Enabling and sustaining performance · sustaining performance Enabling and sustaining performance....

Enabling andsustaining performance

Enabling and sustaining performance

Contents

About JSB 3

Our Learning and Development Practice 4

Our Organisational Consulting Practice 6

Our Public Events 8

Our People 9

Our Clients 10

Samples of our Work 11

About JSB

Our Learning and Development Practice

°

Define

Discover

Design

Deliver

Debrief

Our Organisational Consulting Practice

For more than 10 years, our team of

organisational consultants have worked closely

with a mix of clients.

Our Public Events

Our People

Our Clients

Visit www.jsbonline.com Email [email protected]

CASE STUDY: Global management and leadership development

The background

AkzoNobel is the world’s leading coatings and specialty chemicals company, employing over 55,000 people in 80 countries around the globe.

At the time AkzoNobel engaged JSB in 2007, the business had revised its strategic ambitions and values, and wanted to fundamentally change the way its people were engaged.

It was seeking to move from being a large organisation to a leading one. In order to grow significantly, it wanted to integrate and optimise operations from one end of the supply chain to the other – from supply and resourcing all the way through to optimising solutions for customers.

To help achieve this they recognised the need to reshape the skills of middle and senior managers, many of whom had reached their positions as a result of technical rather than management and leadership capability.

JSB was asked to design and deliver a dual-level management and leadership development platform that would underpin these strategic objectives.

With our partners at AkzoNobel, we recognised that leadership needed to be developed both top down and bottom up, and that better alignment was required between the development that

middle and senior managers received.

Giving managers a common language and set of tools regardless of the location, business unit or function they worked in was a fundamental pre-requisite if they were to engage with each other, senior colleagues and their teams effectively.

Our approach needed to be practical and implementable across 80 countries and the programme had to be logistically efficient and culturally adaptable without losing its consistency.

The solution

We aggregated the best and most current leadership thinking plus a powerful set of management tools and, working closely with internal stakeholders, integrated these with AkzoNobel’s practices, procedures, systems and culture.

This collaborative process generated high-impact, cost-effective learning that was grounded in the reality of the business and completely aligned with AkzoNobel’s strategic objectives.

The learning journey

Built around each module, the pathway begins and ends in the workplace to ensure application of learning. It includes manager and participant interaction before, during and post learning to ensure the all-important support is put in place; pre-work before attending each module; some informal use of 360o and other feedback tools; and post module projects to ensure application of skills and knowledge.

Global leadership development

Building leadership capability throughout the world’s largest paint and coatings manufacturer

Call +44 (0)20 8371 7011

Our approach needed to be practical and implementable across 80 countries and the programme had to be logistically efficient and culturally adaptable without losing its consistency

Over the past five years, 5,000 managers have passed through the programme

2pp Case Study AkzoNobel MEPAMP AW.indd 1 25/02/2014 10:56

For middle managers: a four module pathway with Situational Leadership® II as its foundation, designed to enable managers to work with their peers, senior management and teams as well as build their ability to select and develop the right candidates to scale the business.

Situational Leadership® II

Managing and Leading Teams

Interviewing and Selection

Managing Performance and Coaching

Key success factors

The following elements have been crucial in supporting the programme ensuring its sustained success:

■■ Highly effective train the trainer vehicles for facilitators to immerse themselves in AkzoNobel’s culture and processes and to understand the content supported by an online platform from which the latest materials can be accessed

■■ A robust communications platform built around roadshows to showcase the programme and engage the business

■■ Engagement with top teams throughout AkzoNobel to ensure their buy in and support for the programme

■■ Detailed implementation manuals, high quality materials and a delivery platform that was easily understandable in all locations

■■ Strong relationships between with the key stakeholders at the corporate centre and local business unit level

■■ Continuous improvement processes built into all aspects of the design and delivery

The results

Over the past five years, 5,000 managers have passed through the programme.

AkzoNobel has undergone significant change and is far more effective at optimising resources and the supply chain to grow the business and deliver financial results for staff and shareholders. The leadership and management development programmes have a significant role in making this possible.

More collaborative working styles have emerged that are essential to meet challenges of the future and at a leadership level there is evidence of improved engagement despite challenging economic conditions and change.

The programmes have raised expectations of those who have passed through them and as a result JSB is engaged to develop and deliver the next generation of leadership and management development.

Call +44 (0)20 8371 7011 Visit www.jsbonline.com Email [email protected]

CASE STUDY: Global management and leadership development

Built around each module, the pathway begins and ends in the workplace to ensure application of learning

More collaborative working styles have emerged that are essential to meet challenges of the future and at a leadership level there is evidence of improved engagement

Situational Leadership® II, Performance

Management and Coaching

Leadership Talent Development

Managing and Leading

Multi-functional Teams

High Performance

Culture

For senior managers: a core Situational Leadership® II module plus a menu of four optional topics covering performance management; developing a high performance culture; strategic and collaborative leadership; talent management and managing multi-functional teams.

About JSB

We are learning and organisational development consultants. We help people and organisations to build and sustain outstanding performance through our learning, development and consulting services, plus a range of open courses, conferences and seminars.

Working internationally, our capability to integrate people and organisational development, and transform the latest thinking and best practice into practical solutions that align with clients’ strategic objectives delivers exceptional results.

