· web view2020-06-05 · peer learning to embed ideas and provide small group peer mentoring...

Agency logo placement

Virtual

Part 1: ManagersPart 2: Participants

Facilitator checklist: Managers 45 minutes + participants 90 minutes

Aim

The overall aim of this Workout is to bring managers together and participants together to provide an overview of the NPL programme and set expectations for getting the most out of the programme.

Objectives1. For managers and participants to understand what commitment the programme will require.2. For managers and participants to understand what learning they will gain from the programme.3. For participants to meet their cohort and begin forming cohort connections.4. To set up the participants and facilitator for success by ensuring all understand their expectations of each other and what support will be provided.

Resources Handouts: to be emailed or provided in a hard copy prior to session Computer with high-speed internet,

ideally with two monitors Demo My Development Tracker report Facilitator biography Participant list Manager list Downloaded copies of the handouts PowerPoints

Managers:1. Virtual NPL development programme outline (diagram)2. New people leader development priorities3. Guide for Managers: My Development Tracker4. Guide for Managers: New People Leader Development Programme5. Guide for Managers: Coaching prompts for development conversations with your NPLParticipants:1. Virtual NPL development programme outline (diagram)2. Mindset development and action guide3. New people leader development priorities4. Peer learning guide (virtual)

Preparation

1. Ensure you have read the guide and the required resources and have a clear overall sense of the programme and its key principles. 2. Send out invitations to all participants. Email the session documentation to participants, OR, if hard copy packs are being provided, send these out, so people can

refer to them during the session. 3. Assign the participants to peer learning groups. These will be used for the second breakout room session.

FACILITATOR VIRTUAL KICKOFF SESSION GUIDE 1

Facilitation

The facilitation of these sessions is ideally shared between the agency lead and the facilitator for the programme. Decide who is going to facilitate which components ahead of time. (Some suggestions are provided in the “Facilitator notes/resources” column.)

PART 1: Managers (45 minutes)Activity Detail Facilitator notes/resources TimingWelcome and introductions

Say: Welcome to the Manager session to introduce you to the New People Leader Development Programme and how it will run for your Participants.

Say: First off, let’s cover off the essential ‘online housekeeping’. This is modelling what we will be doing with our participants in this programme.

Ensure you cover:

Mute and unmute protocols Reminder to turn on the chat function, so if anyone is having difficulty they can use this

function and others can see it – or they can share ideas. Expectation that everyone takes a turn to talk in the main room (if group size allows this) and

that people are expected to take turns with being spokesperson from breakout room conversations debriefed in the main room

The need to accept a breakout room when the offer comes up on screen, in order that they go into the breakout room

Acknowledgement that if there is an emergency at anyone’s location, they will attend to that in whatever way is necessary – just as you will as facilitator

A wish for people to keep cameras on whenever possible. (You may wish to mention that if the ‘home-working’ situation means there are periodically background distractions, we understand you may periodically turn cameras off)

A reminder to close email programmes and turn off phones (just as if we were face-to-face) A suggestion that if they have technology issues, they should contact your session technical

support person (so that they get quick response).

If there is an agency host, ideally they start the session.

Manager pack: PP slides 1 & 2

Chat: set the scene about how you want this to be used or not used – for example, do you want people sharing ideas in the chat, or not?If you do not have a technology assistant, you may like to assign a person to alert you to anything you need to be aware of in the chat – as facilitator, you may be otherwise occupied and not notice. Cameras: In the event of a manager’s poor internet connection, it may be appropriate for them to turn off their camera and take part by audio only. Urge people to have cameras on when in the breakout rooms.

Manager pack: Show PP slide 2

12 min


Activity Detail Facilitator notes/resources Timing

Say: Now that we’ve settled into the room a little, here’s our agenda for our session today.I’d just like to remind you that the New People Leader Programme is designed for all new people leaders within our organisation/the public service who have been in their role less than 12 months. We are excited that you have put forward people to engage in a programme that is being used across the public sector and that will support individuals to develop the skills to transition effectively into a people leader role. I’d also like to take the opportunity to thank you for investing in the development of your New People Leaders in this way.

