Leadership Foundation – Top Managers Programme 22

1. Leadership Foundation – Top Managers Programme 22 Stephen Wells 18th March 2011

2. What the Leadership Foundation says… • The Top Management Programme (TMP) is the Leadership Foundation’s flagship programme • An established track record in developing strategic leaders in the HE sector • Over 40 of the current UK Vice-Chancellors/Principals are TMP Alumni, with many of the other past participants of TMP holding some of the most senior roles throughout higher education. • TMP is intended to be challenging, providing an opportunity to broaden perspectives and to act as a force for change at both a personal and professional level. • The programme is designed to provide long-term benefit to both the individual, the university or higher education college and the wider higher education sector.

3. Applying for the course • Selection to TMP requires the full support of the institution and the Vice-Chancellor. • Participants will automatically become members of the TMP Alumni (currently over 440 members) and continue to benefit from a vibrant support network.

4. The “core” themes of TMP… • The future of higher education • What will be the impact of  the economic downturn, the increase in student tuition fees, with the following refocus on the student experience; globalisation and trans-national education, European integration and expansion and other macro level influences on higher education. • Strategic leadership • What is strategic leadership and how can you enhance your capabilities to deliver it? What changes might be needed in the form and structure of university governance and management? • Leading change • What helps and what hinders the process of effecting major strategic change? How do other organisations achieve sustainable change? • Strategic financial management • What financial and resources issues do you need to consider as a strategic leader? What data intelligence and key performance indicators (KPIs) do you really need to focus attention on leading an institution? • Strategic human resource management • What good practice exists that will enhance the culture and climate of higher education institutions? How do you get the best performance from all staff in the organisation? • Career management • What can you do to enhance your own career and the development of others? • Personal growth and development • How do you currently operate as a strategic leader? How might you enhance your current performance and develop your capabilities as a strategic and influential leader?

5. How was TMP delivered • One day Induction • Week 1 – Leading the changing organisation • Kingston • Week 2 – Trends in Government and Ireland • London and Dublin • Week 3 – Leading high performance organisations • Edinburgh • Action Learning and personal development

6. Who was on the TMP programme • Deans, PVC’s, DVC’s, interim VC’s and Directors • 1st Estates Director to attend TMP programme • Organisations represented from all of Higher Education including not for profit colleges

7. Week 1 – Leading the changing organisation • The main topics of the week were; • Strategic planning and ‘being strategic’ • Governance: the changing agenda • Scenario planning –challenges for the next 5 years • Leading change • Team working (team leadership styles) • The private sector in HE- the US model (Apollo Global) • Air Chief Marshall Sir Brian Burridge • the rollercoaster ride of strategic leadership • Prof Malcolm Gillies, VC, London Metropolitan • Reflections on leadership transitions and strategic leadership

8. Week 2 – Trends in Government and Ireland • The main topics of the week were; • Leading in HR: Horizon scanning and responses (post Browne and CSR) • Lobbying and Influencing Policy Issues • Group Investigation : Million + • Fiscal overview, policy developments and current challenges – HM Treasury • Policy Directions for Higher Education – Dept of Business, Innovation and Skills • Prof Sir Alan Langlands, CEO, HEFCE • ‘working with government’ • Prof Aldwyn Cooper, CEO of Regent’s College • Ireland • Higher Education Authority Ireland • Trinity College, Dublin • University College, Dublin • Dublin Institute of Technology

9. Week 3 – Leading high performance organisations • The main topics of the week were; • Interpreting and benchmarking financial performance data in an Higher Education context • Top team working • Key issues in challenging times • Performance management • Strategic HR issues in Higher Education • Higher Education in Scotland; current issues and future challenges • Inspirational leadership through mythodrama: Henry V • Case Study – University of Eastchurch

10. Action Learning and personal development • 360 appraisal • Manager, peer group, subordinates and customers • Action learning • Mixed group of seven • Project based • All day sessions in organisations (London, Northumbria and Bedfordshire) • Continues after TMP 22… • Personal Development plan

11. Reflections • To be an effective leader you need to have a wide variety of skills and abilities • It enabled me to think outside of the ‘day-job’ and gain valuable understanding of the HE sector. • The group was able to learn together where members of the group could share their knowledge and experiences. • The residential format was good to enable further debate on issues raised during the day. • Action learning • great opportunity to see other HE organisations • bonding as an action learning set, enabled wider trust and sharing of confidential issues. • The scenario planning exercise of the University of Eastchurch was a positive experience. It enabled me to be responsible and understand areas within HE. • I have a network across the sector to contact, to test ideas or discover best practice

12. What could we use at LSBU • Using external experts to share experiences is very beneficial for wider learning • We all have knowledge of areas and these could be shared with the SMG to enable learning • Sector learning - All organisations are going through the same issues as LSBU • We can learn ideas from the ‘not for profit’ and even private sector on providing higher education • Academics and support staff can work together to reach a win-win situation • The team is stronger when it works together, not in silos and sometimes peoples abilities are not always apparent