To learn more about how we can help you build leadership and management capability, visit www.jsbonline.com or call us on +44 (0)20 8371 7010.

2pp Case Study AkzoNobel MEPAMP AW.indd 2 25/02/2014 10:56

CASE STUDY: Project management training

The context

‘In some areas of Civil Litigation costs are disproportionate and impede access to justice. I therefore propose a coherent package of interlocking reforms, designed to control costs and promote access to Justice.’

The recommendations made in Lord Justice Jackson’s report require the rigorous and disciplined control of the costs of litigation. They give the courts far-reaching powers in ensuring that control is maintained. They demand transparency and proportionality – and they expect lawyers to work within the costs that are estimated and agreed.

Withers recognised the need to prepare for the new landscape for litigation created by the Jackson reforms well in advance. The firm’s Business Transformation Team, Learning & Development team and Litigation Project Management team developed a response that included the early adoption of new case management technology and training to enhance their project management capability. Withers approached JSB on the basis of our track record of delivering bespoke training for lawyers and our understanding of the sector.

Our solution

Having digested the Jackson report we distilled the key messages from it to inform a series of focus groups and one-to-one meetings where we fed into Withers’ preparation strategy plan. This enabled us to fully understand the direct implications of the reforms on the litigation practice’s work and the outcomes they sought from the training.

Aware of the time pressure the lawyers were under and the opportunity cost to the firm of time spent away from fee earning work, we developed a series of intensive half-day workshops. These examined the project lifecycle and focused on a core methodology of scope – plan – do – review.

The pragmatic approach was designed specifically to meet the requirements of this group of busy professionals and we ensured each element of the learning was tied to hard business outcomes such as profitability, recovery of fees and quality of work.

A key success factor was linking the learning to participants’ core skills as lawyers – understanding client requirements, developing solutions and achieving best outcomes for their clients.

Assisting a leading international law firm implement its post-Jackson report strategy

Enhancing project management capability

Compelling, learned, erudite presentation with nuggets of wisdom and achievable and practical goals.

Workshop participant

Good practical advice and interesting discussions with the group.

Workshop participant

Visit www.jsbonline.com Email [email protected] Call +44 (0)20 8371 7011

2pp Case Study Withers project management AW.indd 1 25/02/2014 11:23

Each element of the learning was tied to hard business outcomes such as profitability, recovery of fees and quality of work.

Real change has been seen in the litigation team’s approach to managing matters.

Outcomes

Real change has been seen in the litigation team’s approach to managing matters and the team is confident that its early adoption of training and technology to address the Jackson report’s recommendations have put it in prime position to address clients’ needs. Consideration is being given to rolling out project management training across the firm.

Very positive responses were received from participants and the team are already applying the techniques they learned to handling the different dimensions of litigation matters– i.e. financial management, client relationship management, compliance with the requirements of the Jackson Report and internal teamwork.

Feedback from participants included:

“Excellent presenter and very useful content.”

“Engaging and interactive.”

“Excellent presentation; to the point; humorous and engaging.”

“Compelling, learned, erudite presentation with nuggets of wisdom and achievable and practical goals.”

“A very entertaining and engaging presenter.”

“Speaker very clear and fun – kept me interested.”

“Good practical advice and interesting discussions with the group.”

About JSB



To learn more about how we can help you build project management capability visit www.jsbonline.com or call us on +44 (0)20 8371 7011.

About Withers

Withers is the world’s first international law firm dedicated to the business, personal and philanthropic interests of successful people, their businesses, their families and their advisers.

With over 100 partners and more than 270 other lawyers, including over 70 litigation and regulatory lawyers, they have unparalleled expertise in commercial, tax, trusts, estate planning, financial services, litigation, real estate, charities, employment, family law and other legal issues facing individuals and their families. The firm has advised 34% of the top 100 UK Sunday Times Rich List and over 20% of the top 100 US Forbes list, as well as numerous families in Asia.

Withers has offices in the following major centres: New York, New Haven & Greenwich (Connecticut), London, Milan, Geneva, Zurich, Hong Kong, Singapore and the British Virgin Islands.


CASE STUDY: Project management training

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CASE STUDY: A bespoke management development programme

Background

Our client is a specialist within the motor finance industry providing a range of finance and insurance products for new and used vehicles.

Our client’s Board and Leadership Team are absolutely clear that the way they will achieve their vision and deliver their strategy is through the development and growth of their people, specifically their managers. With this in mind, over the past three years, they have been developing their managers to enable them to lead their teams more effectively and to deliver improved performance.

Helping managers achieve excellence

A bespoke management development programme focused on workplace application

A key part of this development has been the development programme for Branch Managers, Heads of Department and Office Managers. It provides each participant with a practical and relevant learning journey and Karen Hulme, JSB’s Director of Leadership and Development has been involved with it from the outset.

Management development in a leading motor finance firm

Call +44 (0)20 8371 7011

Driving performance and growth

Ongoing Measurement & Reporting

Programme communication

360 1:1 feedback &

group report

Bite-sized session 1

– Making time to be the ‘best you can be’– 2-3 hour session Two-day

residential– Performance

management workshop ‘being the best you can be’

Impact presentations to the Senior

Team

Leadership 360 process

Programme kick off

– 1 day event– Role & expectations– Strategic leadership

Bite-sized session 2

– Making time to enable others to be the

‘best they can be’– 2-3 hour session

Repeat of leadership

360 process

Repeat of 360 1:1

feedback & group report

Our success could not have been achieved without the managers working differently. This programme was a key factor in making it possible.