Say: In the room today, we have managers, our facilitator for the Workouts (and add any other people, such as HR or L&D).We will ask everyone to introduce yourselves, but before we do that, I would like to introduce the person who is going to be facilitating our Workout sessions (can include a brief bio of facilitator if needed – will need to get this beforehand).

Say: Now let’s do a quick round of introductions. I would like you to unmute your audio and introduce yourselves to each other and share the following:

Your name Your role Your agency (if relevant) Your role within the programme (if relevant – i.e. you have extra people in the room, such

as HR or L&D).Ask: Who is willing to start for us, please? (Guide the order if necessary to keep the introductions moving.)

Alter this if there is no agency person assisting with the kick off.

If there is an agency person, decide if they will continue with the introduction session, or handover to the facilitator.

Agency context setting

Say: Let’s set the scene for this programme and how it fits within our organisation.

Ensure you refer to the handout that covers:

wider organisational leadership strategy/development programme key contacts regarding technology for the online sessions, and any other logistics key contacts for questions regarding the content of the programme any support/communication that will be provided to managers with team members on the

programme.

If there is an agency person, ideally they facilitate this section.

Add a handout to the pack that covers these details. Refer to it to save time running through these details.

3 mins



Say: Participants’ managers will have access to all the development and action guides and additional documentation that includes an overview of the programme. You will be able to access these from the LDC website.

Programme context

Say: This programme has been developed for the wider public sector so that all leaders within government who move into a new people leader role have access to common and consistent development. It is designed so that certain elements are consistent between agencies but also so it can be tailored where necessary. This supports a system-wide approach to developing people at key points of transition, which benefits the whole system as people move between agencies.Through consultation with many leaders around the public sector, we have identified that there are seven key development priorities:

These are not considered to be all the development areas for a new people leader but are to be considered the priority areas for a new people leader to become proficient in within the first 12 months of transition to the people leader role.

The new people leader development can happen in three different ways. It can be a case of: using the development and action guides only using the guides and attending facilitator-led Workouts forming part of an online or in-person programme, which you are attending now.

Mindset: We need to think about what it means to be a leader and challenge our current mindset, habits, and behaviours. Connect: We need to connect with our staff personally and create a climate where their diversity of thought is encouraged.Purpose: We need to connect our people with the organisation’s vision and give them purpose. We must be clear on our expectations around “how we work” and what we all are responsible for

This is a suggested handover point to the programme facilitator.

It’s also handy to see if anyone has experience of the programme – either as a manager of past participants, or as a participant themselves.

Manager pack: PP slides 3 & 4Refer to handouts in emailed / hard copy packs now or in the next section:Virtual NPL development programme outline (diagram)New people leader development priorities

Manager pack: PP slides 3 & 4

5 min


Activity Detail Facilitator notes/resources Timingdoing, so each team member knows the contribution they are making/the value they are adding.Achieve: We need to empower others to achieve through effective planning, prioritisation, and delegation of work.Feedback: We need to get good at giving feedback to improve/enhance performance.Develop: We need to help our people grow individually to advance as they desire, and/or the organisation needs.Processes: We need to complete our management responsibilities, which can be confusing and time consuming for a new people leader. Processes vary but generally include finance, HR, procurement, and technology.

Programme overview and logistics

Say: The Virtual NPL development programme outline (diagram) explains all the components of the programme and the order of activities. This programme uses the flipped classroom approach, which means that the knowledge development happens through doing the development and action guides, reading articles, watching video clips, and completing activities. The Workouts are an opportunity to discuss the learning participants have completed through the guides. They are based on an adapted version of Kolb’s learning cycle, therefore key components are: reflection, learning, planning, action, and more reflection.Say: Let’s look at each component in more detail and give you an opportunity to look at some of the material in brief.

