As the world continues to grapple with the Great Resignation among a tightening job market, ensuring a positive work culture within organisations and developing a strong leadership pipeline is ever important.
While senior leaders and HR professionals may be accountable for developing and implementing structures that enable all employees to thrive, line managers play a vital role in determining the engagement, development and performance of their team and helping culture trickle down the organisation.
Yet, research suggests that line managers get the least amount of investment in training and development, and that 60% of first-time managers do not receive any sort of leadership development training – leading 40% of them to fail within the first 18 months.(1)
To bridge this gap, the CIPD and the Center for Creative Leadership (CCL) are partnering on a new-generation programme, Leadership Skills for People Managers.
By combining CCL’s award-winning leadership content and innovative best practices with CIPD’s deep understanding of HR and people development, this first-of-its-kind programme will provide an opportunity for professionals to benefits from the best of both institutes.
Commenting on the partnership, Lynn Collins, Director of Strategic Partnerships at CCL, says: “This is an opportune time to bring more value to the communities we serve and prepare leaders for their current and future leadership roles. Together, we can do more to drive positive impact.”
“Over the past year, the CIPD and the CCL team have truly come together to develop an innovative programme that helps bridge the leadership gap. We are thrilled to bring the best of both worlds to the region”, says Charlotte Chedeville, Regional Head of Operations – MENA at the CIPD.
Combining online learning and an in-person experiential workshop, the Leadership Skills for People Managers programme features CIPD’s world-class Accredited Programme for People Managers and CCL’s top-ranked Essentials of Leadership Programme.
Request more information and be part of the first cohorts to experience this programme here:
(1) CareerBuilder Survey, March 2011. • Gentry, W. A. (2010). Derailment: How successful leaders avoid it. In E. Biech (Ed.), The ASTD leadership handbook (pp. 311-324). Alexandria, VA: ASTD Press. • Gentry, W. A., & Chappelow, C. T. (2009). Managerial derailment: Weaknesses that can be fixed. In R. B. Kaiser (Ed.), The perils of accentuating the positives (pp. 97-113). Tulsa, OK: HoganPress. • Hogan, J., Hogan, R., & Kaiser, R. B. (2010). Management derailment. In S. Zedeck (Ed.) American Psychological Association Handbook of Industrial and Organizational Psychology, Vol. 3 (pp. 555-575). Washington, DC: American Psychological Association. • Wellins, R. S., Selkovits, A., & McGrath, D. (2013). Be better than average: A study on the state of frontline leadership. Development Dimensions International.
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