Developing stronger leaders in light of organisational change

In brief:

• The UK Passport Service identified the need for an effective leadership programme in preparation for major organisational change
• More than 50 senior leaders have already completed a four-phase leadership programme developed in conjunction with CPCR.  A further ten are currently in the middle of the programme
• The programme was built upon results from a 360 feedback session and a series of workshops to identify leadership challenges
• The training greatly improved coaching, listening and communication skills amongst the senior leaders
• Internal survey recorded 72 per cent of staff have embraced the change programme

Change in focus

Formally known as the UK Passport Service (UKPS), the organisation has since become the Identity and Passport Service.  It now has additional responsibilities previously handled by the Home Office including the provision of ID cards for British and other nationals resident in the UK.  The new Agency builds on the strong foundations of the UKPS to provide passport services as part of the National Identity Scheme.  The development of the National Identity Scheme strengthens the previous changes being made to the passport system to provide a secure and straightforward way to safeguard personal identities from fraudulent use.

In recent years, in common with many other public sector organisations, the UKPS had focused on the strategic issues facing the organisation.  With huge organisational change on the agenda, UKPS needed to consider the impact on the wider business culture and manage people’s expectations as the transition took affect.  The restructure would involve a complete transformation in working practices and systems, and also create groups of people who had previously never worked together. A focus was therefore needed on the leadership and people management issues, which would affect the success of the UKPS change programme and ultimately the new Identity and Passport Service. The success of the transition would depend upon the support of staff at all levels, from administrators to senior decision-makers.

The UKPS recognised that it needed to find a consultancy partner that would help the board directors and senior management teams enhance their leadership skills, to create a more consistent approach when dealing with people issues in light of the imminent restructure and the increasing complexity and diversity of the organisation.

It was decided that that the organisation needed external input to ensure its people received the support they needed to manage the new and changing environment.   Following a competitive tendering process, the UKPS selected CPCR as it had a solid track record of working with other government departments and bodies such as the Department of Trade and Industry, Food Standards Agency, Ministry of Defence, and the National Assembly for Wales.

Self-assessing

CPCR worked with the UKPS at an early stage, prior to organisational change taking place.  In the first instance CPCR kicked off the programme with 360-degree feedback.  This required the board and senior management across the organisation to do a self-assessment against a set of leadership competencies and the recently developed Valued Behaviours.  It also involved feedback from their line manager, staff, peers, and those outside the organisation with whom they had an established working relationship.

Each individual then had a feedback session with one of the CPCR team.  This helped them to focus on the leadership challenges they would be facing both personally and across the organisation.  They reviewed the 360 feedback data, using the results to pinpoint development priorities and create personal development plans.  Many of the participants established a coaching relationship to work on leadership challenges and specific development actions.

During workshops held with the Board they discussed their own working practices to identify where change was required in order to cope with the impending organisational change.  It became apparent that, as a group they were good at strategic thinking but not so strong at staff development and communicating effectively across the organisation. 

Leadership change

In light of the organisational change there had to be a consistency across the leadership team to deal and communicate with staff more effectively. Working initially with the board (including non-execs), CPCR alongside the UKPS created a four-module programme, which would address areas for leadership improvement. 

Module one - Defining leadership

This was an opportunity for UKPS to share its perspective and learn about leadership in change – particularly the challenges faced in merging two or more organisations into one.

The module was designed to enable participants to:

• Distinguish between leadership and management, collectively and individually and consider the implications in the current climate.
• Understand in tangible terms what leaders do and their impact on others.  A questionnaire was also completed ahead of the module and feedback given during the programme.  This questionnaire was based on a model developed by CPCR. 
• Make informed choices about their leadership style.  CPCR used the Goleman model of situational leadership style as a focus for this.

Module two - Leading change

This highly experiential module delivered in conjunction with Forum Partnership (An arts-based organisation that uses techniques like role-play to tackle tough training issues) used high impact techniques to help leaders work through real change challenges they could potentially be facing.  It also examined the impact of individual leadership style on change – how they cope and what they need through the following:

• Understand the difference between change and transition, particularly the psychological impacts and what leaders could do to help people through that personal transition.
• Consider the transition challenges they faced in creating an effective integration.
• A practical understanding of the Myers Briggs Type Indicator and how that could help them to understand their personal preferences in work style and the implications for that in change. CPCR also looked at the implications for personality types when they are stressed and what could be done to recognise the warning signs and help recovery.

Plan the people part of change.  This included opportunities to prepare for difficult conversations that leaders might need to have to enable effective transition.

Module three - Leader as coach

This module was split into three sessions. It was designed to allow practice at work and a review to ensure that the learning was immediately transferable and also to extend coaching range and confidence.  A very high proportion of this module was practical and offered the opportunity for in-depth feedback on coaching skills.

This module was designed to enable participants to:

• Understand what the definition of coaching is and consider the applicability within the organisation
• Understand and practice skills using the GROW (Goal, Reality, Options and Wrap-up) coaching model – a simple and effective model that can be applied to all coaching interactions. It enabled people to develop their capabilities, achieving high work performance and gain personal fulfilment.
• Consider how to deal with difficult coaching situations

Consider how this could be best integrated into their existing leadership practice

Module four - Embedding the lead

This drew on content from the previous modules.  CPCR then worked collaboratively to produce long lasting outcomes for individual participants and the Agency.

This module was designed to enable participants to:

• Develop practical proposals for how senior leaders play a part in developing others
• Plan how individual leaders would continue their development as leaders and how to overcome barriers in doing so

Identify the corporate support required to maintain their momentum

Bernard Herdan, CEO of UKPS said: “It was important that the leadership programme developed by CPCR, would be valued across the organisation.  Staff perception of the programme was vitally crucial.”

After the three-module stage, the UKPS held an internal staff survey, to review general staff attitudes, levels of satisfaction and views about the future.  The survey recorded that 72 per cent of staff had in fact positively embraced the change programme and understood why it was needed.

“This was great feedback from staff, it highlighted that the leadership programme was worth the investment. The leadership team have proven to be more confident in facing the challenges of the organisation, and the fact staff have taken on board our messages about change and recognised the increased capability of the leadership team, proving that our skills are now transparent, “ explained Herdan.

More than 50 leaders have now been through the leadership programme.  Since it has become an integrated agency, the programme has been rolled out to include new starters and other department leaders from the Home Office.

“Overall the leadership programme has exceeded our expectations, I’d be surprised if anyone finished the programme without having a much greater understanding of how to work with and manage people more effectively.  From now on we should all be better at coaching, listening and communicating across the organisation.  I’ve already seen the results, the leadership team have proven to be more confident in facing the challenges of the organisation. CPCR had helped us to achieve this." Said Herdan.

Ascent PR

Back to case studies