CLIENT
Victorian Government DepartmentINDUSTRY
GovernmentSERVICE
Leadership DevelopmentSituation
This program was developed for Directors of frontline service delivery areas in a Victorian Government Department. The Directors work in complex, highly demanding environments. They oversee large scale service delivery operations and workforce across regional Victoria and metropolitan Melbourne, ensure policy and practice requirements are met, and manage staff in challenging contexts. The program was strategically aligned with the Department’s People Strategy and the Strategic Workforce Plan. The key drivers were to:
- Provide an opportunity for geographically dispersed Directors to build a cohesive culture within and across the cohort;
- Support the development and wellbeing of the cohort as they lead in high pressure and time critical environments; and
- Grow a supportive and inclusive culture across the service delivery area to facilitate retention and attraction of staff.
This program’s objectives were to:
- Build connections amongst the cohort;
- Help participants to identify and understand the impact of their personal and collective leadership; and
- Build leadership capability to manage organisational cultural challenges, both individually and collectively.
Action
In 2024 People Measures partnered with Departmental stakeholders to co-design a longitudinal program, aligned to an overarching program narrative. The program design was informed by the key drivers and program requirements as outlined by the Department’s People and Culture team, group-level outcomes from a 360-degree assessment, and ongoing input from the Director cohort. The program included a series of in–person workshops, online peer case consultation sessions, 1:1 coaching, 360-degree assessment, de-identified group level analysis, catch-up sessions, loop-in sessions for newly appointed Directors, and a presentation to the Department’s Executive Committee.
Impact
The post-program evaluation demonstrated that the program had improved participants’ measures in the following areas:
- Self-awareness of leadership style;
- Confidence and capability to lead in a high-pressure, time critical and complex environment;
- Capacity to have difficult conversations;
- Capability to support the individual and collective wellbeing of staff and colleagues; and
- Connection to the broader Director cohort.
Feedback obtained throughout the Program indicates that 1:1 coaching, connecting face-to-face with other Directors, and learning new leadership frameworks were some of the most valuable aspects of the program.
At a systems level, the program developed readiness and preparedness for the cohort to work together on common challenges to:
- Negotiate finite resources;
- Implement significant changes under a roadmap for reform;
- Innovate and learn from each other; and
- Take action to influence both locally in their areas as well as systemically across the broader system.
Here are comments from participants at the conclusion of the program when asked about the most significant impact:
- I am aware of the impact of my leadership style. I make more conscious decisions about the style of leadership I bring to any given situation.
- Leaning into my peers and seeking their advice. Feeling more confident in my skills and what I bring to the table. I have some tools under my belt to utilise in the workplace.
- The connections, sense of not feeling so alone and isolated, knowing I can reach out and who there is to do that with. It’s provided tools and resources to use and refer to.
- Confidence, that others are experiencing similar challenges, support to develop and grow adaptive leadership style for myself and my leadership direct reports, connection with other directors and a commitment to work collectively.
- It’s made me realise I am hard on myself and need to recognise the good work I do. The 360 feedback has provided a good opportunity to reflect on my leadership style and opportunities for growth.