Share screen to show the documents listed on the resources list if people are confused and use the detailed programme overview (PP slide 5) to walk through each programme element, explaining how that aspect will be organised in practice.

Development tracker to frame learning Whole group connection sessions to build a collaborative learning environment Development and action guides (D&A guides – one for each development priority) followed by

an online Workout. Peer learning to embed ideas and provide small group peer mentoring support throughout the

programme Recall session to celebrate the learning and position future leadership development.

Say: We’re also urging you to have coaching and debrief conversations with your participant after the Workouts in particular. Your handout pack has a coaching guide designed to help you with this process.

Manager pack: PP slide 5

Handouts:New People Leader Development PrioritiesVirtual NPL development programme outline (diagram) (ensure you use a copy that has been customised to your agency approach if required) Guide for Managers: New People Leader Development ProgrammeGuide for Managers: My Development TrackerGuide for Managers: Coaching prompts for development conversations with your NPLMindset Development and Action Guide (not provided but can be showed by facilitator as an example)

5 min


Activity Detail Facilitator notes/resources TimingSay: That’s a lot of talking! Do any of you have any questions about the programme and its composition? (We’re going to talk more about your role in it shortly …)

Setting up for successYour roles and responsibilities

Say: Wave or ‘thumbs up’ in Zoom if you’ve already had a conversation with your participant about them attending this programme, e.g. what might they need to be successful or what you want them to work on while they are on the programme?Say: Success in this programme will require input and responsibility on the part of both managers and the participants. Our kick-off session with the participants is coming up shortly. We’re keen to pass onto them your collective thinking about how you can support them for success. So, I’m going to get you to go into breakout rooms now for a quick conversation with your colleagues. Here’s what we’d like you to discuss:

1. How will you support your new people leaders while they are on this programme?2. How will you provide space and time for them while they are on the programme?

Suggestion: if time is short to have breakout room time and/or hear the feedback, allocate one question to each room. Please come back to the room with three answers to these questions/your question?Remember to nominate your spokesperson for your room.

Debrief: Each group shares their responses.Record these with your document camera, in a Word file, or a slide in PowerPoint (PP slide 7), using Zoom’s whiteboard, so you can share them with the participants at their kick-off session.Say: Thanks so much for this input. We’ll share this with the participants at their kick-off session so they are aware of the support you are providing. If necessary/useful: And here’s what we hoped you would say … (PP slide 8)

Manager pack: PP slide 6

Six-minute Zoom Room:

Put the Zoom room into breakout groups. Decide the number of groups you want (which will depend on whether you want three or four people per group).

Remember when you bring the breakout groups back to the main room, they get one minute’s notice, so start the call back to the room one minute before the time you have allocated to them. (If you don’t do this, your time disappears very quickly!)

Manager pack: PP Slide 7

Manager pack: PP Slide 8Refer to: Guide for Managers: Coaching prompts for development conversations with your NPL.

15–20 min

Final words Ask: Do the managers have any further questions about the programme that we can clarify at this point?

Say: Thank you for your time today. We’re looking forward to working with your people and we hope you will return to our recall day at the end of the programme.

Manager pack: PP Slide 9 2 min


PART 2: Participants (90 minutes)Activity Detail Facilitator notes/resources TimingWelcome and introductions

Say: Welcome to the participant session to introduce you to the New People Leader Development Programme and how it will run for you.

Say: First off, let’s cover off the essential ‘online housekeeping’. This is modelling what we will be doing at the start of each Workout, so you’ll get very familiar with this.

