Designed and delivered by the BBC, for the BBC, in Partnership with Ashridge

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BBC Leadership Programme

Louise Katz

BBC Learning Executive

Making it Happen: changing the culture of the BBC Jan 2000 a new Director General
Greg Dyke spent the five months before he took touring the organisation over as DG:

talking to staff

identifying problems a complex and costly internal market too much bureaucracy too many layers an over-cautious atmosphere

He found:

The goal was ambitious:

Feb 2002 - Making it Happen was launched

Over the next five years we want the BBC to become the most creative organisation in the world.

One of the biggest face-to-face staff consultations ever held in the UK, held over 6 months.
The 7 theme teams: Inspire Creativity Everywhere Connecting With All Audiences Valuing People We Are the BBC (values) Great Spaces Lead More, Manage Well Just Do It (attacking internal bureaucracy)

Just Imagine

Jan 2003- launch of BBC Values

The leadership theme

When they were asked to analyse those moments when they felt they had been well-led, they used words like:

trust and respect motivation clear vision

support and development communication constant feedback

So our own staff defined the essential qualities of leadership in the BBC and in so doing they identified an opportunity for the BBC to invest in and develop its own leaders.

Setting up the BBC Leadership Programme

Reference Group
We invited some of our key stakeholder and most difficult customers to work with us to design this programme. Why?

CDG/ Steering Group

The CDG meet monthly to review Programme feedback and respond to changes within the business which feed into design changes. The CDG is made up of BBC and Ashridge tutors and delivery team

The Steering Group consists of: 2 Directors from Ashridge; the BBC Head of the Centre of Excellence and the Learning Executive from Leadership Delivery. This directive group ensures new procedures/design and operationally for policy etcare signed off

Project Management
How we set up the project The Team: In Partnership with Ashridge the Faculty BBC & Ashridge tutors 1-2 for each programme del. Operational /Delivery team consist of Tutors/ Programme Managers (4/5), Marketing & Comms, Helpline and Admin

Leadership Management Group Ian Hayward Caryn Vanstone Bob Stilliard

learnin g Content
specialists

Knowledg e Managem ent e-

Evaluati on Comm s Recruitm ent

Core design Groups X3

On-line space

Refer ence group s

Project Management

Project Management
Workstream
Implementation Group Leadership Steering Group

Accountable
tbc Ian Hayward Caryn Van Stone Bob Stilliard Andy Tedd Gareth Jones

Project Management
Andrea Kershaw Andrea Kershaw

On-line Space Louise Katz Know ledge Management Louise Katz Core Design Core design group - New Leaders Lucy Ashwell/W ill Perry Louise Katz Core Design Group - Established ManagersSheila Browne Louise Katz Core Design Group - Senior Managers Eversley Felix Louise Katz Content Specialists 360 feedback Patrick Gibbons Louise Katz Mentoring Jill Dean Louise Katz Coaching Hazel Castell Louise Katz Values and Behaviours Brenda Stocking Louise Katz Blended learning/Elearning (same thing) Duncan Campbell/Louise KatzLouise Katz Evaluation Josie Barton Louise Katz Marcomms Kate Evans Andrea Kershaw Recruitment & Admin Clive Ahmed Andrea Kershaw

Communications

Funding Model Induction manual for Faculty Road shows for line managers in every division Line managers support pack- to help direct accountability Joining Instructions 3 waves a programme for 1500 people a year

BBC Leadership Programme website

My Leadership Community

Connect.gateway

Talk.gateway

Online support via Gateway

360 degree feedback and Radar My Leadership Community Learn.gateway Online modules Ashridge VLRC Personal Development Plans Connect.Gateway Talk.gateway

The objective of the Leadership Programme is to deliver culture change. The evaluation system ensures that we are on track by providing a framework for us to assess:

Evaluation

Participants immediate reaction to the programme Impact on leadership behaviour and team performance Impact on BBC culture

The evaluation strategy has been developed to meet three objectives : to help us to continually improve the content and structure of the Programme - this is achieved through regular and comprehensive feedback from Programme delegates to help us to measure the value of the Programme in terms of what it has added to individual and team capability and performance to help us understand more about the BBC as an organisation

Evaluation headlinessince 1435 people have started the Leadership Programme

September 2003 668 delegates have completed 67% of eligible delegates have taken up coaching 75% of delegates have taken up action learning 22% have taken up mentoring On average 83% of delegates leaving the programme are positive about their experience 90% of those completing feel more confident about their abilities 100% have transferred some of their learning into the workplace 99% have increased their network 40% of respondents in a recent survey consider that they have observed improvements in their teams performance 45% of respondents have implemented changes that have led to business improvements. In any 6 month period we have approx 600 in a live Action Learning set

Reaction Headlines
What they like

What they dont like

Opportunity to network Peer Learning Activity / Interaction Pathway workshops Practical tools / advice Case studies Action Learning Coaching 360

Large group discussion Superficial treatment Skimming = patronising Lack of challenge Lack of direction Lectures Jargon Too much reflection Theory

Impact on the Programme so Far:

3 Director-Generals in 6 months 2 chairmen Hutton Report Building Public Value VFM & the Reviews Change Management ongoing smaller BBC

Conclusions

Leadership Programme is seen as important to BBC Programme needs to focus more on the practical and reflect better value be more explicit about costs! Delegates need to see the link with the leadership competencies and their own development needs Large group activities are seen as least significant BUT events themselves are seen as beneficial for networking and context Action learning, Coaching & workshops are seen as the jewels of the Programme most significant in supporting improvement

Leadership and change within the BBC

Management Modules Feedback & Development Making it Happen change initiatives: Shape our Future Communications workshops Managers Toolkits

Where we are now

Radical feedback Radical change BPV and the impact on leadership Creating a learning organisation and in doing that promoting: More coaching/mentoring & action learning & knowledge management and sharing

The future of our leaders

Leaders are translators Leaders in transition Leaders as Coach

Q&A