Treasury identified high-potential leaders who were relatively new to people leadership roles. While Treasury had an existing foundational leadership programme in place, it wanted to provide these people with an additional development opportunity to accelerate the transitions into their roles.
Treasury requested a provider design, develop and deliver a four-day programme that achieved the following high-level learning outcomes:
- understand what matters as a manager.
- understand the difference between management and leadership.
- effectively make the transition from peer to manager.
- understand a range of different leadership styles, and when each is appropriate.
- increase self-awareness around their impact as a leader.
- begin to develop core skills, including but not limited to, performance management, delegation, developing others, and building high-performance teams.
- build the confidence to lead effectively.
The programme was required to:
- link to The Treasury’s Leader’s Charter, and to the relevant Lominger competencies.
- provide participants opportunities to reflect on their own experience, learn from each other as well as from the facilitator and material, and to put ideas into practice.
- include an upfront learning contracting process between the participant and their manager.
To support ongoing learning, Treasury established peer mentoring and action learning groups that ran throughout the programme.