The document describes an intensive short course called "21st Century Leaders" aimed at middle and senior managers, business owners, and professional knowledge workers. The 7-day course is delivered over 6 months and covers topics like leadership, strategy, innovation, and operational performance. It aims to develop the skills needed for intrapreneurship within large organizations. Participants can choose to take the course for professional development or pursue an accredited qualification at the graduate or master's level. The course emphasizes practical work-based learning applied to real workplace challenges.

1. 21st Century Leaders
Intensive Short Course for Middle and Senior Managers,
Owner Managers and Professional Knowledge Workers
Delivered in 7 days over a 6 month period
• Nationally recognised
• Accredited at level 6 (graduate) and level 7 (masters)
• Content only option available without a qualification
www.partnersinmanagement.co.uk
01484 500504
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2. Scenario
The world continues to change and develop economically, technically, socially and
culturally.
• Are you and your organisation’s leadership and management skills and expertise
adapting and developing likewise?
• Cost-cutting, wage suppression, job sharing, redundancies and share buybacks are
all finite in nature. What are you going to do when eventually all these options are
exhausted?
• The next recession is almost certainly closer to us now than the last one – are you
preparing or even prepared for it?
CONCLUSION
• We will need creativity and innovation to support survival, let alone growth across
all sectors. Remember:
“It is not necessary to change. Survival is not mandatory”
» W. Edwards Deming
• So how do we do change, successfully?
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3. It’s the 21st not the 20th century
Issues of the ‘information age’
• The 20th century saw the success of Scientific Management
where ‘management’ of the work process was separated from
the worker and the work itself
– It became the manager’s role to determine, organise, supervise and
reward the worker and their productivity
• We now live and work in the digital 21st century ‘information
age’. Do these old principles still hold?
– Can we effectively lead and manage complex, inter-connected
knowledge worker organisations where individuals determine, organise
and supervise their own outcomes, activities and productivity using
only manual worker 20th century principles?
– Also we desperately need entrepreneurial skills to drive private sector
economic growth and lead innovation and change in our public services
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4. The Real Corporate and Social Entrepreneurs?
We might need entrepreneurial skills to drive innovation and growth but are
these sufficient in larger organisations?
• Entrepreneurs are typically:
– Creative and innovative, spot and exploit opportunities, find resources, network
well, are determined, manage risk, have control and put the customer first.
They often create new smaller independent organisations that they can direct
‘hands-on’ – by leaving larger ones!
• Corporate Entrepreneurs have to work within existing larger organisations.
– They have to understand, adapt and overcome existing structures, cultures,
processes, political agendas, plus often utilise assigned personnel and financial
resources as opposed to ‘starting from scratch’ – skills that pure entrepreneurs
might not have yet developed. They have to manage, lead and innovate!
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5. What is an Intrapreneur?
21st century organisational superheroes
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6. 21st Century Leaders
Intrapreneurs need additional skills and attitudes
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7. How ‘skilled’ is our current management?
Can it deliver the economic growth we need?
• CMI surveys have found that:
– 47% of workers have left due to bad management
– 49% would take a pay cut if they could work for a better
manager
– 50% believe they can do a better job than their manager
– 68% are ‘accidental’ not ‘aspirational’ managers
– 40% don't want to manage people
– 63% had no management training
– Only 28% had a formal management qualification
• CMI – Nov 2009
• A recent ‘learndirect’ survey has found that:
– 64% of employers believed weaknesses in leadership and
management were holding back company growth
• Cranfield University - 2013
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8. The negative effect on staff
• Four in 10 workers feel their manager's behaviour increases
their stress levels
• Over a third do not enjoy their job because of their boss
• One in 10 blame their manager for declining health
• Two thirds claim their manager is unapproachable
• This has led to the majority of staff making decisions at work
that they don't feel qualified to make, with 10pc covering up
their mistakes
– CMI Nearly three in four are making ill-advised decisions – Jun 2011
• Managers and leaders will therefore need to be retrained and
developed with these new skills, focussed on innovation
• If we do invest, what should we do and is there a clear return
on investment?
