Personal Development Diary

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Personal Development Diary Management
Development Programme

• Some other Management Development Courses
• Mediation skills for Managers27th September 07
• Appraisal skills29th October 07(4-5pm after
  Coaching Training),
• 18th Dec 2007, 2th June 08, 16th July 2008
• Stress Awareness for Managers
• 7th November 07
• Employment Law update4th December 07
• The Probation Scheme briefing29th January 08
• Disciplinary/Grievance procedures briefing11th
  March 08
• Roehampton Appraisal Policy briefing14th May 07
• Sickness absence management briefing4th June 08
• Staff Recruitment and Selection 9th June 08

For a full list of courses and up-to-date
information on HR and other Staff Development
events please go to http//www.roehampton.ac.uk/h
rtraining/courses.asp
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The Management Development Programme
Management Development Programme
The Personal Development Diary is your place to
plan and reflect on your learning. It should be
a live document, which you update and refer to
throughout the Management Development Programme.
The Management Development Programme has a
number of strands to the programme The Tool Kit
of Coaching Skills Janie Wilson 29th October
2007 Strategic Leadership Planning Susan
Chadwick 28th November 2007 Financial Budgeting
(see pg 21 of Directory) RU Finance Dept 23rd
January 2008 Performance Management Steve
Walker 7th February 2008 Change Management
Stuart Hunt 18th March 2008 Internal
Communication Caroline Black 13th May 2008
Quote Management is efficiency in climbing the
ladder of success leadership determines whether
the ladder is leaning against the right wall.
Stephen R Covey
Other key learning outcomes
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The Tool Kit of Coaching SkillsPreparation for
29th October 2007
Action Learning SetsPreparation
Quote A way of managing, designed to develop
people to bring about performance improvement. It
creates an environment that enable individuals to
take responsibility for their learning and
continuous development." Paul Kalinaukas
In preparation for the first session it would be
useful if you would identify

• 3 or 4 personal goals you want to achieve
  through the action learning set meeting. Please
  think about any areas of development you want to
  address and what you would like to learn 
•  a work related issue or issues you would like to
  discuss and work through in the set (within our
  agreed confidentiality guidelines).

Development priorities
How you will meet them
Suggested reading

• Action Learning - Ian McGill and Liz Beaty
  Kogan Page 2000
• Action learning for Managers - Mike Pedlar Lemos
  and Crane 1996

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The Tool Kit of Coaching SkillsPreparation for
29th October 2006
Action Learning SetsPreparation
1. What do I want from the Toolkit of Coaching
Skills workshop? 2. How will I know I have got
what I want? What will be different as a
result? 3. What might get in the way or prevent
me from getting what I want out of the workshop?
Any obstacles? 4. How could I overcome these
obstacles? 5. How might I deepen, make the most
of and get even more from the experience of being
on the Toolkit of Coaching Skills workshop?
6. What steps could I take right now to achieve
this? e.g. put an hour in the diary to skim read
one of the recommended reference books or the
website

• Revans Equation for Learning
• L P Q
• L Leaning
• P programmed knowledge (often based on how
  things have been done in the past)
• Q questioning (allows us to open up
  possibilities and build on existing knowledge)

Development priorities
How you will meet them
Suggested reading

• Co Active Coaching by Laura Whitworth/ Henry
  Kimsey House /Phil Sandahl, Davies-Black
  Publishing 1998
• Making Coaching Work by David Clutterbuck / David
  Megginson, Chartered Institute of Personnel
  Development 2005
• Website  http//www.coachfederation.org

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The Tool Kit of Coaching Skills 29th October 2007
Internal CommunicationAfter the13th May 07
Quote "Coaching is unlocking a persons
potential to maximize their own performance. It
is helping them to learn rather than teaching
them." Tim Gallwey
Quote The art of communication is the language
of leadership. James Humes
Key notes for the day
Learning outcomes
What will you do differently?
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The Tool Kit of Coaching SkillsAfter the 29th
October 2007
Internal Communication13th May 08
Quote "Focuses on future possibilities , not
past mistakes. Sir John Whitmore
Quote Once a human being has arrived on this
earth, communication is the largest single factor
determining what kinds of relationships he makes
with others and what happens to him in the world
about him. Virginia Satir
Learning outcomes
What will you do differently?
Key notes for the day
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Strategic Leadership PlanningPreparation
for28th November 2007
Internal CommunicationPreparation for 13th May
2008

• 1 How do you currently plan and manage internal
  communications? Please bring along any examples
  of strategy papers, if you have any.
• How do you currently assess staff beliefs and
  attitudes to the department/school/ university?
  If you have conducted research in this field,
  please bring along any findings/reports.
• What initiatives have you taken in terms of
  internal communications? Please bring any
  materials, examples or evidence.
• What issues do you/does your school/department or
  university face in terms of internal
  communications?