Ensure you cover:

Mute and unmute protocols Reminder to turn on the chat function, so if anyone is having difficulty they can use this

function and others can see it; or they can share ideas. Expectation that everyone takes a turn to talk in the main room (if group size allows this) and

that people are expected to take turns with being spokesperson from breakout room conversations debriefed in the main room

The need to accept a breakout room when the offer comes up on screen, in order that they go into the breakout room

Acknowledgement that if there is an emergency at anyone’s location, they will attend to that in whatever way is necessary – just as you will as facilitator

A wish for people to keep cameras on whenever possible. (You may wish to mention that if the ‘home-working’ situation means there are periodically background distractions, we understand you may periodically turn cameras off)

A reminder to close email programmes, and turn off phones (just as if we were face-to-face) A suggestion that if they have technology issues, to contact your session technical support

person (so that they get quick response).

Say: Now that we’ve settled into the room a little, here’s our agenda for our session today.I’d just like to remind you that the New People Leader Programme is designed for all new people leaders who have been in a people leader role less than 12 months. We are excited that you have been put forward to engage in a programme that is being used across the public sector and that will support you to develop the skills to transition effectively into a people leader role. Say: In the room today, we have all of you who will be participating in the programme, our facilitator for the Workouts (and add any other people such as HR or L&D).

If there is an agency host, ideally they start the session.

Participant pack: PP slides 1 & 2

Chat: set the scene about how you want this to be used or not used – for example, do you want people sharing ideas in chat, or not?If you do not have a technology assistant, you may like to assign a person to alert you to anything you need to be aware of in chat – as facilitator, you may be otherwise occupied and not notice. Cameras: In the event of a participant’s poor internet connection, it may be appropriate for them to turn off their camera and take part by audio only. Urge people to have cameras on when in the breakout rooms.

Participant pack: PP slide 2

15 min


Activity Detail Facilitator notes/resources TimingWe will ask everyone to introduce yourselves very briefly shortly, but before we do that, I would like to introduce the person who is going to be facilitating our Workout sessions (can include a brief bio of facilitator if needed – will need to get this beforehand).

Say: Now let’s do some introductions. I would like you to unmute your audio and introduce yourselves to each other and share the following:

Your name Your role and how long you have been in it Your department Your agency (if relevant) Your role within the programme (if relevant – i.e. you have extra people in the room,

such as HR or L&D).We’re going to do some more introductions and learning about each other later in the session, but for now, we’re keen to know who is in the room – with whom we are all sharing this learning experience.Ask: Who is going to go first? (Guide the order if necessary to keep the introductions moving.)

Alter this if there is no agency person assisting with the kick off.

If there is an agency person, decide if they will continue with the introduction session, or handover to the facilitator.


Agency context setting

Say: Let’s set the scene for this programme and how it fits within our organisation.

Ensure you cover:

wider organisational leadership strategy/development programme key contacts regarding technology for the online sessions, and any other logistics key contacts for questions regarding the content of the programme any support / communication that will be provided to managers with team members on the

programme.

Say: You all have access to the development and action guides and additional documentation that includes an overview of the programme. You will be able to access these from the LDC website. These documents are also available to your managers.

If there is an agency person, ideally they facilitate this section.

Add an agency specific handout to the pack that covers these details if you feel it’s needed. Refer to it, to save time running through these details.

2 mins

Programme context

Say: This programme has been developed for the wider public sector so that all leaders within government who move into a new people leader role have access to common and consistent development. It is designed so that certain elements are consistent between agencies but also so it can be

This is a suggested handover point to the programme facilitator.

It’s also handy to see if anyone has

4 min


Activity Detail Facilitator notes/resources Timingtailored where necessary. This supports a system-wide approach to developing people at key points of transition, which benefits the whole system as people move between agencies.Through consultation with many leaders around the public sector, we have identified that there are seven key development priorities:

These are not considered to be all the development areas for a new people leader but are to be considered the priority areas for a new people leader to become proficient in within first 12 months of transition to the people leader role.

The new people leader development can happen in three different ways. It can be a case of: using the development and action guides only using the guides and attending facilitator-led Workouts forming part of an online or in-person programme, which you are attending now.

