Leading for the Future has several learning and development elements centred on three core elements shown in the blue circles displayed in the circular graphic below:
These core elements are complemented and supported by the other elements in the circular graphic.
The online resources are used to support personal development and develop management/leadership skills. You will be able to identify your own areas of development and to work through these at your own pace.
There are 6 e-Modules which are recommended pre-work for the programme. These provide a useful introduction to 6 Leadership Capabilities which underpin integrated delivery for best public value across our system of social work, social care, health, third sector and partner organisations.
In addition, there are core online resources which have been designed specifically for participants of Leading for the Future to complete in preparation for each of the 5 modules, the induction, the skills development workshop and one of the masterclasses. A copy of the slides from each of these (excluding the masterclass) and optional supplementary materials for afterwards are provided also.
Throughout the programme, it is expected that you will access these resources and keep a record of your learning and reflections in the learning log, to help you sustain your learning in practice
The learning commitment is around 1.5 days per month over the ten-month period from September each year to June the following year, which is a mix of pre-work for each event, engagement in the ten full day facilitated group sessions and reflective practice afterwards. The events include:
The modules provide a blend of theory input, group dialogue, skills practice, and adaptive learning. The learning format is highly experiential. In each module, participants are introduced to concepts, such as “adaptive leadership” (see note 1), and then encouraged and supported, through their adaptive learning sets, to work through their live work-based “adaptive” or “wicked” issues, to put their learning of the theory into practice back in the workplace.
Note 1: The theoretical content of the programme is based on the work of: Ronald Heifetz, Keith Grint, Mark Moore, John Benington, Irwin Turbitt, Chris Argyris, and Peter Senge, amongst others. We would like to acknowledge the contribution of Malcolm Young in developing this programme and, in particular, in shaping the theoretical foundation.
There will also be access to other national events and participants are recommended to check out Leadership Links for details of further national development activities and events which might be of interest.
Participants are encouraged to complete a 360 feedback tool based on the leadership capabilities. This will offer a useful benchmark for participants to consider how their colleagues experience them and think about what a development plan might look like for them in the context of participating in this programme. For more details on completing this tool, participants should speak to their local organisational contact or firstname.lastname@example.org.
Access to 1:1 coaching may be available through your local organisation. Many organisations have developed their own internal register of trained coaches, accessed through your Organisational Development or Learning and Development departments. This is an optional element of the programme which may serve to complement participants’ learning and development on and beyond the programme.