MDP Handbook

ITF MANAGER

DEVELOPMENT PROGRAMME

International Transport Workers’ Federation

version 1 June 2021

MESSAGE FROM STEVE 3 OVERVIEW OF THE PROGRAMME 4 Overall aims of the programme 4 Events 5

THE TRAINERS 7

Will Baker 7 Zahoor Bargir

8

Howard Exton-Smith

9

Liz Burgess 10

CONTENTS

Mono Jethwa 11 Sean Murphy 12 Mandy Rutter 13

PARTICIPANTS 14 Cohort 1 14 Cohort 2 15 Cohort 3 16

OUTLINE OF THE WORKSHOPS 17 Programme launch event 17 Managing Self 17 Team Resilience 17 Managing People 18 Managing Resources 18 Managing Strategy 18 Managing through Coaching 19 Managing Change 19 Programme closing event 19

BLENDED LEARNING 20 Coaching 20 Action Learning Sets 22 Non-classroom learning 22

Dear friends, Once again, I would like to take this opportunity to thank you for your hard work and commitment to the ITF and our affiliates during the pandemic.

FROM STEVE

A MESSAGE

As part of our effort to support managers at the ITF, and ensure that we have clear, transparent and accountable processes in place to give everyone the space to shape change, we are launching the Manager Development Programme (MDP).

The ITF is committed to improving our managerial toolkits and processes as well as managerial skills to support the organisation, develop our teams, and support our affiliates in their overall job. In 2019/20 we delivered an “Officers’ Development Programme” for senior managers in the organisation. We are now cascading focussed management development to the next level of managers.

As line managers and deputies, you are vital to ensuring we work in ever more collaborative ways on all the challenges before us.

The MDP is intended to be a programme for line managers and deputies to share what works, learn from each other and continue to develop continuity, consistency and trust. It should also help establish clear lines of reporting and responsibility across the organisation.

This Development Programme is a result of conversations we have had and some of you have had with the Director of HR, Peter Cocco, as part of workforce planning discussions, and also with Learning and Development, to discuss your learning needs as a line management team. There has been further consultation with staff in our teams, which has informed the direction of this programme.

Not only is this an opportunity for you to develop your own skills and knowledge, but also a chance to work together to shape this organisation with collective responsibility.

I look forward to hearing from you as you progress through the Programme, and encourage you to give it the attention it deserves.

In unity, Steve

Develop line managers and deputies to:

OF THE PROGRAMME

OVERVIEW

1 2 3 4 5

a pply self-awareness to positively influence those around them and to fully recognise and practice their leadership principles: Managing Self (core module); emonstrate the skills to manage their teams and d people to create a healthy working environment and build trust: Managing People (core module); organise team members and budgets with an organisation-wide mind set, breaking down siloes and creating a resilient organisation: Managing Resources (core module); t ake the lead in change initiatives to support their team members and adapt their management style to embed change: Managing Change (core module); and u se strategic thinking to influence organisational decisions and support objectives that contribute to the organisational strategy: Managing Strategy (module for participants who work at a strategic level).

4

EVENTS

2021

June

July

Self-directed learning Classroom modules

September

October

November

December

Pre and post course work to support modules LAUNCH EVENT ½ day

MANAGING SELF The Centre Module 1 ½ day

MANAGING SELF The Centre Module 3 ½ day

MANAGING SELF The Centre Module 2 ½ day

MANAGING SELF The Centre Module 4 ½ day

TEAM RESILIENCE Mandy Rutter ½ day

MANAGING PEOPLE LEVELheaded Module 1 ½ day MANAGING PEOPLE LEVELheaded Module 2 3 x ½ days FACILITATED ACTION LEARNING SET LEVELheaded

WHAT IS AN ALS? LEVELheaded ½ day

Action Learning Set (ALS)

Coaching

August

One-to-one coaches chosen

One-to-one coaching sessions

5

EVENTS 2022

January

February

March

Self-directed learning Classroom modules

April

May

July

Pre and post course work to support modules MANAGING PEOPLE LEVELheaded Module 3 2 x ½ days

MANAGING PEOPLE LEVELheaded Module 4 2 x ½ days

MANAGING THROUGH COACHING LEVELheaded 3 x ½ days

MANAGING RESOURCES The Centre/ITF TBC

MANAGING CHANGE 3 x ½ days LEVELheaded

MANAGING STRATEGY 1 TBC

Action Learning Set (ALS)

June

SELFFACILITATED ACTION LEARNING SET

FACILITATED ACTION LEARNING SET LEVELheaded

Coaching One-to-one coaching sessions

1The Managing Strategy Module is designed for 22 participants who work at a strategic level.

6

MANAGING RESOURCES The Centre/ITF TBC

CLOSING EVENT ½ day

WILL BAKER

THE TRAINERS

The Centre

Will specialises in helping individuals realise their potential for impact, no matter what their role within an organisation.

He works with organisations to develop effective procedures that further their goals and values. Will delivers courses in personal development, administration, interviewing skills, equality and diversity, volunteer management and for those undertaking their first management roles.