Senior Director

Many of the managers had “been there and done it”, so we were clear that this programme had to feel and be different to anything they had experienced before.

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Engagement and momentum

Many of the managers had “been there and done it,” so we were clear that this programme had to feel and be different to anything they had experienced before. We started by sending a personalised invite to the programme from the MD to each individual’s home address. This explained ‘why this’, ‘why now’ and how important each of them were to the success of the business going forward. It outlined the programme and explained why they were being invested in.

We asked each leader to complete a 360 degree leadership assessment followed by 1:1 feedback and coaching which identified personal strengths and development areas. It gave them a springboard from which to develop.

A one-day kick off launch event, attended by the Board and Senior Leadership Team, set the tone for the whole programme and outlined the firm’s expectations of their managers. There was a real buzz as managers came together from different locations.

Making time for development

During the discovery phase we had realised how busy the managers were. We concluded that there was little point in launching straight into the performance management part of the programme without first creating the time to make it work. Any development would require significant commitment on their part and, as things stood, there simply was not enough time in their day.

We therefore designed and delivered bite-sized sessions on managing priorities and practical time management techniques. We directly challenged each manager to save one hour per day by working smarter and to use this time to develop their people. Once they had achieved this, the next step was to develop their delegation skills though a bit-sized masterclass session. This would release even more time and help them focus on their role of growing and developing their people.

Inspiring and managing performance

A two-day residential performance management workshop followed. We promised ‘challenging, exciting, stretching.’ And we delivered. We used actors to really embed the learning and enhance the whole learning experience. The focus was on practising those “brave and courageous” conversations – the ones which the managers were finding difficult to approach or were avoiding. We focused on feedback and coaching and used real-life situations. By the end of the training participants knew how to:

■■ Conduct regular and motivating 1:1s and performance reviews

■■ Manage those challenging and brave conversations

■■ Motivate their teams for increased performance■■ Deal with underperformance – and quickly!■■ Coach their people to help them reach their

potential

This was not just about providing the managers with enhanced capability it was also about developing their confidence to really manage and coach.

The feedback was incredible – participants were impressed with how real the practice sessions felt and how much they learnt by watching others. Each of them had brought along an actual people issue they were struggling with. Every one of them left with a solution to their problem, and a toolkit of techniques for handling future challenges. All were tasked with implementing their solution within a week of the workshop – and then returning later in the programme to talk about their successes.

Measuring success

Our client’s principal objective was for this programme to have a measurable impact. Participants were expected to demonstrate tangible personal, team and organisational improvements at each and every step. They were continually challenged and asked to think differently. Towards the end of the programme we repeated the 360 feedback and coaching process. In the majority of cases, the results showed an improvement in performance. The programme was having a significant impact on managers – and others were noticing it.

Finally, each individual was tasked with delivering a 15 minute presentation to Board members and the Senior Leadership Team on “the difference this programme has made to me, my team and my business area results.”



We directly challenged each manager to save one hour per day by working smarter and to use this time to develop their people.

We used actors to really embed the learning and enhance the whole learning experience.

Participants were impressed with how real the practice sessions felt and how much they learnt by watching others.




The presentations were outstanding – even from those who were not seasoned presenters – and reported qualitative and quantitative evidence of their improvements, including:

■■ Reductions in bad debt■■ Improved performance reviews■■ More frequent coaching and feedback was actually happening■■ Increased employee motivation and morale■■ Less workplace pressure/stress and less absence■■ Improved processes and increased efficiency■■ And even increased revenue

Participants were engaged and energised, commenting that they ‘couldn’t believe how much impact the programme had.’ The programme had delivered the exceptional business focused results we set out to achieve.

So why was this programme so successful?

1. JSB’s working processes – a rigorous and well tested approach

We structured our working approach around our ‘5D’ process:


Distil and determine value

Phase 4:Deliver

Phase 3:Design

Phase 2:Discover

Phase 1:Define

Define

We began by clarifying the exact scope of the project, the outcomes required and the roles and responsibilities. It was a highly collaborative approach that quickly developed a strong partnership. This meant we were all clear from the outset on what we were trying to achieve.

Discover

During the discovery phase we immersed ourselves within our client’s business:

■■ We met with the Board, the senior leaders and some of the participants as well as some of their direct reports and built on the strong partnership we had forged early in the ‘define’ phase

■■ We worked with the marketing team to understand the communications and brand of the business and created a brand identity for the programme

■■ We spent time reviewing their strategy and plans and getting to grips with their organisational culture

The result was a truly bespoke programme, reflecting the real challenges and opportunities the business and its managers were facing. We then provided a findings report, summarising our discovery phase insights.

■■ We highlighted the need to bring people management to the forefront of the Senior Leadership Team’s agenda. This provoked a regular commitment for managers to demonstrate improvements in performance.

■■ We also made more precise recommendations. For example, we recommended a change to the job titles of their senior administrators to ‘office managers’ as the original title was not driving the management behaviours.

