To meet the increasing demands of management changes and management tasks, LEAD has collaborated with the Danish Agency for Modernization on a development programme for employees who have the potential to become managers of employees. The development program is designed to equip pre-managers to take on a management task full of dilemmas, where they master a variety of competencies and management roles. Managers must be able to plan to ensure efficient resource utilization, and they must be able to adapt the strategic direction to changes.
The course creates a clear picture of the leadership role, competence requirements and responsibilities as a future leader - and what needs to be learned and unlearned to succeed in the role. In combination with the latest research-based knowledge about leadership and management, the goal is to enable participants to develop their organizations so that they can implement the Danish Agency for Modernization's strategic agendas in e.g. Good Employer Behaviour in the Danish State (GAiS) and Code VII.
In collaboration with the Danish Prosecution Authority, LEAD has developed a talent programme for future leaders in the organization. The program aims to 1) increase the recruitment base for management positions by developing employees who are well-qualified and have the desire to become line managers and 2) strengthen succession planning in general in the organization and support managers in working strategically with talent development.
Throughout the programme, the talents are placed in a management internship with a mentor from the organization. In addition, throughout the program, the talents are connected to their own immediate manager, who supports the talent and participates in coaching conversations with the individual talent and a consultant from LEAD. The talents also work on solving strategic challenges that are common to the entire office they are a part of.
The role change from employee to manager is typically the biggest challenge for the pre-manager. Results have previously been achieved through the use of their own professionalism and expertise, but now they must be created through employees and their professionalism and expertise. At the same time, the management task is becoming more and more complex as change, increasing demands for documentation, results and efficiency are part of everyday life. Today, it is no longer enough for government leaders to be strong civil servants - they must be able to show trust and delegate while using management information to control quality and performance.
To meet these increasing demands, LEAD has collaborated with the Danish Agency for Modernization on a development programme for employees who have the potential to become managers of employees. The development program is designed to equip pre-managers to take on a management task full of dilemmas, where they master a variety of competencies and management roles. Managers must be able to plan to ensure efficient resource utilization, and they must be able to adapt the strategic direction to changes.
The program consists of a kick-off, 3 modules and a final exam. In addition, the program includes learning support coaching conversations, self-assessment and AL group meetings consisting of participants in the program with the purpose of creating a safe and reflective learning environment.
LEAD has collaborated with the Danish Police and Prosecution Authority on a major organizational intervention, where the management foundation, management organization and management practices were to be fundamentally changed. The organizational changes were based on the Public Leadership Pipeline and involved the development of targeted leadership development activities in the following four tracks:
In 2015, 6,200 employees participated in a large government organization's leadership assessment based on their new leadership profiles.
Comments about the collaboration:
"I have had the pleasure of working with LEAD in 2014 and 2015 on the implementation of a new leadership assessment - aligned to the new leadership framework, which is inspired by the Leadership Pipeline model that LEAD won the tender for and implemented in all 6 business areas.
It has been an exceptionally good experience! There was great satisfaction when LEAD presented the results of the evaluation so that the Assistant Director of HR could subsequently communicate the results to the Executive Board."
- Project Manager
An anonymous government organization wanted to turn around and streamline overall management practices while implementing a comprehensive strategy implementation. Therefore, a comprehensive process was designed and developed that focused on implementing the strategy while optimizing proper leadership at all levels using a Leadership Pipeline approach.
The project focused on creating development and impact on three levels:
The Danish Road Directorate wanted to professionalize and streamline the overall management structure and management practices. Therefore, a process was designed and developed that focused on proper management at all levels.
Through intensive workshops with directors as well as other management teams, a Leadership Pipeline structure was developed. Then, based on the Leadership Pipeline, a training program was carried out to strengthen leadership at all levels and new LUS/GRUS concepts, People Review concept, etc. were developed.
Good senior government leaders are crucial to creating organizations where focus on efficiency, quality and innovation is an integral part of the culture. At the same time, leaders' ability to think in coherent solutions across organizational and sectoral boundaries must be strengthened, as this ability is key to ensuring coherent solutions for both citizens and businesses.
It is on the basis of these requirements for government managers that LEAD, in collaboration with the Agency for Modernization, has in both 2015-2016 and 2017-2018 collaborated on the launch of a development programme for government managers with top management potential. The purpose of the courses is to develop the group of managers with top management potential to become fully-fledged leaders who in the long term can lead healthy organizations and help develop a more efficient and results-oriented public sector. The fundamental goal of the development programs is to ensure more and better suited candidates for top public sector positions.
The development programs take into account the special framework conditions for Danish governmental top managers: being in the service of the nation and the great advisory responsibility that comes with it in relation to the political leadership. The target group is particularly talented heads of office, heads of department and deputy directors, or managers at a similar level, in ministries and agencies. These are individuals who have several years of management experience and are selected for the program based on a special potential to become top managers in the state.
LEAD has advised and trained around 500 public sector directors, managers and leaders at KL's annual leadership conference 2016 on how to work at the intersection of strategy development, implementation and leadership development through the New Synthesis.
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