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9. Future development demands
• We desperately need to ‘upskill’ our current managers
and leaders
• In addition the need for managerially skilled
professional knowledge workers will increase as we
progress further into the ‘information age’
• Leeds City Region has identified that the largest
increases in employment from 2012-2020 will be for
managers, directors and senior officials – a 13%
increase
• ‘Improved leadership and management skills’ and
‘more enterprise and innovation and culture in
education’ are 2 of 13 LEP skills priorities for LCR
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10. What works best
at developing
innovation skills
• “Innovation for the
Recovery” – Enhancing
Innovative Working Practices –
CMI & NESTA – Dec 2009
Table 8
Most effective
resources/initiatives
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11. Management development pays dividends
More than 50% have had no training at all
• Best practice management can result in a 23% increase in
organisational performance and subsequent employee engagement
• Dept of Business, Skills and Innovation - 2012
• High performing organisations spend on average 36% more on
management and leadership development than low performing
ones (£1738 compared to £1275 per annum)
• CMI The Business Benefits of Mgt and Leadership Development – Feb 2012
• 90% of managers believe qualifications improved their performance
at work
• 85% have made lasting changes to the way they lead and manage
• 81% have passed skills to others and improved team performance
• CMI The Value of Management and Leadership Qualifications – Jul 2012
• Germany spends on average €4438 per manager on training – the
UK €1625 per annum
• Cranfield University - 2013
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12. Our management development model
Beyond the classroom with work based learning
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PERSONAL
DEVELOPMENT
MeQ®
“we need learning
managers, not just
learned ones”
Knowing
(Knowledge)
Doing
(Experience)
Being (Attitude)
Our courses are designed
to develop all three
managerial aspects

13. • Number smart
• Word smart
• Analytical
• Intra-personal
• Inter-personal
• Openness to new ideas
and experiences
• Listening
• Questioning
• Learning
‘It is a miracle that
curiosity survives formal
education.’
Albert Einstein
Essential Intelligences
RIDFEAR® and MeQ ® are UK registered trademarks of Partners in Management Ltd 13
MeQ® or Attitude is a product of three key intelligence groupings

14. 21st Century Leaders Course
Course principles
• Satisfies several Leeds City Region Skills Priorities and focussed on work based
learning
• Structured on an essential, comprehensive content only basis with the emphasis
on developing the intrapreneurial skills and attitudes needed as a corporate
entrepreneur
• Designed to support the development of middle and senior managers/leaders
from across all sectors with an emphasis on organisational innovation and change
plus improving leadership and management skills
• To minimise work disruption, delivered one full day per module per month via
intensive workshops, to mixed sector action-learning groups of 12 maximum
• Additional support via a community-based learning tool that provides safe and
private group learning
• Participants have access to additional extensive CMI online learning materials
• Obtain a non-assessed CMI certificate upon completion for CPD and CV purposes
• Content only approach but option of a nationally accredited work-based
qualification if required at levels 6 or 7 dependent upon experience and position
and offers progression routes to HE if required
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15. ‘21st Century Leaders’
Programme Design
© Partners in
Management 2016
• Designed for professionals from
all sectors & backgrounds
• Delivered in full day sessions
over 6 months
• Focused on innovation
• Time & cost effective
• Small groups (≤ 12)
• Developmental & practical
• Quality assured/recognised
• Digital learning support
• PiM & CMI materials
• Noddlepod groups
• Qualification options including
masters level
• Runs frequently
• Alumni support
• Potential 50% funding
Day 7
Leadership
&
Beyond
Day 1
Management
in Context
Day 2
People,
Culture &
Structures
Day 3
RIDFEAR®
Personal
Coaching
Day 4
Thinking
Strategically
Day 5
Improving
Operational
Performance
Day 6
Delivering
Innovation
& Change
Nationally recognised and
accredited at Levels 6 & 7
(graduate & masters)

16. Day 1
Management in Context
• So what is 21st century management?
– Why ‘austerity’ is here to stay
– What is ‘management’ and what have been the major
theoretical stages/influences on its development?
– Has this left a negative legacy in organisations?
– Why we need a new 21st century approach
– What are the differences between a manager, leader and
entrepreneur and what are the key skills of each?
– What is learning and how do we and organisations learn?
– What skills have I and which do I need to develop as an
Intrapreneur?
