Here are a few Self Leadership program case studies, using our methodology:
Sentosa Leisure Group
Adults learn from a variety of sources and so we are not going to completely discount the classroom, but if we are going to nurture leaders within organisation we must supply them access to mentors, role models, challenges, feedback and the ability to learn from mistakes and successes.
Over recent years we have had the pleasure to work with Sentosa Leisure group and support their ‘Leaders in Development’ programme. This intervention championed by HR Director Cynthia Lee is one example of nurturing potential leaders using a multiple intervention approach.
High Potentials were identified for a year long assignment in which they received leadership training, cross-functional assignments in cross-functional teams and support from ‘Leadership Advocates’ who had previously been trained and mentored by Self Leadership International in coaching skills.
At the graduation for those who had completed the program we were both touched and impressed by the transformations that have occurred. Initially perceived as an ECA (extra-curricular activity) many of the high potentials saw the programme as a massive challenge in time management. Through the year they learned through experience and with help from the training and advocates to communicate more effectively, establish relationships outside their team, manage their time, solve problems and conflict, come up with creative ideas and deliver a product on time and within budget. In short: they learned to lead themselves and others.
Dell in the USA has a strong culture of customer focus, passion and speaking up. Self Leadership International was engaged to facilitate this culture in the DELL Singapore Design Center in a way that would be relevant to the local managers and their reportees.
Self Leadership conducted a workshop for the senior management and introduced the concept of benchmarking behaviours. The results were buy-in and support for a process of equipping mid level managers with coaching and benchmarking skills.
A series of workshops were conducted in which mid-level manager were facilitated to create behavioural benchmarks for customer focus, passion and speaking up. Ethnic cultural resistance to the competencies were addressed and a middle way was found. In addition the participants were trained to give feedback and coaching to these new benchmarks.
The benchmarks were consolidated from the workshops and word smoothed to create a useable framework for the new culture. Senior Management has adopted the benchmarks and, together with HR, is continuing to promote this as the culture at DELL Singapore.
DSO National Laboratories
Self Leadership International was asked to facilitate a change of culture for DSO National Laboratories. DSO has approximately 1500 staff, of which 45O had a supervisory and performance management function (reporting officers). The reporting officers (RO’s) and their teams are mostly of engineering or science training, with a few with administration or clerical function.
The objective was to train the supervisors to use a competency based Performance Management Assessment (PMA) that measures input, output and core values. The results of the PFT will be used for professional development and career advancement, therefore creating a culture of learning and execution.
An initial survey by the DSO identified that the supervisors were resistant to the change and did not perceive the relevance of the PMA in a research and development environment.
Self Leadership International’s director Andrew Bryant, in consultation with the DSO’s head of HR and the CEO, designed a two-day program that addressed the resistance and demonstrated the principles of performance management, emphasizing the benefits to the supervisors and the organization’s mission.
The program was then run 16 times covering all 45O supervisors. The evaluation of the program included pre and workshop self-assessment of the RO’s knowledge of performance management such as:
- Principles of effective performance management
- Observing behaviors and performance
- Setting good goals and targets
- Giving and receiving feedback
- Closing conversation with positive reinforcement
- Identifying development opportunities
- Conducting meaningful development planning dialogues
In each case the participants indicated a significant improvement in their skills and knowledge.
The course content and trainer were also evaluated. The course content was highly rated, especially the use of relevant role plays to practice the principles learned. The trainer scored between 86% and 92% satisfaction. This was mostly attributed to thorough preparation in understanding the organizational culture and high engagement of participants during the training.
DSO’s senior management and HR are reporting a shift in attitude towards the benefit of PMA, whilst supervisors have been observed conducting performance conversation with staff.
Self Leadership will be further providing an overview of the PMA to the non RO’s as well as ongoing trainings in the areas of Coaching/Mentoring and Emotional Intelligence.