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Tasman District Council (TDC) is the $125 million turnover, 255 staff unitary authority responsible for culture and recreation services, utility services, environmental management and some limited commercial activities in the Richmond, Motueka, Golden Bay, Lakes area.
TDC’s objective for leadership development investment is to move to a leader-led culture and away from a predominantly operational culture. They seek a culture in which employees feel more valued, supported and empowered in their work, and recognise that this is an objective that requires consistent investment over time across all leadership levels.
In late 2014, ODI won the mandate by tender to design, develop, deliver and evaluate a leadership development programme for the 23 Tier 1, 2 and 3 leaders at TDC. We completed that assignment throughout calendar 2015.
TDC engaged us to administer a 360o review (against their pre-existing leadership competencies framework) with their Tier 1, 2 and 3 leaders, and then to design and deliver the Management Group Leadership Development Programme that addressed the priority behaviours revealed by the reviews. People received individual feedback about their report findings.
The following are results from Kirkpatrick evaluation of programme participants undertaken during the programme. Scores are compared with our research-based benchmarks.
Participants provided examples of application of learning and contributions to targeted business outcomes, some of which are provided below:
In early 2018 360 Degree Reviews were repeated across the participants; providing before and after measures of leadership behaviour changes. The table below characterises these for the 12 leadership behaviours addressed by the programme, examining the average 'before' and 'after' scores to identify the leadership behaviour changes that could be attributed to the programme. These reported changes have not been tested for statistical significance.
Concurrently with this programme brief, Leadership Masterclasses were held for 18 of the 32 Tier 4s to expose them to the specific leadership tools and methods with which their line managers were working.
Subsequently, in calendar 2016, the 32 Tier 4s participated in their own competencies framework-based leadership development programme to further roll out the leadership development agenda.
In 2017, all Tier 1-4s (now 62 in number) are participating in an extended Coaching Skills programme, upskilling in applying the GROW coaching model to coaching conversations across TDC; recognising that the quality of these conversations is central to the leadership culture TDC seeks.