Having initially trained as a solicitor, Will has held positions as a Strategic Manager in a police force, a company Director and is the co-founder of an organisation utilising design and technology to promote human rights and positive social change.

He is a member of an Independent Monitoring Board, monitoring the treatment of people held in detention, and is also an independent monitor of the deportation process. He held positions as a Young Offender Panellist and is a member of the Lord Chancellor’s Advisory Committee, interviewing candidates for the magistracy.

The Manager Development Programme is being delivered in partnership with The Centre, LEVELheaded and Mandy Rutter.

7

ZAHOOR BARGIR The Centre

Sean Murphy

Learning and development consultant

Zahoor is a personable and versatile finance trainer who is experienced in delivering training that is interactive, effective and fun. A qualified accountant by profession, he has worked as a consultant and manager in numerous sectors before specialising as a trainer.

He has worked at companies like PwC, Diageo and UNICEF, as well as start-ups and other SMEs. Experience of working in different industries has made it easier for him to tailor his training to people working in a variety of sectors.

Having worked with such an array of companies, Zahoor has developed a knack for communicating complex techniques into their core component parts. He is, therefore, passionate about helping others see the simplicity in the numbers and what they mean.

8

HOWARD EXTON-SMITH The Centre

Sean Murphy

Learning and development consultant

From a background in psychology and marketing and with expertise in public, service user and stakeholder consultation, Howard is interested in the connections between attitudes and behaviour and skills and competencies. He has extensive experience in a wide range of management development areas including budgeting and finance, business planning and objective setting, and feedback and performance management.

Howard uses a wealth of stories and personal experience to illustrate his training and can call upon good and bad examples from a wide range of business areas to reinforce your development experience. Client-centred and flexible, Howard employs a facilitative and collaborative style to share learning, and participatory techniques to foster ownership and responsibility.

From strategic planning consulting through to facilitation of awaydays and planning meetings, and from Board retreats to stakeholder consultation and coaching, Howard is available to work with you and your organisation using the same tools and techniques you will experience at the Centre.

9

LIZ BURGESS LEVELheaded

Sean Murphy

Learning and development consultant

• CIPD Certificate in Human Resource Development (in progress) • Postgraduate Diploma in Adolescent Mental Health

• Work based Assessors Award • S tructured Systems Analysis Design Methods (IT Project Management methodology)

• Registered Managers Award Liz’s style of coaching and training blends the formality of meeting the learning objectives with the informality of meeting the individual participant needs for an energetic, encouraging and challenging learning environment. This approach comes from many years of working in a support environment, whether as a manager of a mental health support team, work-based qualification assessor, or computer support worker. In each of these roles colleagues and clients were the focus of change and taking on new, more effective approaches. Liz understands how difficult it can be to change procedure, habits, and job roles and supports people to move though the stages of the change process.

Participants have said about working with Liz: “Excellent, I found Liz warm, friendly and encouraging with constructive criticism.”

“I was made to feel capable and competent.”

Before Liz joined LEVELheaded in June 2003 she had worked in the non-profit sector for 17 years, taking an IT support role within VSO, and managing mental health services within Look Ahead Housing and Care and Three C’s. She initially joined LEVELheaded as a National Vocational Qualification (NVQ) Assessor supporting candidates to achieve their NVQs in Management and Care.

10

MONO JETHWA LEVELheaded

Sean Murphy

Learning and development consultant

• Masters in Business Administration • CIPD Associate Member

• PRINCE2 Certified Practitioner • MBCS

Mono’s management and leadership roles span 26 years, of which 20 have been in learning and development in the public and commercial enterprise sectors, this has been underpinned by 5 years in HR management and the qualifications and memberships shown above. Mono brings practical management knowhow from many industry sectors and has extensive HR experience and can apply these perspectives in his coaching approach. He is very much down to earth and about getting things sorted rather than conceptual thinking. If that was not enough, he has got a couple of London Marathons under his belt and is a Silver Surfer Trainer for Age Concern in his spare time.

The even better news is that Mono brings the same commitment excitement and discipline to his day job, delivering value with every intervention. He focuses on three particular areas: 1. M anagement and leadership development, with the emphasis on values led performance improvement 2. Support to fellow HR managers throughout the entire employment life cycle from recruitment, through on-boarding and performance management, to exit 3. Building managers’ stature and presence with their teams through a combination of communication and facilitation skill Mono lives in East London with his wife Dominique, three children Chandana, Ashwin and Surya and their cat Socks.

11

SEAN MURPHY LEVELheaded

Sean Murphy

Learning and development consultant

• IAF Internationally Accredited Facilitator • Accredited Mediator • British Psychological Society Personality Test User • MA Psychotherapy

• P ostgraduate Certificate - Management of Organisational Learning • Member, Chartered Management Institute

Sean takes an innovative and passionate approach to learning in the broadest sense, striving to bring about organisational change at individual and group levels. Working in client-focused learning environments for many years has enabled him to develop an affirming and flexible facilitating style that puts collaboration and inclusion first.

