Events

An Institute of Leadership and Management Development Award.

Our Aspiring Future  Sector Leaders programme is designed to meet the development needs of managers who are ready to take on more challenges and step up to more senior leadership roles.

Targeted development designed specifically for sector managers ready for their next career step

• An eight-day programme providing a unique mix of challenging content, intensive support and practical skills development
• Delivered by expert development specialists and public sector managers, pooling their experience

Next available Dates

• Module 1 – 16th & 17th January 2019
• Module 2 – 27th & 28th February 2019
• Module 3 – 3rd & 4th April 2019
• Module 4 – 7th & 8th May 2019

What you will learn:

• Leadership and how to be effective in the ‘shifting sands’ of the public sector.
• Strategic thinking in public services: how to ‘step out of the operational’ and think strategically for your organisation.
• Working collaboratively across organisations: how to work in the growing realm of partnerships, constructively and with influence.
• Performance coaching: how to support and develop others and improve organisational performance.

Delegates from the previous course have said:

“Quite challenging & thought provoking. Good balance of theory & practical discussion. Great group and teacher very knowledgeable.'”

When registering for Module One of this Programme you are also registering for the other three module dates of the same cohort – Participants must commit to attend all module dates of the same cohort.

You do not need to register separately for each module.

The price below includes an ILM registration fee of £50.

If your authority would like to book additional places on this programme please call 02079763311 to receive a 5% discount.

At the end of the Programme you will:

•Have an insight into the issues and dilemmas faced by Chief Executives
•Understand the ways in which the role is changing
•Understand the key skills and competencies required to be a successful chief executive.
•Be able to develop a personal development plan
•Receive practical tips and advice on becoming a chief executive

Previous attendees described the most valuable aspects of the course were:

“Figuring out my needs and working out a way forward”

“The relaxed and interactive approach to the day”

“Listening to the facilitator, who has been there and done that”

At the end of the programme you will:

• Have heard from a current  director about their role and experience
• Have a good understanding of the range of  director roles
• Be able to assess whether you really want the job
• Identify ways in which to become a successful director

The day will also feature a serving Senior Director as a guest speaker.

Previous delegates have described the most valuable parts of the course are: 

“The whole perspective of the course in outlining expectations of the role.” 

“Practical advice, looking at director roles from a different angle.” 

“Enjoyed the whole day, pointers on preparing very key, person spec criteria was particularly useful.”

At the end of the programme you will:

• Have heard from a current Heads of services about their role and experience
• Have a good understanding of the range of Heads of Services roles
• Be able to assess whether you really want the job
• Identify ways in which to become a successful head of service

There will be a guest speaker.

Previous delegates have said:

“Excellent course – well-presented and practically structured”

“Thought provoking, challenging and pitched at the right level”

“Excellent and informative input from guest director speaker”

For those involved in running elections, whether very experienced or new to the role, the task can be daunting and even stressful. It is one of the few local government activities run entirely by the staff, not the Council, and one where the Returning Officer carries personal responsibility.

Although Solace is again running the Annual Elections Conference in January 2019 on new developments and challenges, those events will assume a reasonable degree of knowledge of electoral law and practice, and is complementary to, but not a substitute for, the Returning Officer core training. Core training for Returning Officers is the responsibility of local authorities and the Returning Officers themselves, and this course provides one of the few opportunities to address the subject with experienced colleagues.

Running an election is an area where there is not only legal responsibility but also a requirement to project an efficient organisation. It is one of those occasions when anything that goes wrong is immediately in the public spotlight. Furthermore it is a time when you are entirely reliant on the professionalism, commitment and enthusiasm of a large number of people who may not normally be employed by the local authority, and with whom you may have had little or no personal contact.

Elections are also high profile events closely scrutinised by politicians and the media. Recent legislation and the expectations of national and local Government, the Electoral Commission and of course the public have all placed a new emphasis on the conduct, administration and turnouts of elections. Bluntly, they are occasions where you are expected to know the answers and deal with any crises which might arise – and to know how and when to support your elections staff.

Apart from these courses, there are few opportunities to acquire and refresh practical advice and assistance. We hope that you find these timely one-day workshops both enjoyable and of great value to you as you assume your election responsibilities. It provides a unique opportunity to have your questions answered, acquire practical hints and tips, and be brought up to date about experiments in election administration, and the election administration changes of the modernising agenda.

