SUPPORTIVE LEADERSHIP AND MANAGEMENT BEHAVIOUR · Recruit for leadership qualities Rewards and...

Final Version 5th June 2018

Appendix 1

LEADERSHIP DEVELOPMENT FRAMEWORK

“The Humberside FRS Way”

SUPPORTIVE LEADERSHIP AND MANAGEMENT

BEHAVIOUR

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CONTENTS

1. Background: Vision and Values

2. What is Leadership?

3. Proposed Leadership Event

4. The Humberside Way – Leadership in Humberside Fire and Rescue Service

5. Scenario Based Training – What is it?

6. Delivery of the Humberside Way Leadership Programme

7. Scenario Based Training – Training Programme and use of IT System

8. Additional Leadership Interventions

9. Coaching and Mentorship

10. Action Plan

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1. Background: Strategic Plan

Our strategic plan lays out the following:

What we want to achieve:

Prevent the loss of life, injuries and impact on communities caused by emergency

incidents.

Inspire community confidence.

What we need to do well:

Respond quickly and effectively to emergency incidents.

Have the capability to respond to any risk in the area.

Continually learn and share that learning from incidents we attend.

Work seamlessly with other emergency responders.

Have the capacity to handle emergency calls and arrive on scene quickly.

Help the public to stay safe.

Help the community to be safe at home, at work or in public places.

Advise businesses on their fire safety responsibilities and enforce when needed.

Safeguard the vulnerable.

How we will do it?

Value our people.

Strengthen our leadership and line management.

Embed our principles and behaviours.

Provide excellent training and education to ensure continuous improvement.

Support the health and wellbeing of our people.

Strengthen our ability to provide an excellent service by diversifying our staff,

promoting inclusion and creating a fair and equal place to work.

Plan ahead for all workforce issues.

Recognise and reward our staff for excellence.

In order to achieve the above, we need to ensure that we have effective leadership across

the Service. This framework aims to provide the appropriate development to give the Service

the best opportunity to do so.

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2. What is Leadership?

In the broadest sense of the word, a "leader" is someone who brings people together and

guides them toward a common goal. Anyone can tell others what to do, but effective

leadership requires much more than the ability to assign tasks to a group.

All our managers are managed by another and the impact of unsupportive or, alternatively,

supportive behaviours have a “trickle down” effect throughout the layers of a management

structure. These behaviours can have a direct impact on our performance, our ability to

deliver on our roles, our health and on our own behaviours towards our colleagues and the

teams we work with.

The Centre for Creative Leadership states that leadership ensures:

Direction: agreement and pride among people on what the organisation is trying to

achieve together, consistent with vision, values and strategy.

Alignment: refers to senior leaders’ effective coordination and integration of the work.

Leadership: ensures commitment such that everyone in the organisation takes

responsibility and makes it a personal priority to ensure the success of the

organisation as a whole, rather than focusing only on their individual or immediate

team’s success in isolation.

It further states that the qualities required of these leaders are the appropriate skills,

competencies and knowledge specific to their level and area of work to meet the challenges

required of them and that the desired leadership culture, including required skills, values and

behaviours needed to achieve the vision such as improving high quality care, compassion,

equality, engaging staff, commitment to learning, positivity and openness is developed.

It is crucial that the collective leadership capabilities and strategies are developed so that our

leaders are acting together to implement organisational strategies and nurture cultures (that

individual leaders working alone cannot accomplish).

3. Proposed Leadership Event

An event, at the new “Leadership Forum” style, is proposed with many leaders from across

the Service being invited. This could be in conjunction with the Organisational Health Check

results. 3 key questions related to leaders’ views on leadership will be posed.

They are:

What experience have you had of leadership, good and bad, that you can learn

lessons from?

With good leadership what would success look like?

What support and development do we need to put in place in terms of a leadership

development programme?