Design and delivery

During the design phase we worked with the senior team to co-create activities and scenarios that were as real to the business as possible and fully aligned with their strategy and culture. This included the case studies that would form the basis of the coaching and feedback sessions with actors. Some of the participants said these could easily have been based on them or their team, the scenarios were just so real.

In terms of delivery, we made use of best practice techniques and models but delivered them in a practical and fun way. We used accelerated learning techniques and some experiential activities to really engage the learners.

Every one of them left with a solution to their problem, and a toolkit of techniques for handling future challenges.

Participants were expected to demonstrate tangible personal, team and organisational improvements at each and every step.

We used accelerated learning techniques and some experiential activities to really engage the learners.


About JSB






Call +44 (0)20 8371 7011 Visit www.jsbonline.com

2. Active Board and Senior Management support

At the outset, the Senior Leadership Team made a commitment to support each participant through the programme to ensure the learning was transferred to each branch/department as quickly as possible. They were confident that we had the knowledge, experience and background to deliver a program that fitted their specific needs but knew that they needed to play a pivotal role in enabling application of learning.

A Director attended each module to open up the day or to join the group for dinner. All attended the launch event and most attended the impact presentation day. At Board meetings they drove the people agenda and with their visible and active support, including pre- and post-module briefings. This made sure the participants understood how important their development was to business performance.

3. Absolute Focus on Workplace Application

We knew that an absolute focus on workplace application was critical if managers were to make the necessary changes. We created multiple application opportunities throughout the programme to help drive this:

■■ Each participant was given an application plan and was expected to commit to these actions

■■ Post-module activities were set, for example, have that difficult conversation, challenge that process, deliver your vision speech to the team

■■ At the beginning of each new module the group was asked to formally present back what they had applied since the last session

■■ Pre- and post-module briefings were held with their line managers to identify opportunities for learning and application

■■ Each of the final presentations to the Board and Senior Leadership Team were required to be evidence-based. Participants were tasked with explaining what they had done to actually apply the learning

When commenting on the success of the business over the previous year, one Director said:

“Our success could not have been achieved without the managers working differently. This programme was a key factor in making it possible.”

“I was stressed before but now I’m in control”

“I’m getting more from my team”

“I am delegating more and this is actually motivating people”

“I’m cross-skilling my team”

“Morale has improved”

“Absence has reduced”

“I have reduced bad debt”

“I have improved some processes and saved time and money”

“Things are so much better”

“I am a manager now – before I was a member of the team”

Feedback about the programme included:

Email [email protected]


CASE STUDY: Consulting skills training

The context

Mutual Ventures is a specialist consulting firm founded to support organisations in the public sector embarking on the mutualisation process. They have a strong track record helping entrepreneurial start-up organisations access funding provided through the Cabinet Office Mutuals Support Programme and supporting established social enterprises and charities to develop and grow their businesses. Having experienced a period of strong growth since being founded the firm’s leadership team recognised the need to consolidate the core consulting skills of their client-facing team in order to build a foundation for sustainable future growth.

Our solution

A core challenge was to develop an approach and a learning style that resonated with, and felt right for, a young, entrepreneurial business like Mutual Ventures. The approach we took was based on the consultancy lifecycle which formed the framework for the processes, tools, skills and behaviours needed to become a complete consultant.

Consulting skills training

Consolidating growth in a consulting firm

We were delighted with the tailored training programme that JSB developed for our company. Their consultant really did his homework and came to us with a terrific understanding of our organisation, our values and our development aims.

We wanted to be pushed hard during the training and challenged on the way we approached problems, dealt with clients and supported one another – JSB delivered this whilst creating a relaxed, fun and positive learning environment.

David Fairhurst, Director, Mutual Ventures

Identifying the opportunity

Close and continue

Evaluate the impact

Create a compelling solution

Achieve greater alignment and

consensus

Make the solution happen

Clarifying theclient need


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The experience helped our team enormously and we have embedded many of the tools and techniques introduced during the training into our working practices to strengthen the rigour of our delivery approach and ultimately improve the quality of our work with our clients.

David Fairhurst, Director, Mutual Ventures

Our solution (continued)

We commenced with a discovery phase which included a workshop with the senior leadership team in which we mapped out their engagement lifecycle and the unique approaches they have developed as they have moved from concept to start-up to established firm. This ensured Mutual Venture’s clearly defined values were woven into the learning from the outset.

Based on our discovery work we devised two case studies that reflected the different ways in which Mutual Ventures engage with clients in two different sectors. These formed the basis for an intensive three-day workshop in which we took groups of consultants through the journey – from first engagement with the client to successful completion of the project. Participants were able to apply the learning to different scenarios which were realistic and closely linked to their everyday experiences.

Outcomes

The project has enabled Mutual Ventures to distil and capture the approaches they had developed as they moved from concept to established firm and bring structure and best practice to the ways of working they had very successfully developed. These processes and methodologies are now being taken forward as the firm grows and develops.

The workshops received an immensely positive response from all participants and have resulted in greater rigour and consistency in the way engagements are led, managed and delivered.

About JSB



To learn more about how we can help you, visit www.jsbonline.com or call us on +44 (0)20 8371 7011.


