As part of their Looking to 2020 change programme, West Mercia Police were moving towards a new operating model and organisation structure for back-office functions, known collectively as Services to Policing.
The new structure aimed to rationalise Services to Policing to six core functions as a way of achieving best value in the face of austerity.
The new operating model would increase the span of control for leaders and require them to have extensive skills in leading change, collaborative working and creating high performing teams.
The Head of Leadership Development wanted to understand the individual and collective capability of leaders to support development, progression and succession planning.
She asked Change Associates to help.
We began by creating a shared understanding of what great leadership looked like in Services to Policing, calling on the College of Policing Competency and Values Framework and the alliance’s existing analysis that prioritised Change, Operational and Partnership leadership.
This identified the key competencies and performance indicators which could be assessed and measured in a development centre.
We recommended using the Primary Colours® Model of Leadership at the heart of the development centre because the model could easily be mapped onto the force’s own approach. Primary Colours was ideal because it explores the interpersonal, operational and strategic elements of leadership.
We ran five assessment and development centres for 35 top-level leaders and their direct reports. Each leader went through the Primary Colours® and Change Associates assessment process including:
Participants received a personalised report and feedback session from a qualified senior assessor and a plan for developing key skills and capabilities. We also provided analysis and insight into the strengths and weaknesses of the leadership team as a whole.
This collective analysis revealed a significant gap between the capability of the top leaders and those at the next level down. The implications for succession planning were clear. Either the next generation of leaders would have to come from outside of the organisation or the current leadership team would have to work harder at transferring their skills and empowering others.
Change Associates also facilitated workshops with both the senior team and the participants to ensure they understood the analysis and to translate the insight into prioritised actions.
Each participant left with an understanding of their areas of strength and a personal development plan to close any gaps.
“I’ve been on a number of leadership workshops, and this one was very different. The one-to-one feedback was really helpful and overall it was the most practical session of this kind that I’ve attended.”
“The approach was thorough, grounded and intuitively made sense. The report was insightful but it was the meeting with the assessor that was a real eye-opener.”
“Change Associates provided an innovating and engaging way to help us understand our leadership capabilities and gaps. The one-to-one sessions meant that what could have been quite a difficult experience became one that was both positive and developmental. People gained a practical understanding of what they needed to do to become better leaders.
The Primary Colours model resonated with our leaders and the fact it integrated seamlessly with our existing models was a great advantage and the assessors were all excellent.”