SLMS : ‘Future Leaders Programme’
Overall Structure
SPONSOR
Stage 1
July – Sept
Design &
Marketing
Stage 2
September
Talent Q &
Launch
Event
PROJECT
Stage 3
Leadership Workshops X 7: October - April
Format of each Session:
 Update on Action taken, Projects and
Capturing Learning
 Models, Theories and Skills Development
 Action Learning Sets (of 7/8 people)
 Reflection
 Action Planning
Coaching
Sessions – 2
per delegate
with
Facilitators
Stage 4
Review
Workshop
to involve
Sponsors
Stage 5
Mentoring,
Internal
Coaching &
Shadowing
High Level Overview of SLMS : ‘Future Leaders Programme’
Workshop 1
October
What is Leadership?
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Leadership Journey
Transactional v
Transformational
Leadership
Leadership Models
Managing Diversity
Introduction to
Reflective Learning
Introduction to
Action Learning
Workshop 6
March
Finance for the NonFinancial Manager
Provided in house
Workshop 2
November
Strategic Leadership –
Taking Action in the
System
 Strategic analysis of
context/challenges
 Complexity theory
and Decision Making
Framework
 Mapping and dealing
with the challenges
of a constantly
changing and
complex system
Workshop 3
December
Managing Teams and
Performance
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How are we
different? A deeper
look at the
Myers Briggs Type
Indicator
Stages of team
development
MBTI and teams
Managing
Performance
Workshop 4
January
Managing Change in
the System

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Personal Brand/
Reputation
Building Relationships & Networking
Resilience
Diversity – Managing Careers differently

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Workshop 7
April
Realising my Potential

Dealing with
Technical and
Adaptive Change
Managing transitions
Leadership roles in
Managing Change
Workshop 5
February
Leadership Dynamics
Building
Relationships &
Networking
Power
Stakeholder
Management
Influencing
Workshop 8
May
Showcasing Learning