CASE STUDY: Consulting skills training

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CASE STUDY: Building leadership and management capability

Higher Education Institutions are now being challenged to do more, do it better and do it more efficiently.

As students wake up to the reality of their new consumer relationship, a fundamental shift towards a more business-focused model has left universities and colleges competing with each other to attract students and investment.

The University of Derby engaged JSB to help them respond to these challenges. A key strategic objective had been set to further elevate their status within the higher education market – by attracting more students, building on their academic reputation, and attracting and retaining staff.

The performance of both academic and support staff was seen as central to achieving this objective, both in terms of interaction with students and the cohesion of these two groups of staff. This programme plays an important part in building leadership and management capability that fits with the future direction of the organisation. Ensuring the approaches adopted by leaders are in line with the university’s values has been central to the success of this venture.

Understanding the nuances of the sector

JSB was approached to assist in meeting this development need, having previously worked with the university on a leadership programme primarily for senior academics.

We started with a ‘discovery phase’: to build an in-depth understanding of the particular challenges faced by the university.

In close consultation with our client, this led us to propose a shared programme for academic and support staff. We were confident this would open up opportunities for collaborative working, and help staff understand common challenges and provide a unified management approach.

The programme would very much focus on meeting the operational challenges of managing within a professional and learning environment, while retaining core elements from the senior leadership programme for consistency. As such, there was a critical need to achieve a balance between theoretical aspects and practical tools – relevant to the sector and institution’s culture – that could be applied across the institution.

Whilst the programme was essentially driven by change, it was important to understand the existing culture and structure of the university. This sensitivity to the nuances of an academic institution, the way in which people interact, especially around feedback and performance, and the dynamics between academic and support staff allowed us to build a programme that has been highly effective in engaging participants whilst providing relevant and powerful management tools.

A flexible, integrated management programme

The basis of the programme is summed up in its name “Managing Success”. It is entirely focussed on providing participants with the skills and behaviours to drive success and is aligned with the overall objectives to improve performance and raise the university’s profile.

Helping a leading University ‘Manage Success’

Responding to far reaching changes in the higher education sector

Call +44 (0)20 8371 7011

JSB’s approach to scoping the work they undertook with the University was critical to the tailoring of a programme which integrated the University’s culture and structure into the design and delivery. This provided a close fit for the target groups and resonated with issues participants faced on a day-to-day basis.

Bev Millinchip, Senior Organisation and People Development Advisor

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We felt that building a programme that instilled a coaching/developmental style of management would be a best fit for the culture, the sector and institution’s strategic objectives – one that focussed on enhancing what was already working well.

Conscious that participants needed to be engaged with the programme at an early stage, we made sure its impact and the value of investing their time was evident in the first hour of module one. We created a robust environment in which challenge, discussion and debate were strongly encouraged – a critical success factor for the programme. This was balanced with the development of skills which could immediately be used to deal with existing challenges.

Personalised, adaptable content

An in-house 360o assessment precedes attendance at two modules, the outcomes of which are used to inform participants’ personal objectives and focus throughout the modules. The structure of the programme enables participants to develop and build skills while they are there; to apply tools and techniques to real and existing management challenges; and to work together on a project that has genuine relevance for the university. Continuous improvement, in terms of self-reflection, peer and tutor feedback, is built into the programmes. There is also pre- and post-module work to ensure that the benefits of the contact time are maximised and that engagement with the learning is ongoing between the modules. Furthermore, each module has multiple content items that can be interchanged depending on the needs and experience of the group – making it highly flexible and relevant to each individual.

Strategic and workplace relevant

After module one, participants work in small teams or individually, (depending on the strategic focus of the university at the time and on their particular roles), on a business scenario and present this back to the group – and in some cases to senior stakeholders – in module two. As the programme has developed we have involved senior stakeholders in order to help individuals connect the learning with the university’s latest key strategic objectives. Basing the projects on real business objectives and involving senior sponsors establishes true workplace relevance, drives application of learning and enhances participant engagement.

A commitment to embed the learning

The learning begins to be embedded between the modules. This is helped by the pragmatic and practical focus of the activities which are designed to enable participants to plan for real conversations and situations. Participants also take action plans away from each module and they commit to progressing the outcomes of the business project after the programme. Where relevant, they continue to work in their small cross-functional teams.

The results

Management capability has been enhanced and middle managers now have a consistent set of practical tools and techniques to help put new internal procedures in place and drive performance. The programmes have enabled managers to build a shared view of how they will respectively meet the ongoing challenges in their roles. They have consistent approaches, a common language and shared goals. Academic and support staff are now working more collaboratively and the programme has helped to catalyse the breaking down of barriers.

There is evidence that feedback is of a far higher quality, supporting the university’s strategic objectives to reinforce teaching quality as a basis for enhancing their status in the further education marketplace, and improve the performance of their teams.

The ‘Managing Success’ programme is ongoing and has given rise to spin off projects, such as work with the HR and L&D teams to improve their recruitment and selection processes. The university has experienced many successes that they wish to build on. Continuing to support the leadership team to create the right environment where staff successes are translated into positive student experiences is now top of the agenda.

About JSB

We are learning and organisational development consultants. We help people and organisations build and sustain outstanding performance through our learning, development and consulting services, plus a range of open courses, conferences and seminars.





