BBC Leadership Programme Designed and delivered by the BBC, for the BBC, in Partnership with Ashridge Louise Katz BBC Learning Executive

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BBC Leadership ProgrammeDesigned and delivered
by the BBC, for the BBC, in Partnership with
Ashridge Louise Katz BBC Learning Executive
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Making it Happen changing the culture of the BBC
Jan 2000 a new Director General
Greg Dyke spent the five months before he took
over as DG

• touring the organisation
• talking to staff
• identifying problems
• He found
• a complex and costly internal market
• too much bureaucracy
• too many layers
• an over-cautious atmosphere

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Feb 2002 - Making it Happen was launched

• The goal was ambitious
• Over the next five years we want the BBC to
  become the most creative organisation in the
  world.

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Just Imagine

• 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)

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Jan 2003- launch of BBC Values
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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.
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• Setting up the BBC Leadership Programme

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• Reference Group

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

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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

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Knowledge Management

e-learning
Content specialists
Core design Groups X 3

Evaluation

Reference groups
Recruitment
On-line space
Project Management
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Project Management
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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

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BBC Leadership Programme website
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My Leadership Community
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Connect.gateway
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Talk.gateway
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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

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Evaluation

• 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
• 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

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Evaluation headlines

• 1435 people have started the Leadership Programme
  since 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

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Reaction Headlines
What they dont like
What they 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

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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

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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

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Leadership and change within the BBC

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

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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

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The future of our leaders

• Leaders are translators
• Leaders in transition
• Leaders as Coach

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• Q A