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Coaching Skills
Sharing learning
Outcomes of Projects
What Next?
Our Proposal
Our proposal is focused on developing the leadership capability of ‘Future Leaders’
within SLMS. The Programme will enhance personal leadership capability, which will
help build organisational capacity for adaptive change, improve efficiency in times of
diminishing resources and develop capability for working collaboratively to deliver
effective outcomes.
Our experience of delivering leadership development programmes means we
understand the critical design and delivery considerations that are most effective.
We help participants understand their organisational culture, gain insights into their
personal progress and build personal and organisational ambition.
We actively promote fairness and equality in all our work and bring a commitment to
high standards and a belief in the value-adding capability of diverse and inclusive
leadership approaches. We encourage personal responsibility to act consistently
and authentically in the pursuit of goals leading to improved outcomes.
Our Approach
Our approach to leadership draws upon a range of thinking which has, in our
experience, been of practical relevance to leaders, namely;
leadership is a journey on which history and experience, current untidy
realities and future ambitions play equal parts;
leadership is about self and understanding ones values, emotional
intelligence, style and capabilities
leadership is situational, working from the demands of the task and
people in it;
leadership is juggling features of reality – developing and delivering
vision and outcomes; negotiating between various interests; and enabling
people and cultures to change;
leadership is about spotting what is important and having the focus and
courage to stick with that.
We work actively to create learning environments which:
Energise and provide space for reflection;
Are focused and at the same time flexible in response;
Provide challenge and support ;
Are highly participative and enable individuals to share vulnerabilities;
Facilitate learning from one another and enable individuals to take
meaningful action;
Work to increase understanding of the wider context and the multiple
perspectives which inform that context.
We would seek to:
Equip individuals with the necessary skills, knowledge and behaviours in
order to enhance personal leadership capability for transformation
Instil a strong sense of the importance of using personal power and selfbelief to achieve goals
Strengthen the link between building personal leadership capability and
organisational effectiveness to drive excellence and efficiency
The Programme will enable participants to apply the skills, knowledge, and
behaviours learnt on the workshops at an organisational level, and embed into their
everyday practice. The design of the Programme will:
Enable participants to develop strong links between their experiences on
the programme and their everyday organisational world, including using
real world problems and issues particularly action learning;
Embed a self-assessment and reflection process into the programme that
enables participants to develop the critical self-awareness to identify how
their own skills development potential is being transferred across into their
own organisations;
Incorporate learning reviews within the programme design;
Encourage feedback and learning logs to be kept; in particular regular and
honest feedback from line managers and peers
Workplace project ;
Encourage robust personal development appraisal plans to secure
organisational goals and personal aspirations.
Improvements in participants performance at work will be primarily demonstrated
through progress on the work based assignments. We will encourage participants to
keep a detailed learning log on what elements of the programme they have
transferred to their projects. This will include knowledge gained, tools and techniques
used as well as processes which help to build trust and good relationships with
colleagues. Through these work-based projects, participants will also be able to
identify their contribution to improving the organisation’s performance. This will be
set out in the business case for the projects together with effective measures to
assess the impact. Evidence from progress will be used to demonstrate the links
between individual performance and organisational performance.
Project Team and our Previous Work
We are a diverse team who bring a range of distinctive qualities, a sound
understanding of the issues and wide ranging experience that is particularly
appropriate to this programme. As a team we have unrivalled experience in the field
of devising, facilitating and delivering transformational leadership programmes as
well as working on a range of equality initiatives across the public sector – including
HE and NHS.
Our work seeks to actively build the requisite skills amongst participants, to enable
effective learning which they can use to address both professional and
organisational challenges. We have significant experience of using coaching to work
with individuals to deliver both personal and organisational change.
Our delivery team will be:
Rajwant K. Bains
MBA – Henley Management College; M. Soc Sc; BA (Joint Hons) and in final
stage of MSc in Executive Coaching and Behaviour Change
Rajwant brings over 25 years experience in leadership development,
management development and management of change to her
consultancy and executive coaching practice. Following a successful
career in academia, at the University of Liverpool, Rajwant held a number
of senior leadership positions in local government including Head of the
Corporate and Strategic HR function. Here she had lead responsibility for
the successful delivery of major change programmes including the safe
transition from a district council to a unitary authority.
Since setting up her consultancy business in 2001 she has designed and
delivered many innovative and highly acclaimed programmes (at regional
and national levels) across different sectors. She is equally at home working with individual
leaders and leadership teams.
Rajwant uses her highly developed training, facilitation, mentoring, coaching as well as
consultancy skills to undertake projects covering all aspects of organisational and individual
development. It is her expertise combined with her passionate belief in human potential that
enables her to design and facilitate effective and engaging programmes. Her clients have
commented on her ability to quickly and accurately understand their requirements - and to
‘get to the heart’ of the issue incisively – to support the development of practical and
workable solutions.
As a coach she provides a supportive (yet challenging) confidential environment where the
individual has an opportunity to step back from day-today pressures and focus on resolving
issues/challenges/dilemmas. It is her ability to energise, facilitate creativity and innovative
thinking that enables clients to see possibilities, develop actions and seize opportunities to
achieve their goals. In doing so the client enhances their performance and, ultimately, that of
the business.
Her reputation for excellence is based on clear ethical standards, and a commitment to
ongoing personal and professional development.
Rajwant is an Associate of Henley Business School and her work includes coaching
executives from different sectors on the Executive MBA Programme. Rajwant also delivers
on one of Tavistock Institute’s leadership programmes as well as coaching entrepreneurs on
the New Entrepreneurs Foundation.
Rajwant is in the final stages of Henley Business School’s M Sc in Executive Coaching and
Behaviour Change. She also holds a Certificate in Coaching Practice through a body
accredited by the International Coach Federation (ICF) and a Certificate as an NLP
Practitioner. Her other qualifications include an Executive MBA from Henley and a Masters
from University of Birmingham. Rajwant is qualified in the use of MBTI.
Areas of expertise include:
Strategy Development and implementation
 Strategic Review and Visioning
 Business Strategy and Creativity - a range of projects involving working with the
senior leadership teams (including NHS Boards) to develop strategy for major
change initiatives including work on culture change