Mindset: We need to think about what it means to be a leader and challenge our current mindset, habits, and behaviours. Connect: We need to connect with our staff personally and create a climate where their diversity of thought is encouraged.Purpose: We need to connect our people with the organisation’s vision and give them purpose. We must be clear on our expectations around “how we work” and what we all are responsible for doing so each team member knows the contribution they are making/the value they are adding.Achieve: We need to empower others to achieve through effective planning, prioritisation, and delegation of work.Feedback: We need to get good at giving feedback to improve/enhance performance.Develop: We need to help our people grow individually to advance as they desire, and/or the organisation needs.

Processes: We need to complete our management responsibilities, which can be confusing and

experience of the programme – either as a manager of past participants, or as a participant themselves.




time consuming for a new people leader. Processes vary but generally include finance, HR, procurement, and technology.

Programme overview and logistics

Say: The Virtual NPL development programme outline (diagram) explains all the components of the programme and the order of activities. This programme uses the flipped classroom approach, which means that the knowledge development happens through doing the development and action guides, reading articles, watching video clips, and completing activities. The Workouts are an opportunity to discuss the learning you have completed through the guides. They are based on an adapted version of Kolb’s learning cycle, therefore key components are: reflection, learning, planning, action, and more reflection.Say: Let’s look at each component in more detail and give you an opportunity to look at some of the material in brief.

Share screen to show handouts and use the detailed programme overview (PP slide 6) to walk through each programme element, explaining how that aspect will be organised in practice.

Development tracker to frame learning Whole group connection sessions to build a collaborative learning environment Development and action guides (D& A guides – one for each development priority) followed

by an online Workout. Peer learning to embed ideas and provide small group peer mentoring support throughout

the programme Recall session to celebrate the learning and position future leadership development.

Say: We’re also urging you to have coaching and debrief conversations with your manager after the Workouts in particular. This will help them and you keep connected with your leadership learning.Say: That’s a lot of talking! And enough for now. We’ll come back to what to expect during various components of the programme later. Ask: At this stage, do any of you have any questions about the programme and its composition?

Participant pack: PP slide 6Handouts from email or hard copy pack provided before the meeting:New people leader development priorities

Virtual NPL development programme outline (ensure you use a copy that has been customised to your agency approach if required).

5 min

Setting up for successYour roles and responsibilities

Say: Wave or ‘thumbs up’ in Zoom if you’ve already had a conversation with your manager about attending this programme.Ask: What did you discuss? How did that session go?Say: Success in this programme will require input and responsibility on the part of both managers and the participants. We want you to have a conversation with some of your

Participant pack: PP slide 7 20 min


Activity Detail Facilitator notes/resources Timingcolleagues about how you will engage with your managers in this programme, and how you will create the necessary space in your busy roles to take part. We’re going to put you into breakout rooms to have this discussion. Here are your questions:1. a) How will you report to your leader on your development?

b) What do you need from your leader in order to succeed?2. How will you create the space and time to engage in the programme? (This is a critical

question for individuals to consider deeply; it will mean they have to say no to some things.)

Please come back to the room with at least three answers to these questions.Remember to nominate your spokesperson for your room.

Explain: When you go into your breakout room, you will no longer be able to the see the slide, which is currently on your screen. So, to keep you on track with your conversation, I suggest you take a screenshot of the slide, or use the snipping tool, or take a photo with your phone.

Say: You are going to have 10 minutes with your colleagues in your breakout room. Make sure you know everyone’s names before you start, so I suggest you introduce yourselves again before you answer the questions. With breakout rooms, you come back automatically, so there is no extension of time – you come back mid-sentence if your time is up.If you have questions in your breakout room, you can request the host. Then the host will be able to come to your room and answer your query.

Ask: Are there any questions before you go into your breakout room?