This course is accredited by the Law Society and counts towards CPD points for Law Society members

Aimed at newly or recently appointed directors this programme consists of two 1 day sessions exploring your leadership contribution as a Director in the organisation, your ability to work effectively with politicians and the contribution you make to the health and confidence of the authority. Listen to and discuss with both a serving Leader and a serving Chief Executive of two different authorities on their expectations from the top team and Directors in particular. Have the opportunity to discuss a strategic issues for which you are personally responsible for and gain feedback from your peers and the facilitator on thinking through the challenges you need to consider.

Participants on the programme have said;

“Very thought provoking course that made me really evaluate my own leadership skills”

“Brilliant course with brilliant speakers”

The Solace facilitator will;

• Share experience of moving from a local government career into a portfolio of non-executive roles.
• Explain what makes a good Non-Executive Director and how to make the transition from an Executive role
• Share where and how might your skills be most useful, and identify and find the range of opportunities available
• Help you identify how to develop the skills you need for a non-executive role now and use them in your current role

You will also:

• Receive advice about the legal responsibilities of non-executives who might combine roles as Company Directors and Trustees
• Understand the duties and liabilities of Directors and Trustees and share what protections may be available to them
• Help to identify what good corporate governance is and what it looks like

All Senior Managers have a demanding job in the complex and often turbulent world of local government. In turn top managers can be equally demanding on those who work with them to provide support to their managerial leadership. It is therefore essential to gain an understanding of what the top manager’s job involves (with its variety, competing pressures and priorities) if an effective two way working relationship is to be established.

This “two way” working is central to building a relationship of trust, confidence and mutual respect. Participants will be encouraged to think about their job, role and the skills required and to take time out for their own personal development.

Finally, in plenary sessions as individuals and in groups, participants will have the opportunity to share experiences and to learn together.

Previous delegates have said:

“An excellent day, really motivating, The most useful training course I have attended. It was really relevant to my job and presented very well.”

“I came feeling everything was just fine and left feeling empowered to make them even better”

“Thought provoking – gained greater awareness of influence of members on role of Chief Executive.”

“Interacting with other PAs  and being able to share tips and experience”

“I just wanted to drop you a line to say a big “thank you” for the workshop yesterday. I got so much out of it and came back to work with a renewed vigour and enthusiasm.”

Module Objectives:

• To improve participants’ understanding of what motivates politicians, and how politics works , in order to improve local political – managerial relationships
• To help participants’ anticipate, identify, and plan for ‘political issues’ in order to improve member trust and confidence in managers
• To help participants to recognise where they can influence politicians, and where they should not and to help managers to become more effective when needing to challenge local politicians
• Preparing for and responding to a possible change of governance arrangements

We are offering free Solace membership for a year, invitations to several exclusive Solace events, an external mentor, a small programme of one-day workshops and other shadowing and learning opportunities.

In return, we are looking for people who will commit to maximising their time as part of our Springboard programme – taking charge of their own learning, seizing new opportunities and developing skills and experiences which will help them move on.

Induction – May 2019
Module 1 – July 2019
Module 2 – (Summit Session) October 2019
Module 3 – November 2019
Module 4 – January 2020
Wrap up event – March 2020

Interested? Please contact emma.page@solace.org.uk for more details.

RIGOROUS GROUNDING IN EVIDENCE

Throughout, the programme is underpinned by extensive frontline experience in the sector and by UK and global research, which highlights the urgent need for sophisticated transformational leadership skills in a rapidly changing leadership context.

The programme provides external, expert and objective validation of the competence and capacity of each participant, supporting them to address the significant challenges of leading and managing integrated local public services. For employers, completion of this programme offers indisputable evidence of participants’ ability to carry out the demanding roles of such senior posts successfully, and the programme is now considered a pre-requisite for aspiring Chief Executives.

PIONEERING THE LATEST THINKING

Graduates of the programme are required to make a firm commitment to continuing professional development and to adhere to a new ethical code of standards for the way in which these newly acquired skills are exercised. This is a key element of Solace’s commitment to the promotion of excellence in public service leadership and management.

The next Total Leadership Programme will commence on the 31st January 2019, to apply for your place today contact tl@solace.org.uk.