We have been most impressed with the knowledge and skills of JSB facilitators. They have engaged and connected with leaders and managers from a variety of areas within the organisation to take forward challenging agendas in line with our organisational values.

We have seen clear improvements in management capability which is having a direct impact on local areas and their ability to achieve our strategic goals.

Bev Millinchip, Senior Organisation and People Development Advisor

2pp Case Study University of Derby AW (DEC 2012).indd 2 25/02/2014 10:51


The context

NatCen Social Research is Britain’s leading independent social research agency. NatCen has a well established and respected brand and enjoyed consistent, high volumes of work from its formation in 1969. In recent times growth had been easy to achieve due to positive economic circumstances and the belief of successive Labour Governments in the need for policy to be informed by robust research.

The economic downturn coupled with the 2010 election led to a significant drop in central Government research commissioning. NatCen needed to take stock and invest in its people, managers, leaders and corporate structures to ensure it could respond to changing circumstances and make the most of its research impact in a changed environment. Of critical importance is the generation of surplus funds which can continue to be invested in research excellence, innovation and attracting the best and brightest talent to the organisation.

The CEO and senior team realised there was a need for exceptional leadership throughout NatCen to ensure this change programme was successful and sustainable. Alongside a rebranding exercise and a physical transformation of their premises they recognised the need to invest in L&D to build leadership capability in order to lay the foundations for their strategic goals and drive the necessary organisational development.

Building the foundations for success

Having previously worked with NatCen to help develop the project management capabilities of key staff, JSB was approached to assist with leadership and management development. A three tier programme was envisaged by NatCen and JSB was selected to design and deliver leadership development for senior managers.

The success of the programme is founded in the careful and rigorous research and design. Using our effective 5D approach we established a clear picture of NatCen’s strategic objectives, culture and specific leadership requirements through interviews, observation and focus group work.

Our 5D approach formed the basis for understanding NatCen’s strategic objectives, culture and requirements.

ILM accredited leadership development

Supporting strong leadership in the third sector

“It was a really enjoyable, stretching, information packed but manageable set of sessions, a lot of good ideas and practical solutions in an informal setting.”NatCen participant

“It was easily the best training session I’ve ever attended. It was tailored and delivered to what people in the room needed.”NatCen participant

Distil and determine value

Phase 4:Deliver

Phase 3:Design

Phase 2:Discover

Phase 1:Define


CASE STUDY: ILM accredited leadership development

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The intensive and practical programme examined key leadership moments in the everyday work of each individual. It allowed managers to become comfortable applying practical techniques at each stage and embedded powerful leadership behaviours throughout their day-to-day work.

To ensure the transfer of learning back into the workplace and to enable clear measurement of the programme’s success, a phased learning pathway was put in place.

An initial launch event set the tone for the programme. MBTI and 360° assessments preceded 1:1 feedback from both NatCen’s HR specialists and JSB’s lead consultant, providing a clear understanding of each individual’s requirements and allowing both the participant and programme leader to focus development on specific needs. Managers were required to spend time with their staff exploring the goals and objectives for the programme.

Two high impact workshops then followed. The first, assessing your own leadership capability and performance, explored leadership styles, Adair’s action centred leadership and worked through five core leadership dimensions based

on NatCen’s version of JSB’s model: personal leadership; strategic and operational management; collaboration and engagement; business acumen; and continuous improvement.

The second workshop, managing individual development, explored performance management. It provided participants with the tools to diagnose performance and understand their role in driving it, plus allowed them to practise coaching and feedback techniques.

Each workshop was followed by an assignment which embedded learning and also acts as the assessment element for the ILM accreditation at level 5, which was an important requirement for NatCen.

This formal learning was then embedded back at work through a series of NatCen-facilitated peer learning sets bringing together managers from across the organisation. The programme continued with internal workshops on key skills such as coaching, the use of stretch assignments and stretch projects for innovation and the development of new approaches, processes and ways of working.

A learning journey to embed development and deliver an ILM qualification

CASE STUDY: ILM accredited leadership development

“It’s helped me gain confidence and understand that there is no right or wrong way to manage my team…generated new enthusiasm for my role.”NatCen participant

“All positives, I just feel much more confident aware of my responsibilities and how to face challenges.”NatCen participant

Launch Event

360°assessment

Assignment 360°assessment

MBTI

1:1 feedback Assignment

Workshop 1: assessing your own leadership capability

and performance

Workshop 2:managing individual

development

About JSB




Positive feedback

To date, five cohorts have been through the programme and the 360° assessment is due to be re-run to evaluate improvements in leadership capability against the pre-programme benchmark.

Feedback from participants has been overwhelmingly positive. Evaluation results indicate that managers have more confidence in managing people, a better awareness of the range of approaches they can take to management and leadership and how to apply them, and a better understanding of their own management style/preference. Every single participant indicated they would recommend the programme to a colleague.


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Visit www.jsbonline.com/acel Email [email protected]

CASE STUDY: Advanced Certificate in Employment Law (ACEL)

A CIPD-accredited employment law qualification

I head up a team of five HR staff at a consumer financial services business based in Lancashire. In my position as Head of HR there is a heavy reliance on me to be up to speed on employment legislation. A significant part of my role is to interpret employment law and to advise on various legal matters which involve risk and litigation. My organisation depends on me to get it right.