Facilitation of Away Days - working with senior leaders and middle managers to
develop strategy for major change programmes.
Organisation and Leadership Development
 Senior Leadership Development Programmes
 Design and delivery of strategic leadership programmes for key clients e.g. UCL and
National Skills Academy
 Specific Leadership Development Programmes including Positive Action
Programmes for Women and Black and Minority Ethnic Managers
 Management Development Programmes – this includes the design and delivery of
programmes covering all aspects of management from recruitment of staff,
managing performance, managing change, managing the transition from
management to leadership, resilience and handling difficult conversations
 Executive Coaching – including Chief Executives, senior leaders, and those newly
appointed to senior roles as well as women on high potential programmes to secure
career progression to senior leadership roles in the insurance sector
 Mentoring – including work with senior HR leaders on major change programmes
 Action Learning sets
 Cultural Change – including managing diversity and inclusion as part of overall
organisational effectiveness, efficiency and business transformation programmes.
Research, Lecturing and Conferences
 Research into the ways coaching programmes can support the progression of
women to Partner level in a top Professional Services firm
 Range of research projects, including design and co-ordination of focus groups
across different areas to highlight policy issues and present feasible and viable
options
 Research to identify barriers to progression of Black and minority ethnic staff to
senior level management roles with feasible options for future action to the senior
management team
 Lecturer on a leadership programme at the Tavistock Institute
 Design, organisation and Chair of a number of conferences at national and regional
levels to influence and develop policy.
Anjali Arya - B.A (Hons) in Law & Oriental Studies (Cantab) , a Masters in
Business Administration from Henley, a Post Graduate Diploma in Coaching &
Mentoring, and is a Fellow of Chartered Institute of Personnel & Development
(FCIPD)
Anjali Arya is a management, leadership and organisation
development consultant specialising in strategic management and
people development. Formerly the Head of Personnel of a large
public sector organisation, she has worked with a wide range of
institutions across a range of sectors - including central government
(Dept of Health), NHS (up to an including Leadership Teams and
Boards), criminal justice system and local government - on issues
such as organisation and leadership development, change
management, performance management and diversity and
inclusion. She has excellent communication and analytical skills
and has worked in a variety of ways with individuals, groups and
structures to ensure solutions are focused, realistic and cost
effective, so as to enhance people and enable organisations to be more effective.
Anjali has considerable board experience having been a board member of the Royal
National Theatre (NT), a Non-Executive Director of the Crown Prosecution Service,
Paradigm Housing Association and the Solicitors’ Disciplinary Tribunal. She has previously
been the Chair of an Arts Centre in West London and a member of the management
committees of the Housing Advice Switchboard, an HIV/Aids charity and an Asian Women’s
organisation.
Areas of Expertise
Leadership & Management Development
 Designed and facilitated workshops, seminars, action learning sets and discussions
targeted at Chief Officers, Senior Management Teams,and politicians to achieve
positive and clear outcomes.
 Designed and delivered a range of Leadership Programmes for senior managers and
Directors.
 Devised and run positive action Leadership Development Programmes targeted at
Black, Asian and Minority Ethnic managers and Women managers.
 Designed and delivered leadership programmes for elected members in local
government.
 Considerable experience of one-to-one executive coaching and facilitating action
learning for senior managers across the public and voluntary sectors – including
running service wide coaching programmes.
 Carried out service and organisation wide training needs analyses.
Organisational Audits and Reviews
 Carried out a range of audits including reviewing organisational cultures and
proposing strategies for change, reviewing personnel policies and structures for their
effectiveness, reviewing processes to improve business efficiency, and carrying out
training needs analyses.
Managing Performance
 Reviewed performance management systems and devised and run a range of
workshops on how to deal with Harassment & Bullying, Managing Performance,
Handling Discipline and Managing Sickness Absence.
Diversity and Inclusion
 ‘Thinking Partner’ on the Department of Health sponsored Race for Health
Programme for a number of years.
 Co-author and pioneer of the Equality Framework for Local Government.
 Trialed the Equality Standard for the Police Service for the National Police
Improvement Association.
 Authored a number of case studies highlighting good equality practice in local
government.
 Worked to integrate equalities into mainstream processes in order to achieve real
outcomes in improved services and employment processes.
 Sought after advisor and conference speaker on change management, leadership
and equalities issues.
 Worked with the Local Government Employers Organisation to devise a tool kit and
ran nationwide training on the implementation of the Race Relations (Amendment) Act
2000.
 Worked with the Commission for Racial Equality on the training implications arising
from the introduction of the Race Relations (Amendment) Act 2000 and the Equal
Opportunities Commission on piloting the implementation of the new Gender Duty
across the public sector.
Andy Holder BSc(Eng), MSc(Eng), MSc(Org Psych & Soc) DIC, MICE, RSA
aha consultancy
Andy has worked with public services as a facilitator of strategic change
and personal leadership for more than 30 years.
He studied engineering and organisational psychology and sociology at
Queen Mary and Imperial Colleges, London University. After initially
working as a transportation planner in an engineering consultancy he
retrained in leadership and organisational change and then taught for
15 years at the School for Advanced Urban Studies at Bristol
University. He has been a visiting fellow at the University of the West of
England and provided strategic management programmes in four
universities.
He established aha consultancy in 1990 and has run aha as a public sector consultancy
committed to supporting local government, housing organisations, universities and local
strategic partnerships as they face major change.
He has provided consultancy advice, facilitated development and reporting on organisational
problems for many public organisations and partnerships. Most notably this has been at
corporate political and managerial levels, but also specifically in adult and children’s
services, environmental services and housing. He combines shaping strategy and
transformation work with personal leadership and organisational development. Currently
active in shared services & management across public services.
Recent work has included:

