The Institute of Leadership and Management (ILM) are Europe's largest awarding organisation for leadership and management qualifications. They provide a flexible portfolio of qualifications supporting everyone from team leaders to strategic managers. Also a professional membership body with over 28,000 members, they are part of the City & Guilds Group, with over 2,000 ILM centres in the UK and internationally.
Keystone has been a busy ILM centre for several years now, with up to 500 ILM delegates at any one time. Our ILM Centre Management team, headed up by experienced centre manager Rendee Yule, have received regular outstanding feedback from the ILM relating to our systems, quality control and processes.
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We are delighted to number David and Wayne among our senior associates. Highly experienced in the fields of organisational change and development, leadership strategy, political intelligence and relationship management, David and Wayne are our lead facilitators for the MaCE suite of development tools.
As organisations become flatter and the environment more complex, organisations are gradually moving from hierarchical structures to matrix and matrix-type structures and ways of working. Now, leaders and managers need to work with awareness and intelligence in seven capability areas that directly impact their effectiveness and therefore your organisation's performance.
History of the development of the suite of Matrix solutions:
In 2005, the leadership development programmes that were being run for our clients attracted feedback that could be summarised as: "The Leadership programme is great, but we are now operating in very different structures. Can this be added to the programme?"
Speed of decision making, organisational flexibility, cost management and rightsizing were all becoming key priorities in the fight to remain competitive. Many organisations were using project methodologies, process management and shared services for their support functions. Some organisations were calling this 'Matrix Management', although others (who had previous and painful experiences of matrix implementation in the early 90s) were using different terms such as 'networked organisation', 'flexible working', 'virtual working', 'boundaryless leadership', 'interdependent working', 'collaborative working' and many more.
All these terms attempted to describe a fundamental truth: that in order to respond to clients more effectively and faster than the competition, the previous vertical (hierarchical) way of operating was no longer providing organisations with the flexibility they needed to deliver the business strategy.
Wayne Thomas and David Bancroft-Turner set about a new task, to capture the unique aspects of leadership that would provide people with the necessary beliefs, behaviours, knowledge and skills that would not only make them more effective but would translate through into making the changing structures work more effectively for the organisation.
Existing leadership development programmes all focused on managers who work in a hierarchy. It was quickly realised that the capabilities needed by managers in what we collectively call 'matrix' organisations were very different. It also became clear that what we needed to create for leaders was not a leadership programme but a holistic and all-encompassing set of tools that would make them and their teams able to manage effectively in a very different organisational environment.
MaCE is not a leadership programme. It is an approach that includes a wide range of development tools that enable managers to effectively manage these very different and evolving structures.
We do not seek to compete with existing leadership development programmes; rather, to provide clients with an additional (and different) approach to providing their people with the tools they need to operate in a matrix setting. For example, we do not cover, in our MaCE suite of products, leadership tools and topics that are common to both types of operating structure. So topics such as communication skills, team development, change management and performance management are not covered, as these skills are needed in both types of structures.
What we have done is to identify those leadership areas that are unique to matrix working and created a model using seven capability areas (see below) to highlight what is required. Whilst this model contains some leadership aspects, it also includes a wide range of beliefs, tools and systems that are also required. Many of our clients run our MaCE programme alongside their existing personal leadership programmes.
Once we identified the seven unique capability areas through our research period (using interviews, desk based reading, modelling techniques, questionnaires and best practice observation) we then set about designing a diagnostic tool that would measure people against these seven areas and provide them not only with a benchmark, but also a robust and practical development plan that is actionable and measurable.
Note that the online MaCE diagnostic provides a snapshot in time and can be repeated at future times to provide an ongoing and measurable picture of how an individual is progressing, as well as providing a wider picture (through the composite profiling tool available within the software) of teams, departments or even whole organisations.
Once the seven capability areas were identified, it was then a case of designing a suite of development options that could be delivered in a flexible way to meet the needs of very different clients. Workshops containing all seven can be designed, or shorter events focusing on just one area are also possible. By including podcasts, webinars and telephone coaching, we provide clients with amazingly cost effective training for large groups.
The online MaCE diagnostic provides a very cost effective start point to analyse where their people are and what priorities to address first.
The seven capability areas are:
The MaCE LDR
The MaCE (Matrix and Complex Environment) Leadership Diagnostic Report (LDR)™ enables people to become more effective in leading others when delivering boundary-crossing goals, projects, initiatives, processes or support services in dynamic operating structures. It is a multi-purpose personal preference instrument that diagnoses someone's self-reported beliefs, behaviours, knowledge and skills against the seven capability areas considered critical for effective leadership in a MaCE structure.
From information generated by the questionnaire, a snapshot of a business leader's current MaCE capability levels is produced in the form of a bespoke personal development report. The report provides a targeted menu of learning activities that develop the manager to become more effective in their role.
The two-day MaCE foundation workshop
Following on from the MaCE LDR™, business leaders can attend a two day workshop which overviews each of the seven capability areas. The MaCE Foundations workshop is an interactive, challenging and enlightening experience of benefit to all managers and leaders. Following on from the workshop, opportunities may be identified for the use of capability-specific diagnistic tools and additional, more in depth, training in particular capability areas.
Other MaCE diagnostic tools
The LEAD Influencer Ambiguity Management Instrument (AMI)™
The LEAD Influencer Conflict handling instrument (Chi)™
The LEAD Influencer Stakeholder influencing instrument (Sii)™
The LEAD Influencer Matrix Leadership Instrument (MLI)™
The Political Intelligence Profile (PIP)™
The Executive political intelligence Coaching Profile (EpiC)™
The seven MaCE capability workshops
For each capability area, there is an individual one-day MaCE training solution. The workshops can be used to augment an existing suite of leadership offerings; to create targeted learning events using the MaCE LDR results or for roll-out as a complete MaCE leadership programme.
Other MaCE options
Click here to download our MaCE brochure.