In light of this, and by way of gaining professional accreditation for my existing knowledge, I decided to embark on the Advanced Certificate in Employment Law (ACEL). My objectives were to build confidence in my ability to decipher and communicate legislation and case law – in particular, complex legal issues.

Previous experience on courses I had completed with JSB gave me an indication of the professionalism of the company and the way courses are run. JSB’s ACEL offered flexibility in being able to carry out the course at a pace which suited me. Being professionally accredited by the Law Society and the CIPD was a key deciding factor.

Juggling work and study

At the time I embarked on the ACEL qualification, I was finishing off my Master’s as well as managing a full-time job that was already quite demanding. Overcoming this challenge of juggling work and study wasn’t easy but to be honest, I just got on with it! My initial plan was to complete the ACEL in six months. I ended up taking the maximum two years to complete it but I’m glad I did. I got a lot more out of it this way and it gave me time to take things in and actually put into practice what I had learnt.

The support I received from JSB during my studies was invaluable. In every way, I found their staff to be brilliant and a real asset to the organisation. Always swift in their responses and happy to assist me. My main contacts there were truly excellent and very customer-oriented – consistently helpful and professional. I believe the excellent administration and set-up on the courses is down to them.

Nita Parmar, Head of HR at Fairpoint, talks to us about her experience of studying for JSB’s Advanced Certificate in Employment Law (ACEL) qualification.

Becoming a confident and valued in-house employment law adviser

Call +44 (0)20 8371 7030

I would absolutely recommend JSB’s ACEL to others wanting to embark on an employment law qualification.

It represented value for money and great service – always with a smile. Most importantly, the professionalism and quality of training was always excellent.

Nita Parmar, Head of HR, Fairpoint


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Implementing the learning

The ACEL qualification has been very useful in my day-to-day role. I can now pick up my Butterworths’ Employment Law Handbook and easily access what I am looking for without feeling as intimidated by the size of the book! I can access and interpret legal materials and case law with ease and confidently advise my colleagues on legal matters.

In the longer term, I can’t unlearn what I have learnt on this course – the excellent delivery of the modules ensures that. Even in future roles I would take these skills along with me and use them as my career develops. By getting the information that I need quickly and easily, and confidently interpreting the legalities, I can identify risks for my organisation and manage them accordingly.

Reaping the benefits

As I progressed through the qualification, my confidence flourished. As a result, my organisation has seen a reduction in legal costs and better financial risk management.

Of course, legislation and case law is always evolving and I will need to make sure I keep up to date with latest employment law now that my ACEL qualification is complete. But it is the enhanced confidence in my capabilities, as well as my well-honed research and analytical skills that I will call upon throughout my career.

CASE STUDY: Advanced Certificate in Employment Law (ACEL)

The support I received from JSB during my studies was invaluable. My main contacts were consistently helpful and professional.

My organisation has seen a reduction in legal costs and better financial risk management

About JSB’s Advanced Certificate in Employment Law (ACEL)

The leading, Master’s level employment qualification for HR directors, HR managers, senior line managers and employment law advisors.

Accredited by the CIPD, the Advanced Certificate in Employment Law is a professionally recognised employment law qualification. Designed for those wishing to take their employment law knowledge and expertise to a higher level, it is highly sought-after, challenging and deeply rewarding – on a personal level and in terms of career progression.

Our next enrolment date is 17 January 2013

View the full ACEL brochure at www.jsbonline.com/acel

Advanced Certificate in Employment Law The most widely recognised qualification in employment law for HR professionals CIPD, Solicitors Regulation Authority and Bar Standards Board accredited

Employment Law in Practice30 years of excellence in employment law

Enquiries hotline: 020 8371 7030www.jsbonline.com/acel

Enabling and sustaining outstanding performance

ACEL 12pp July 2012 AW.indd 119/07/2012 12:02

Visit www.jsbonline.com/acelCall +44 (0)20 8371 7030 Email [email protected]


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CASE STUDY: Team manager development

Introduction

Our client is one of the most experienced personal injury firms in the UK with a network of offices across the country. They have a clear set of values and a culture that champions the needs of each individual client, emphasising the importance of integrity in everything that they do.

Branch and team managers play a critical role in driving performance and supporting the firm’s values and culture. JSB was engaged to help these individuals build key management skills and enable them to support their teams and apply the firm’s policies on recruitment, performance management, grievances, dismissals and sickness absence effectively.

A partnership approach

The firm were in the process of developing core e-learning modules to provide foundation knowledge on these topics, but managers needed support to build the skills to apply it in the workplace. The programme we designed forms part of an integrated, three-stranded approach, building on the e-learning and complementing a module on self-awareness and management style run by another provider.

Working in close partnership with the client’s L&D team we undertook a discovery process to understand the structure, culture and strategic objectives of the firm and conducted focus groups with branch and team managers to gain a complete picture of how they worked and what their needs were.