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The kinds of responses expected would be as follows:

Good leadership is:

Good communication/engaging

Clear direction

Flexible leading style

Passion for the role

Fair and genuine/honest

Trustworthy

Persuade and influence people

Approachable/visible

Time and energy for others

Self-awareness

Competent

Caring/supportive/compassionate

Realistic

Liberating

Strong and decisive

Positive attitude

Leading by example

Good role model

Courage

Empowering

Ability to impart a vision

Forgiving and understanding

Confident and articulate

Humour Bad leadership is:

Dismissive

Not approachable

Threatened by others

Controlling

Doesn’t listen

Poor communicator

Unfair

Not committed

Indecisive

Puts staff down

Favouritism

With good leadership, success could mean:

a good leadership structure

links across services

cohesive teams

being more organised

a clear direction

and that we would feel that we had:

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a sense of ownership

good levels of support

a sense of belonging

a shared purpose, aims and goals

a pride in our work

a positive attitude

a culture where we are able to challenge decisions/talk openly

Mutual empathy and respect

The support and development we could look at would include:

Shared purpose and clear vision

Reassurance

Clearer/effective communication

Time

Forums/networking

Strong supervision

Identifying future leaders (succession planning)

Recruit for leadership qualities

Rewards and recognition

Coaching, mentoring, shadowing and “buddy” system

A focus on behaviours This event would include a review of the national “inspiring leadership in FRS” behaviour framework to identify those behaviours best suited for HFRS. At the time of writing, this work is going through a national FRS consultation process, and once finalised, will be integrated with this Framework.

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4. The Humberside Way – Leadership in Humberside Fire and Rescue Service

Good leadership requires attitudes and behaviours which relate to people and enable

people and organisations to perform and develop. We need to explore our current

leadership models to ensure that we develop positive behaviours and recruit and develop

strong leaders to deliver our vision.

Figure 1 (Copyright Zeal Solutions Ltd)

Figure 1 describes how behaviours that are displayed will be the same across the

management layers in a structure. Critical, inconsistent and blaming behaviours used at the

most senior levels will be replicated through all the layers. Similarly, encouraging, fair and

listening behaviours will equally be replicated if displayed.

Therefore, it is essential that we are aware of how our leaders can be supported to develop

the supportive behaviours on the right of the diagram. In essence “we act as we feel and we

feel as we think”; that is the environment around us and our leaders’ interactions with each

of us as individuals plays a key role in how we behave towards our colleagues and the staff

we manage.

For an individual to fully understand their own leadership behaviours, it is necessary to

support people with an initial review of their personality type and behavioural styles. The tool

proposed for this review is the PRINT Workshop approach. More detail about this approach

can be seen at discoveryourprint.co.uk/programmes. It is used to enable people to discover

their own unconscious motivators and to help leaders to better understand their teams.

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It is also important for the Service to recognise the levels of leadership required at the

appropriate levels and the skills it requires from every individual.

Leading the Service

Supportive Leadership and Management Behaviours Training; ELP, Cross Sector

Leadership and E Learning Modules. Focus on developing skills to support and lead

strategic change. Group and Area Managers, Heads of Function and Senior Professionals.

Leading the Function

Supportive Leadership and Management Behaviours Training and Line Management

Development Programme

Group Managers, Station Managers, Watch Managers, Specialist Managers

Leading Others

Supportive Leadership and Management Behaviours Training and Line Management

Development Programme

Focus on people management, legal and ethical framework; personal leadership skills and

personal resilience

Watch Managers, Crew Managers, First Line Managers

Leading Yourself

Induction and Core Skills Framework

Management and staff development modules

Firefighter and Entry Level staff

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Figure 2: The leadership performance equation (Copyright Zeal Solutions Ltd)

Leader performance = (results from the impact of) personal factor x (and) behavioural

factors x (and) environmental factors. In short, your environment, your personal resilience

and situation and your skill in demonstrating supportive behaviours need to be in balance to

most effectively perform as a leader. Each element in this equation has its role in

determining how individuals perform as leaders.

The elements of leadership are formed within a context of operational and professional

competency:

Operational and professional competence

Outstanding Leadership is about

building high performing teams and developing people to their full potential.

It s about communicating with integrity,

being open and honest to foster trust and build collaborative working

partnerships. An ambassador and role model for the Fire & Rescue Service.

The focus is on others and how a manager uses leadership to create high

performing teams

Personal Impact ensures we value,

respect and promote equality and diversity. It s about being a positive

presence on others, having personal

integrity and an ability to self-manage. The focus is on self and how a

manager uses leadership to create a positive, safe working environment,

focusing on ethics and wellbeing.

Organisational Effectiveness is ensuring everything we do is linked to

organisational plans and values. It s

driving the mission and ensuring

decisions and actions are beneficial to

the customer. The focus is on the

organisation and how a manager uses

leadership to continuously improve,

innovate and change

Service Delivery is about delivering high

quality services now and in to the future.