Quote "A leader takes people where they want to
go. A great leader takes people where they don't
necessarily want to go, but ought to be.
Rosalynn Carter, US First Lady
Development priorities
How you will meet them
Suggested reading

• Talking Business - making communication work,
  Clutterbuck, D. and Hirst, S. (2003), Butterworth
  Heinemann
• Effective Internal Communication (PR in Practice
  Series), Smith, L.  (2004), Kogan Page
• Corporate Conversations - A Guide to Crafting
  Effective and Appropriate Internal
  Communications, Holtz, S. (1999), Amacom
• Making the Connections using internal
  communications tro turn strategy into action,
  Quirke, B (2002), Gower
• Internal Communications,Greener, T (1999),
  Blackhall Publishing

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Internal CommunicationPreparation for 13th May
08
Strategic Leadership PlanningPreparation
for28th November 2007
1. How, in your view, does 'strategic' leadership
differ from other kinds of leadership, e.g.
project leadership or operational leadership?
2. 'Vision' is a much used word.   What does it
mean to you and your part of the organisation?
3. What are the strengths and weaknesses of the
strategic planning processes you are involved in?
Quote Speak properly, and in as few words as
you can, but always plainly for the end of
speech is not ostentation, but to be understood.
William Penn
Development priorities
How you will meet them
Suggested reading

• 'Exploring Corporate Strategy', Gerry Johnson and
  Kevan Scholes
• 'Learning to Lead in Higher Education', Paul
  Ramsden

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Strategic Leadership Planning28th November
2007
Change ManagementAfter the 18th March 08
Quote Never tell people how to do things.
Tell them what to do and they will surprise you
with then ingenuity. John Adair
Quote People cannot be managed. Inventories
can be managed, but people must be led. H. Ross
Perot
Key notes for the day
Learning outcomes
What will you do differently?
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Change Management18th March 08
Strategic Leadership PlanningAfter the 28th
November 2007
Quote People dont resist change, they resist
being changed. Peter Senge
Quote "The key to successful leadership today
is influence, not authority."Kenneth Blanchard,
US Management Author
Key notes for the day
Learning outcomes
What will you do differently?
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Change ManagementPreparation for 18th March 08
Performance ManagementPreparation for7th
February 2008
1. Is there a clear purpose (even if the outcomes
are unpredictable)? 2. Is there a clear set of
values that will act as a guide? 3. To what
extent are staff at all levels involved with
processes of transition currently?   Is this
involvement constructive?   Is their expertise
being exploited effectively? 4. What is working
well at the moment?   What elements can we borrow
to use in other areas? 5. What is the
communications approach? How effective is it (and
how do we know)?   What do staff think?
Quote The three keys to effectively leading
staff in Higher Education are delegation,
recognising achievement and performance
management. Paul Ramsden
Development priorities
How you will meet them
Suggested reading

• Leading Change John P Kotter (1996)
• Working the Shadow Side Gerard Egan (1994)
• The Fifth Discipline Peter Senge (1990)

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Performance ManagementPreparation for 7th
February 2008
Change ManagementPreparation for18th March 08
Quote So much of what we call management
consists in making it difficult for people to
work. - Peter Drucker
1. What do you think Performance Management
means? 2. What do your staff think Performance
Management means? 3. What stories will staff
tell about Performance Management at
Roehampton? 4. What is the aim of Performance
Management? 5. How do you now motivate staff,
particularly high performers?
Development priorities
How you will meet them
Suggested reading

• Buckingham and Coffman- First, Break All the
  Rules

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Performance Management 7th February 2008
Performance ManagementAfter the 7th February
2008
Quote A good performance management system
should help staff to learn, to transform their
understanding, to address change and to link
their own development and performance to the
Universitys goals. Paul Ramsden
Quote Great managers follow performance
routines of meetings and conversations focused on
the progress of each persons performance even
though many other demands were competing for
their attention. Marcus Buckingham and Curt
Coffman
Key Notes for the day
Learning outcomes
What will you do differently?
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