The programme forms part of an integrated, three-stranded approach

Team manager development

Self awareness and management style

One-day workshop

Management skills development

Recruitment, appraisal, grievance, disciplinary, sickness absence and

performance and capability

Six e-learning modules to build core knowledge:

Recruitment, appraisal, grievance, disciplinary, sickness absence and

performance and capability

Developing managers in a leading law firm

Insight from the focus groups, combined with input from the client’s L&D team, enabled us to create real business scenarios


Of particular success has been the use of specialist actors to lead role plays focussing on critical aspects of team management

2pp Case Study Thompsons Solicitors AW.indd 1 22/05/2013 17:09

Crucial to the success of the programme has been the establishment of a clear understanding of the policies it would support, the e-learning it builds on and the third party module in order to design an integrated, coherent and completely aligned journey.

Practical, experiential learning

The resulting two-day programme is delivered on a regional basis allowing managers to come together from different branches to share knowledge, experiences and learning. Practical and experiential, it enables managers to develop the core skills to support interactions and dialogue with team members around recruitment, appraisal, grievance, disciplinary, sickness absence and performance and capability, including:

■■ Opening and closing conversations■■ Managing time■■ Asking the right questions■■ Giving meaningful feedback■■ Setting the right tone/using the right language■■ Listening and responding■■ Keeping control■■ Giving challenging feedback■■ Dealing with challenging and sensitive situations

Insight from the focus groups, combined with input from the client’s L&D team, enabled us to create real business scenarios that are aligned with the strategic objectives to drive improvements in management capability and client care.

Of particular success has been the use of specialist actors to lead role plays focussing on critical aspects of team management. This brings the scenarios to life and provides invaluable opportunities for participants to practise new skills and benefit from immediate feedback.

Outcomes

The programme has been a resounding success and was highly commended at the 2012 National Training Awards.

Over 70 managers have passed through it and we have subsequently been asked by the client to design and deliver a four-module management and leadership programme for more senior individuals in the firm.

CASE STUDY: Team manager development

We have subsequently been asked by the client to design and deliver a four-module management and leadership programme for more senior individuals

About JSB




The programme was highly commended at the National Training Awards


2pp Case Study Thompsons Solicitors AW.indd 2 22/05/2013 17:10



Background

Simons is a long-established, successful and trusted name in medium and large-scale construction. When they approached us they were in the process of repositioning themselves as a property solutions business capable of supporting all aspects of clients’ property requirements from funding schemes through a range of design and construction services to fit out, maintenance and aftercare.

This restructure demanded high quality leadership and management across the organisation at all levels, and a board-level decision was taken to invest significantly in people development with JSB engaged to design and deliver a leadership programme for senior managers.

Supporting a repositioning strategy

Building leadership capability in a property solutions firm

Call +44 (0)20 8371 7011

Getting the approach and learning design right

The foundations of success were laid by gaining a clear understanding the strategic drivers behind the requirement as well as the culture of the business and the sector. We were working with highly competent, practical, hands-on individuals, in many cases as used to working on construction sites as in boardrooms. The leadership development needed to reflect this and to be fully aligned with the culture of the firm.

We worked in partnership with Simons’ HR team to scope requirements and to design a high-impact, efficient and cost effective two-day intervention.

The learning design was based on interviews and focus groups with managers in the business to ensure understanding of issues and challenges they faced and to establish their buy-in, trust and engagement.

The learning resonated with the values of the firm, including an emphasis on building a culture in which health and safety is embedded, and these were threaded through the programme.

Following delivery of the programmes we conducted a 360 feedback exercise. I was delighted to see the results showed significant improvements in the behaviours and effectiveness of our managers and directors.

Tina Holmes, HR Director

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About JSB






Practical, application-focused learning

Rather than adopt theory-led approach using top-down models, we recognised that basing the programme around case studies and using these as stimulus material to build out from would enable these pragmatic, practical individuals to apply their learning and work through challenges.

The case studies were developed from the interviews and focus groups and this enabled managers to tackle real scenarios around the strategic, tactical and operational issues they faced, helping them establish a toolkit of leadership techniques that were as applicable to construction sites as at head office.

A theme of ‘leadership in the moment’ was woven into the programme – we understood these were highly productive and very busy individuals and needed to embed leadership behaviour into their existing activities: for example transforming regular events such as a kick start meeting or project status review into ‘leadership touches’.

Clear, individual action planning linked to each manager’s PDP ensured there was a commitment to apply new leadership behaviours in the workplace.

Sustained value and clear results

To date, ten iterations of the programme have been run, enabling over 100 managers to build their leadership capability.

Following the programmes, 360 degree appraisals have been carried out on each group and the results have shown clear and significant improvements in the leadership capabilities and behaviours of the managers and directors involved.

As a result of the success of this programme we have worked on additional projects with Simons including their future leaders programme to develop high potential talent and an SMT/board away day to explore motivation and engagement.

We have also supported a reinvigoration of their tender process, helping ensure the leadership behaviours from this programme are built into the whole pitch process, and have delivered a range of skills development courses including presentation skills and meeting management.

A theme of ‘leadership in the moment’ was woven into the programme

The learning resonated with the values of the firm and these were threaded through the programme

The foundations of success were laid by gaining a clear understanding the strategic drivers behind the requirement as well as the culture of the business and the sector

2pp Case Study Simons AW.indd 2 25/02/2014 10:58

Get in touch

Call +44 (0)20 8371 7000

Email [email protected]

Online www.jsbonline.com

© JSB Group Limited 2014. Dove House, Arcadia Avenue, London N3 2JU, United Kingdom

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