Debrief: Each group shares their responses.Record these with your document camera, in a Word file, or a slide in Powerpoint (PP slide 8), using Zoom’s whiteboard, so you can remind participants at a later session, if it is useful.Say: This is really useful; these are good reminders for how you will engage with the programme.We’ve had a session with your managers, and we asked them similar questions:

How will you support your new people leaders while they are on this programme?

10-minute Zoom Room:

Put the Zoom room into breakout groups. Decide the number of groups you want (which will depend on whether you want three or four people per group).


Participant pack: PP Slide 8


Activity Detail Facilitator notes/resources Timing How will you provide space and time for them while they are on the programme?

Here’s what they said: Show the responses you have saved from the Word, PowerPoint, Zoom whiteboard, or document camera method used in the manager kick-off session.Discuss.


More Detail:My Development Tracker&Whole Group Connection Sessions

Say: Now we’re going to run through a bit more about what to expect with different components of the programme and answer your questions.

Say: Firstly, we’re going to talk about:My Development TrackerIt’s a diagnostic to help new people leaders and your managers reflect on the skills and behaviours that should be focused on in your work and in this programme. The tracker uses a rating system to assess the seven transition areas for new people leaders – the areas you need to progress to become a successful people leader.You will complete this tool shortly, and then again at the end of the programme.Ask: Does anyone have any questions about this?

Say: After you have completed your development tracker, we will meet again as a whole group at our first:Whole group connection sessionsAn important part of any development at transition is the connections made within your cohort. On this programme, participants come to quickly realise that you are not alone with your leadership challenges and you build a supportive network of colleagues. Because our Workout sessions will be very focused, we have two specific sessions designed to help you chill out a bit more with each other and just explore your own leadership journeys. Our first session is before your first Workout and then the others are midway through the Workouts. Each of the sessions is 90 minutes. Our first session is about getting to know each other more. You will all do a Pecha Kucha presentation as part of that. This will require you to put together 10 powerpoint slides with only pictures on them. The pictures are to represent the answers to different questions. You will have 20 seconds to talk through each slide. The details will be sent to you to give you more information.



5 min


Activity Detail Facilitator notes/resources TimingAsk: Does anyone have any questions about the whole group connection sessions?

More Detail:Self-directed Development and Action Guides&Workouts

Say: After you have been at the first Whole Group Connection Session, it will be time to do your first self-directed Development and Action Guide for Mindset.Each guide provides a standalone resource kit that leaders can work through at their own time and speed. The guides are built on the principles of Reflect, Learn, Plan, and Act. They include links to videos and articles supporting you to put new learning into action. They take three to five hours to complete. So remember to allow enough time to do this before you come to Workouts. The timing doesn’t include things like giving your team feedback or having 1:1 conversations. Whilst these are at times part of your actions, its anticipated that you are doing this anyway and therefore it’s not included in the timings (it would also vary greatly depending on how big your teams are).

Say: Then the Workouts themselves:There are six 3.5-hour application and practice sessions for you to apply what you have learnt in your development and action guides. They cover Mindset, Connect, Purpose, Achieve, Feedback, Develop. (The seventh development priority for new people leaders, Process, has a development and action guide, but no Workout.)Come prepared to share, practise, learn, and grow together in the Workouts.

Ask: Does anyone have any questions about the development and action guides and the Workouts?



5 minutes

More Detail:Manager Conversations& Peer Learning Groups

Say: There are two more main components to talk about. The first is manager conversations, which we have already touched on. Ideally you meet with your managers after each Workout to discuss your learning. At an absolute minimum there are two conversations: one at the start to set goals – and once you have your My Development Tracker results, and one at the end of programme to discuss how you have gone with your goals, what you have learned and ‘what now’ for application of your learning from the programme.We suggest you prompt your managers for the conversations you would like to have. Don’t wait for them to suggest the debriefs. Discuss.