Enabling the forming and revitalisation of partnerships to meet the Government’s
budget and policy agendas - shared services, strategic partnerships, delivery
vehicles and development ventures;

Facilitating many ‘top teams’ – political and managerial – in many councils on
their strategic, operational and developmental work, particularly after elections
and meeting the Government’s new agenda;

Writing the Local Government Association’s (LGA) guidance ‘Inside Top Teams –
A Practical Guide’ and many other national documents;

Leading through aha contracts for the Personal Leadership Modules for the
LGA’s Leadership Academy for council leaders over ten years;

Facilitating
transformational
cross-council
partnerships
Cabinet/Executive and Corporate Management leadership;

Facilitating change workshops with the University of West of England

Applying the top team experience to wider initiatives in Australian and Finnish
local government and teaching regularly at the Finnish Civil Service College;

Mentoring council leaders, chief executives, senior politicians and directors;

Facilitating of organisational development, cultural change and strategic
partnerships in diverse public organisations: local and central Government ,
housing organisations and NHS
Andy is qualified in the use of NLP, MBTI and Temperaments.
Andy Holder
andy.holder@ahaconsultancy.co.uk;
www.ahaconsultancy.co.uk,
with
both
Mike Green B.Sc., Dip Psych., MBA, FCIPD
Transitional Space
An executive coach, organisation & leadership development
consultant, tutor and author with a passion for helping individuals
and teams set their vision and achieve their goals.
For over twenty years he has been helping individuals, teams and
organisations in all three sectors manage change. He is also a
prolific author having written a number of leadership, change
management and personal development books and manuals all
underpinned by extensive research and based on practical
organisational experience.
Professional Background
Mike is an Economics and Accounting graduate from the University of Bristol but
quite early on in his career decided to involve himself in industrial relations, human
resources and management development. He is a qualified psychodynamic
psychotherapist, has an MBA from Henley Business School and a Fellow of the
Chartered Institute of Personnel & Development. He is also an accredited Executive
Coach
He is a Visiting Executive Fellow at Henley Business School, tutoring in Leadership
& Change, People & Performance and Personal Development on the MBA
programme and working on bespoke executive education programmes.
Mike’s clients are drawn from all three sectors and he has consulted and coached
with Allied Domecq, Bristol & West plc, Britannia Building Society, Deutsche
Telekom, IBM, Linklaters llp National Westminster Bank, QinetiQ, Zurich Financial
Services as well as the NHS, a number of Local Government Authorities and Central
Government Departments and Agencies.
Recent work has included:
 Personal Development tutor & coach for the numerous programme members
on the Executive and Flexible Learning MBA at Henley Business School
 Executive coach for programme members on Deutsche Telekom Change
Management Certificate Programme
 Ongoing coaching & mentoring of a number of senior managers, for example:
o Coaching of a financial services CEO
o Coaching of Head of Partner HR at a City law firm
o Coaching of a recently appointed software company Marketing Director
 Individual coaching, action learning group facilitation and delivery of a
management development programme for a global NGO
 Writing of course materials for Henley Business School MBA modules ~
Personal Development, People & Performance; and Leadership & Change.
 Dissertation supervisor for MSc in Coaching at Henley Business School
 Designing and facilitating the Personal Leadership Programme for the LGID’s
innovative Leadership Academy for Council Leaders
 Designing and delivering a two year “Management Academy” the 60 most
senior managers in a social housing organisation
 Lead consultant, organisational development for a large unitary local authority,
focussing on planning & performance frameworks, competency development,
top team development and the management of change
Professional Bodies
Fellow of the Chartered Institute of Personnel and Development
Member of Association for Professional Executive Coaching & Supervision
Member of Association of Change Management Professionals
Key Publications:
Making Sense of Change Management (with E. Cameron); Kogan Page.
2004; 2nd ed. 2009; 3rd ed. 2012
Change Management Masterclass; Kogan Page; June 2007
Making Sense of Leadership (with E. Cameron) Kogan Page Sep 2008
Leadership and Personal Development: A Toolbox for the 21st Century
Professional (with K. Kruckeberg and W. Amann) Charlotte, NC, Information
Age Publishing (2011)