VaLUENTiS Business School presentation on Transforming Leadership and Management Learning

1. Transforming
Leadership &
Management Learning
Nicholas J Higgins Dean, VaLUENTiS Business
School (‘VaLBS’) & CEO, VaLUENTiS Ltd
HR Directors
Business Summit
ICC, Birmingham
UK 2016

2. “BUSINESS
EDUCATION FOR
BUSINESS PEOPLE
BY BUSINESS
PEOPLE.”

4. Leadership & Management Learning:
‘state of play’
In general:
6 Not enough ‘management-level learning’ undertaken in organisations
6 What is undertaken can often be ‘faddy/gimmicky’ or ‘one-offs’
6 Over-reliance on ‘formal coaching/training’ or just the ‘experience of one’
Where it is undertaken:
6 Insufficient (cursory) case study method delivered and/or insufficient detail or
evaluation of case study material and with little experiential link
6 Expensive and time-consuming when purchasing from ‘traditional’ sources
6 Variable learning/knowledge outcomes

5. SCART ‘Principles of method’
4 ‘Flipped classroom’ with quality expert teaching
4 Graded MCQ and Advanced/progressive MCQ answering model
4 Structured case-based, Dilemma-based, Action-based learning
4 Evidence-based problem solving focus
4 Critical reasoning platform
4 Continuous assessment of learning
4 Focus on outcome not input
4 Customised formatting for individual organisation settings

6. OK
The next few slides provide a few examples of
live interaction using the polling technology
here at the event. However, to point out this is
not the technology actually used in our
learning sets.
So to your ‘app’ and see how well we do….

7. Easy example 1 for answering and discussion
Employee Engagement is:
A. A work-based approach
B. A concept
C. A people strategy
D. All of these

8. Example 2 for answering and discussion…
Many people in management or human resources know of the ‘Hawthorne
Studies’ and/or the ‘Hawthorne Effect’. What were they?
A. A series of experiments conducted by Elton Mayo at Western Electric Company
between 1924 & 1933 to optimise lighting levels and employee output from which
the term ‘Hawthorne Effect’ is derived.
B. A series of experiments by Roethlisberger & Dickson at Western Electric Company
between 1924 & 1933 to optimise lighting levels and employee output. The term
‘Hawthorne Effect’ is used to describe the change in behaviour when being observed.
C. A series of experiments by Henry Landsberger at General Electric between 1924 &
1927 to optimise lighting levels and employee output. The term ‘Hawthorne Effect’,
which he coined is used to describe the change in behaviour when being observed.
D. A series of experiments by Elton Mayo at General Electric in 1924 to optimise lighting
levels and employee output from which the term, he coined, known as the
‘Hawthorne Effect’ is derived.

9. Example 3 for answering and discussion…
Job satisfaction is a term commonly used in management and employee
conversation. Job satisfaction has received much research attention. What is the
connection between job satisfaction and performance?
A. There is much evidence to confirm that there is a direct, positive link
between job satisfaction and job performance.
B. Despite a plethora of research, the link between job satisfaction and job
performance is largely spurious when studied at individual level.
C. The links between job satisfaction, effort and job performance are more
complex with effort having a positive effect on job satisfaction whilst job
performance can negatively affect job satisfaction.
D. Job satisfaction is a well-defined construct but its link to job performance is
undermined because of the difficulties with measuring related job
performance.

10. Example 4 for answering and discussion…
Few employees wish to give bad or negative news to a superior, thus information on
problems at lower levels is progressively softened or distorted as it climbs the
management hierarchy. CEOs therefore tend to be less well informed about these
problems than employees. This statement assumes that:
A. Problem-solving ability is more important at higher levels than it is
at lower levels of management.
B. CEOs obtain information about problems at lower levels from
subordinates only.
C. Some employees are more concerned about truth than about the
way they are perceived by their superiors.
D. Problems should be solved at the level of management at which
they occur.

11. Example 5….
VaLBS IP restriction

12. Example 6….
VaLBS IP restriction

13. New wave Business School ethos: Top 10
4 ‘Flipped’ classroom with quality expert teaching
4 Unique case-based, dilemma-based, and action-based learning
4 Focus on outcomes not input, supported with structured programme
4 MCQ and Advanced/progressive MCQ answering model not standard essay-
style formats or learning credit ‘filler’ exercises
4 Continuous assessment of learning
4 Evidence-based problem solving focus and critical reasoning platform
4 Balance of customised versus open programmes
4 Blended solutions assisted by technology not driven by it
4 Value/cost driven by ‘pull’ not by ‘push’
4 Access for all levels of management

14. Leadership & Management Learning:
‘New proposition’
In general:
4 Enabling sufficient ‘management-level learning’ undertaken in organisations
4 Avoiding fads/gimmicks’ or ‘one-offs’
4 Encourage non-reliance on ‘formal coaching/training’ and ‘experience of one’
Where it is done:
4 Deliver deep case study learning and evaluation of evidence married with
‘problem-solution reality’
4 Provide much more cost effective and time-saving formats/programmes
4 Embed impactful learning/knowledge outcomes

15. Post script: Some interesting by-product
projects using the PMCQ methodology
4 Evaluation of training/learning
4 Recruitment assessment
4 HR function specific development and assessment
4 Talent management evaluation
4 Change impact evaluation

16. Nicholas J Higgins
nicholas.higgins@VaLBS.com
VaLUENTiS Business School
2nd Floor, Berkeley Square House
Berkeley Square
London W1J 6BD
HO: +44 (0)207 887 6108
M: +44 (0)7811 404713
www.valuentis.com
www.VaLBS.com
www.NicholasJHiggins.com