Say: And our final component to discuss a bit more about is the peer learning groups. Shortly, I



12 minutes


Activity Detail Facilitator notes/resources Timingam going to let you know who the members of your peer learning group are and you’ll have a short opportunity to meet in a breakout room together. This will be the group of people you meet with regularly to support each other in your leadership learning.If your locations allow, you may choose to meet in person for your peer learning catch ups.We recommend a structured approach and we have a resource for you to help with that: Guide to peer learning groups. You will find it in your email/folder pack for today’s kick-off session.

Say: So, this breakout room that you go into now will be the ‘big reveal’ of who is in your peer learning group. You will have five minutes with your colleagues to have a quick conversation and share any initial thoughts about how you might like to connect throughout the programme. You do not need to decide that today. This is just your first ‘hello’ and opportunity to swap contact details.

Say: Nominate a spokesperson. When you come back to the main room, that person will let us know who is in your group and any initial thoughts or questions you have about the peer learning component of the programme.

Debrief as necessary and answer questions.

Peer learning guide (virtual)

Five-minute Zoom Room:

Put the Zoom room into breakout groups according to your peer learning group allocations.


Group guidelines

Say: Our final group task today is to come to some initial agreements about how we will work together to ensure we all get maximum benefit from the programme. I’d like you each to write down a couple of things that are important to you. Provide examples, if necessary. Expectations of each other: attendance, completion of the D&A guides, contributions to

sessions, etc. How will we support each other’s development? How will we help each other stay accountable? How will we remain connected? Punctuality Phones Confidentiality What guidelines are needed to make peer-learning groups effective?


Six-minute Zoom Room:

Put the Zoom room into breakout groups. Decide the number of groups you want (which will depend on whether you want three or four people per group), or if you will again put people into their peer learning groups.

Remember when you bring the breakout groups back to the main

10 min


Activity Detail Facilitator notes/resources Timing What do we, as individuals, need to bring to the experience?Say: Now that you have a few ideas down, we’re going to put you into breakout rooms again to share your ideas. When we come back together, we want you to share the three most important ideas about working together that you would like included in a group guideline or kawa for us to use.Debrief Collect the ideas and scribe the kawa, either using:Another slide in PowerPoint (see PP slide 18)A Word document you open for this purposeYour document camera.

room, they get one minute’s notice, so start the call back to the room one minute before the time you have allocated to them. (If you don’t do this, your time disappears very quickly!)

Use Participant pack: PP slide 18

Retain a copy of the Kawa / Group Guidelines for working together, so these can be referred to at each collective session (Workouts and Whole Group Connection Sessions).

Next steps Say: We are nearly at the end of today’s kick off. To prepare you for the next few weeks, we will: ensure you and your manager receive the My Development Tracker links send you the Pecha Kucha instructions for your first whole group connection session send you calendar invites, with dates and times for your Workouts, and whole group

connection sessions send you contact details for your key contact while you are on the programme.

Say: Before we meet again your role is to: complete the development tracker meet with your manager to discuss your development plan get ready for the Pecha Kucha session at the first whole group connection session check all your appointments for the programme are in your Ask: Do you have any final burning questions before we close?

2 min

Final words Say: To close off, let’s consider what you would like to achieve as a result of completing this programme. Open your email – to open a new window to send an email! Do not get distracted with your inbox! We will be finishing our session shortly and you will be able to return to it.

10 min



Say: Put my email address in the ‘To:’ lineSay: In the subject line, put ‘NPL my programme thought’

Say: In the body of the email type in the two most important things you would like to have achieved by the completion of the programme, e.g. the skills you want or the areas in which you would like to build confidence or courage.

Say: When you are ready, push send.

Say: That’s kick off! Thank you all for your attention. I hope you enjoy the programme.





This guide is part of learning material available to New Zealand Public Service agencies to support new people leader development.

May 2020 Release 2.2

© 2020 LEADERSHIP DEVELOPMENT CENTRE www.ldc.govt.nz

· web view2020-06-05 · peer learning to embed ideas and provide small group peer mentoring...

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