  4. FourPrinciples ofEffective Management Development

  5. Your thoughts on communities…..

  6. Your thoughts on contracts……

  7. Your thoughts on content…..

  8. Your thoughts on contexts…..

  9. Relevance! Relevance! Relevance! Be congruent and aligned – be strategic and coherent with real business issues Have a red thread throughout the programme Ensure active involvement of senior management Manage clear and realistic expectations between all stakeholder groups Do not skimp on diagnostics Protect personal reflection space Blend and balance tools, techniques, pace and content. Create a safe yet challenging environment for learning, disturb the equilibrium Leverage motivations to learn Continually challenge our own assumptions about design and delivery Leverage the value of a good faculty team Remember behaviour change in the organisation is the key goal. KEY INSIGHTS

  10. CASE STUDY The RFP: The initiative was awarded Gold for organization Development at the 2016 European Foundation for Management Development (EFMD) Excellence in Practice Awards Goal/Challenge: Client Swarovski Sector Premium Jewellery Initiative Swarovski Leadership Academy Overview A Leadership Academy for all stages of the leadership pipeline, with a number of additional interventions addressing live business issues and supporting culture change. • The business was facing a number of specific challenges ranging from the growth in production capabilities worldwide (which had eroded their historical USP) to multiple new competitors in the premium jewellery sector, digital-selling channels and a faster marketplace. Despite having grown and shifted its business from crystal components to jewellery and using crystal in creative ways, it needed to keep evolving in order to remain a successful family business. • Developing stronger leadership capability, customer-focus, innovation and organizational agility was essential to grow the business, mitigate risks and ensure the organization was sustainable. Alsohindering its success was their historical hierarchical culture and highly complex matrixed structure, both of which had created the conditions for silo-thinking and internal competition for resources and talent. • The new Leadership Academy needed to address all of these organizational and leadership development challenges. • There are 5 different programs in the Academy. Each has its own specific objectives and focus that reflect the level/responsibility of manager and business priorities. Shared development themes and learning objectives ensure alignment across the programs. In addition, there are 8 interventions with the business that address live issues.

  11. The RFP • What interests you as you read the RFP? What would you want to ask the client before we respond? • What does the RFP already tell you our response must address? • What are the key issues?

  12. Breakout session - the model in action • What should the features of the programme be – for each of the 4 principles • Communities • Contracts • Content • Contexts • 20 minutes discussion – introduce yourselves briefly and then see if you can agree a key component for each principle

  13. Plenary discussion…………. • What did you come up with?

  14. Initial Leaders Programme: First People ManagementAssignment Our recommended programme design Suite ofwebinars– dependentonneeds • Workshop • 4 days • Role as manager • Communication styles • Managingdifficult conversations • Workingthrough • others • Building effective teams Diagnostic, Designand Development Virtual Launch Event 0.25days Webinar Webinar Webinar Webinar Virtual Integration Event 0.5 days Pre-work: Virtual Action Learning0.5 days Virtual Action Learning0.5 days Virtual Action Learning0.5 days Virtual Action Learning0.5 days AshridgeAIMS 360andtelephone feedbacksession VirtualAshridge 24

  15. Memorable learning – a participant journey Pre-program • Encouraged by my line manager • Keeping a sleep diary • Taking photos reflecting our culture • 360° and FIROB - am I really like that? • Excited but apprehensive Post-program • Regular reminders by app to take action • Checking progress with peers • Coaching – supporting me • Courage to put myself forward Strategic Challenge • Collaborating on a change project • Challenging to work as a virtual team • Presenting ideas to the board – feeling exhilarated • Stretching myself Back in the office • Trying out new ideas • Using Virtual Ashridge to develop skills • Peer support from online discussion groups • Positive feedback from my line manager Time apart Time together “Time to absorb what you had learnt.” “A focus on me as an individual.” “I look differently, sit differently, speak differently.” “Chance to test things out in a safe environment.” “Days were long; pace fast.” “Sometimes emotionally uncomfortable.” Session 3 • Developing my vision • How to inspire my team • Creating a business action plan • Building great relationships Session 1 • Business trends • Insights from our CEO • Looking outside-in • New ideas and models • Skills to handle change • Intense discussion Session 2 • Under pressure in a business simulation • Wearing a heart rate monitor • Test new approaches with actors • Reflective conversations • Gaining confidence Virtual Launch • Meet peers and faculty • Know what to expect • Ready to learn • Ready to change Inspirational Stimulating Innovative Life-changing Thought-provoking

  16. Reflections on the session • Any thoughts? • What else would be helpful?

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