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17. Day 2
People, Cultures & Structures
• People and organisations are all different yet similar in so
many ways – so what are the building blocks?
– Start to develop a language explaining how we are all
different and how we can accommodate that
– What really ‘motivates’ individuals and what doesn’t?
– Understand and improve how we identify problems, create
new ideas and make appropriate decisions
– How do we delegate, negotiate and handle conflict?
– What makes a successful team, tribe or community?
– How can we define organisational cultures and structures,
develop them appropriately and manage across them?
– What developmental role does HR have to play in the
future?
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18. Day 3
MeQ®/RIDFEAR® Personal Coaching
• Can you manage and lead teams and others through
change without first understanding and managing
yourself?
– Understand more about yourself and achievements, what you’d
ideally like to achieve, what holds you back, where to focus your
efforts, what is achievable, how to get there - then learn from
the experience and reward yourself
– Appreciate how the concept of self-coaching can help you come
to terms with change and achieve more positive outcomes both
for you and your team
– Learn and apply the RIDFEAR® self-coaching methodology for
yourself - but also learn how it works with teams and helps you
support other team members
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19. Day 4
Thinking Strategically
• So much ‘strategy’ is handed to us in the form of targets
or best practice.
– How values and purpose should drive innovation
– Why every employee should be involved in the strategic
process
– Appreciate the issues of the wider organisational
environment and their local impact
– Learn how strategies are really practically created
– Identify the stages of analysis, choice and implementation
and the skills/resources and involvement needed at each
– What’s different and new in the digital information age?
– Constructively critique past and current strategy to inform
future best practice
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20. Day 5
Improving Operational Performance
• Introduce radical change to an unstable non-optimised
operation and guess what happens – yes chaos!
– What is quality and why is it critical?
– Appreciate how cost savings are actually generated
– Question what you need to measure, the appropriate ways
to do it then analyse the results to identify real problems
– Understand, identify then optimise your product / service
delivery bottlenecks to increase throughput
– Understand the concepts behind ‘lean’
– How they might be transferred into a service environment
to optimise productivity and performance?
– Explore the EFQM and Business Scorecard models
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21. Day 6
Delivering Change and Innovation
• Is there a successful process we can follow when
implementing change?
– What is change and what is innovation?
– Explore and evaluate the alternative models for achieving
successful change
– Understand clearly how people react and respond
– What is meant by ‘lean innovation’ and ‘design thinking’
– Apply the PIERCE2 innovation model on a working example
– Do you need to set up your own ‘skunkworks’?
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22. Day 7
Leadership and Beyond
• Do we now need a new model of ‘management’ at all
levels in our organisations? What might this encompass?
– What leadership really means in a knowledge environment
– Evaluate your own skills, behaviours and attitudes to
leadership
– Might emotional intelligence be a pre-requisite?
– Understand that different situations require different
leadership styles
– Reflect on what it takes to be an intrapreneur and what
skills and positive attitudes you already have
– Examine if organisations can function without managers
– Take inspiration from selected case studies from around
the world
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23. Course Design & Pricing
Content only or accredited courses
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Delivered one day per month from our location at the Media Centre, Huddersfield or at other venues,
subject to demand, to mixed sector groups of 12 max using an action-learning approach.
Development only course for middle/senior managers/leaders with CMI recognised certificate of
completion and 12 months on-line learning material support and CMI Affiliate membership
• Complete 7 day course - £2500
CMI Level 6 & 7 qualification including all registration, student and assessment fees, induction, support
and 12 months on-line learning material support and CMI Affiliate membership
• CMI Level 6 Award in Management and Leadership (QCF) - £275
• CMI Level 7 Award in Strategic Management and Leadership (QCF) - £325
• CMI Level 6 Certificate in Management and Leadership (QCF) - £450
• CMI Level 7 Certificate in Strategic Management and Leadership (QCF) - £500
Corporate – In house or mixed course for up to 12 participants – price negotiable
Contact - David Broadhead - david@partnersinmanagement.co.uk
Tel: 01484 500404
Mob: 07957 325336
Jane Adamson – jane@partnersinmanagement.co.uk
Mob: 07837 024374
All prices plus VAT