It s about intelligent problem solving with an

outcome focussed approach, continuous

improvement and value for money to our

customers. The focus is on task and how a

manager uses leadership to produce

outcome-focussed results which meet

customer needs.

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Leadership and Management Training

The Service is developing a Transactional Management Development Programme, which

consists of individual sessions delivered over a week long course focussing on the

transactional elements of managing within HFRS. Although useful in its own right, this will

not meet the needs and requirements of developing our leaders and providing our managers

with the toolkit for outstanding leadership understanding and behaviours.

As illustrated in figure 1, supportive leadership and management behaviours are a

cornerstone of ensuring that our staff feel supported and valued and should be modelled by

all our leaders. The proposal within this framework is to introduce a concept and package

called The Supportive Leadership and Management Behaviour Training Programme which is

described in more detail later on in this document. This will form part of the management

development programme, and be delivered prior to the policy modules to provide our leaders

with the toolkit to be good leaders as described in the feedback given at the leadership

event. It will be a core factor in how our leaders are developed that we focus on them as

individuals, develop their skills and model supportive behaviour through the layers of

management. This will then be an enabler to them developing their staff and transforming

their services.

This will be mandatory training for all managers in the Service and will feed the quality

conversation needed at appraisal for managers and provide the tools for them to lead the

quality conversation for their staff.

5. Scenario Based Training – What is it?

Scenario Based Training (SBT) is an evidence based system of training that has been

developed by Zeal Solutions to enable organisations to deliver high impact training to their

leaders, managers and employees in general. For over a decade, Zeal have been working

closely with various organisations across different sectors on the development of their

leaders. Zeal are committed to providing high quality training and continuously evaluate all

programmes that they offer to ensure they are having the desired impact.

There are three concepts that underpin the aims of all programmes that are delivered

through SBT. These are:

Growth mind set

Collective capability

Whole person learning (personal factors, behavioural factors and environmental factors)

These concepts can be seen in the supportive leadership training module, which is one part

of the training that is based on the SBT methodology. The growth mind set is about ensuring

leaders/managers do not limit themselves or their staff as a result of the way in which they

view leadership behaviour and the development of their own behaviours. Collective

capability is about structuring the programme so that managers learn how to work together

better. Whole person learning is about ensuring leaders/managers consider learning within

the organisational context and are able and ready to transfer their learning.

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Zeal, through the SBT system, provide organisations with a range of modules that can be

delivered as master classes and full-workshops. All programmes can be delivered by Zeal or

offered as train the trainer/facilitator sessions.

6. Delivery of the Humberside Way Leadership Programme

Currently, 1 senior member of staff is trained to deliver the Supportive Leadership training

and this will be expanded to increase capacity for rolling out the programme effectively. Zeal

Solutions will be commissioned to undertake some bespoke courses for senior leaders and

then dedicated train the trainer sessions with interested and appropriately skilled staff to then

deliver the training programme.

Once these trainers have completed this training, the programme itself will be delivered in a

3 day package on an ongoing quarterly basis to 2 cohorts of 12 managers, followed up by

the week long transaction management development programme a month later. Those

managers who have already completed the earlier management development programme,

will be expected to undertake the 3 day Supportive Leadership and Management Behaviours

Programme as a standalone session.

It is proposed that a tailored session be developed for CMT to be delivered in September

2018 and for a “front loading” of training sessions to be delivered to leadership teams and

senior managers over the first 6 months from launch.

Bespoke versions of the programme can be arranged and provided to specific teams on

request and this may be considered as part of the development of the new care group

structure.

The Supportive Leadership and Management behaviour training will form the cornerstone of

behaviour development for our leaders followed by the management transactional training to

provide them with the full toolkit of the “how” followed by the “what”.

7. SBT – Training Programme and use of IT system

This Supportive Leadership and Management Behaviour module has been designed to increase awareness of supportive management behaviours in the workplace.

A key component of the training itself is the use of short video scenarios which convey a series of common ‘problems’ or situations that managers have to face, and the ways in which managers may act or behave in response to the situation. The use of scenarios within training programmes has been recognised as a useful tool to aid learning as it allows the learner to easily relate the training content so that they can readily apply it to their job. Unlike traditional methods of training, this experiential approach to learning encourages delegates to take an active role in their own learning. The use of video scenarios is encouraged as it enables delegates to experience situations within the workplace in a safe environment.

Evaluation results for this module demonstrate that completion of it significantly increases the level of capability that managers believe they have to deal with various scenarios that they face in both a supportive and effective manner. Furthermore, evaluation results also demonstrate that managers find this module enjoyable, relevant to their job role, high in quality and feel motivated to apply the learning from the training to the workplace.

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The SBT System

As part of the license agreement, trainers and delegates are given access to the web based SBT system. This is a resource for trainers, managers, and also a resource for staff. This system complements the training that delegates receive and has been designed to support their learning both before and after the training event. Through this system, users will be given access to a wide range of resources including articles, action learning sets as well as the opportunity to complete assessments, discuss topics of interest with other SBT users and much more.

The SMBI Assessment

The ‘Supportive Management Behaviour Inventory’ (SMBI) is a 360° assessment and forms a key part of the Supportive Leadership and Management Behaviour Module. The SMBI process can be used to help managers/leaders consider and reflect upon their own behaviour and the subsequent impact that it can have on those whom they work with and manage. The aim of the SMBI process is to facilitate the development and promotion of positive management behaviours both within individuals and across the organisation as a whole.

The assessment draws on the notion of human agency; the belief that we are the initiators of our own actions and thoughts. The training and assessment explore how personal, environmental and behavioural factors interact to determine leadership performance.

The Scenario Based training package also includes access to the purpose built and newly

relaunched web based system which provides staff with self-assessment tools, an

assessment report and regular refreshers and self-mentoring of their skills. It can be used to

provide an evidence base for the positive impact of the training and an evaluation of its

effectiveness and changing of behaviour.

8. Additional Leadership Interventions

Leadership Forum

The Leadership Forum has been launched for leaders as a bi-monthly development session

to focus on specific topics or to meet to share experiences and learn from one another. We

will ask staff for suggestions and arrange external speakers where appropriate.

Supervision

Supervision plays a key role in the management and leadership of our staff and of

supportive leadership behaviours. A strong supervision structure is crucial in ensuring good

staff engagement and a supportive culture as well as an efficient use of time to develop staff

on a day to day basis. As with all leadership, the “how” is much more crucial than the “what”,

so the application of the Supportive Leadership and Management Behaviour training in the

manner supervision is undertaken will enable it to be effective and more powerful in its use.

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9. Coaching and Mentorship

The Chartered Institute of Personnel and Development (CIPD) state:

Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance.

It is possible to draw distinctions between coaching and mentoring although in practice the two terms are often used interchangeably.

What is coaching?

Coaching targets high performance and improvement at work and usually focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes (such as social interaction or confidence). The process typically lasts for a relatively short defined period of time, or forms the basis of an on-going management style.

What is mentoring?

Mentoring involves the use of the same models and skills of questioning, listening, clarifying and reframing associated with coaching.

Traditionally, however, mentoring in the workplace has tended to describe a relationship in which a more experienced colleague uses his or her greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff.

One key distinction is that mentoring relationships tend to be longer term than coaching arrangements.

We already have some staff who are mentors and coaches and we will collate information to produce a register of mentors and coaches and we will put in place a coaching and mentoring programme. We will also train more staff to become coaches or mentors and develop and implement a coaching and mentoring programme across the Service.

Miriam Heppell Director of HR, June 2018

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10. Action Plan

ACTION TIMESCALE PROGRESS

Leadership Event to launch the Supportive Leadership and Management Behaviours Framework and the action plan

5th June 2018 Complete

Costings from Zeal for full programme

30 June 2018

Leadership Event to introduce Dr Zarola and give an overview of the training to senior leaders

20th August 2018

Bespoke CMT and HFA Session to include Members

30 September 2018

Tailored sessions for TMT 31 October 2018

Tailored sessions for Full Middle Management layer

Christmas 2018

Tailored sessions for: Watch and Crew Managers

End March 2019

Small cohort of Train the trainer

to deliver SBT as part of our

management development

programme (approximately 20)

End March 2019

Launch first SBT sessions

(monthly for the first 6 months) 1st April 2019

Review and refresh Management

development programme to

include SBT

1st April 2019

Arrange dates for Leadership Forum / Masterclasses quarterly

Bi-monthly from February

2018 Complete

Integrate Supportive Leadership and Management Behaviours Framework into the appraisal system

1st April 2019

Collate information regarding mentors and coaches within the organisation

Christmas 2018

Develop and implement a coaching and mentoring programme

1st April 2019

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