He has outstanding training and teaching abilities which, alongside therapeutic knowledge originally developed in the addictions field, have played a key role in transforming the performance of individuals and organisations. Whether working with senior managers on large scale change projects or team leaders on appraisal skills, Sean is keen to include the emotional and the psychological into participants’ understanding of the workplace and their own development. His focus, in coaching particularly, is on presence, credibility and being confident in everyday challenges Sean is an inspiring and energetic coach who gets to the heart of the matter quickly, supports you to create a plan and is focussed on your desired outcomes.

Speaking of Sean, William Todts, Executive Director of Transport and Environment (Europe), said: “Sean’s coaching forced me to think about what kind of manager and leader I was, and what type of leader I wanted to become. It gave me the instruments but above all, the confidence to lead. I’d recommend it to anyone.”

12

MANDY RUTTER Sean Murphy

Learning and development consultant

Mandy Rutter is a psychologist and counsellor, who specialises in improving the mental health of employees, managers, and senior leaders within all areas of the workforce.

Mandy has worked with a wide range of employers including Nationwide Building Society, AXA, British Airways, Network Rail and Skanska. She started her career as a school counsellor and moved into supporting employees through employee assistance programmes. Mandy specialised in workplace trauma and supported employees affected by the 9/11 attacks, and worked in Manchester following the Arena bombing. Mandy’s approach to day-to-day resilience is taken from the education and empowerment given to people after traumatic events.

Mandy regularly devises and delivers training programmes on specific aspects of mental health, including depression, anxiety and suicide.

She has written widely in professional journals about the importance of the line manager’s role in managing employees with mental health conditions, and the importance of senior leaders in creating a workplace culture that promotes emotional resilience and positive mental health.

13

PARTICIPANTS

COHORT 1 Bayla Sow*

Helen Le Fleming

ITF Francophone and ECOWAS Countries Representative Africa Region

Head of Travel and Events Travel and Events

Jason Simpson Charlotte Hall* Global Campaigns Manager Campaigns

Financial Controller Finance

John Coote* Cristina Tilling*

Membership Manager Membership

Head of Land Transport Department European Transport Workers’ Federation

Rossen Karavatchev*

Dean Weston

Fisheries Section Coordinator Fisheries

Maritime Admin Supervisor Global Administration Team

Steve Yandell*

Deniz Akdogan* Inland Transport Section Assistant Secretary Inland Transport

Emiliano Addisi* Deputy Regional Secretary Latin American Region

Seafarers and Inland Navigation Assistant Coordinator Seafarers and Inland Navigation

Sue Rogers Head of Administration, Land and Air Support Global Administration Team

Tyrone Murray Management and Systems Accountant Finance

14

COHORT 2 Adrian Birch

Noeline Penkert

Office of the General Secretary Admin Supervisor Global Administration Team

Payments Supervisor Finance

Sadie Saunders Chloe Strowger Agreement Project Coordinator Maritime Operations

Head of Maritime Admin Global Administration Team

Sarah Smith* Daniela Biocca* Deputy Young Transport Workers’ Officer Young Transport Workers’ Department

Human Resources Manager Human Resources

Seth Payer* Finlay McIntosh Inspectorate Coordinator Supervisor Inspectorate and Seafarers’ Support

Strategic Researcher Research

Toni (Antonia) Ryan Lavinya Harrison

Land and Air Support Supervisor Global Administration Team

Income Supervisor Finance

Louise Forde Agreements Supervisor Maritime Operations Mary Bollan Office and Communications Manager Seafarers’ Trust

15

COHORT 3 Anna Peters

Rhea Chatterjee*

Head of Languages Languages

ITF Accredited Representative to the International Maritime Organisation (IMO) Seafarers and Inland Navigation

Civil Aviation and Tourism Services Section Assistant Secretary Civil Aviation

Samantha A’Boe* Head of Systems Systems

Claire Clarke*

Sangam Tripathy*

Deputy Women Transport Workers and Gender Equality Officer Women Transport Workers’ Department

Head of ITF Delhi Asia Pacific Region

Scott McDine*

Eoin Coates*

Head of ITF Sydney Asia Pacific Region

Branko Berlan*

Head of Aviation European Transport Workers’ Federation

Erin van der Maas* Priority Programme Leader - Airports Organising Union Building

Suzanne Verberne* Global Administration Coordinator Global Administration Team

Ting Kam-Yuen* Head of ITF Hong Kong Asia Pacific Region

Katsuji Taki* Head of ITF Tokyo Asia Pacific Region * These participants will take part in the Managing Strategy module.

16

OUTLINE OF THE WORKSHOPS Programme launch event

An overview of what to expect on the programme

Managing Self Learning outcomes: • Develops own resilience • Takes ownership of their own learning and development • Challenges ways of working to encourage innovation and creativity • Role models the ITF Values • Manages time, workloads and priorities effectively • Influences senior management, affiliates and stakeholders • Develops cross-department relationships • Creates self-awareness through identifying personal patterns and unconscious biases • Develops understanding to build rapport, relationships and an inclusive culture at the ITF

Team Resilience Learning outcomes: • Has an increase in knowledge about positive mental health, common mental health problems, and mental ill-health • Feels confident about talking to and supporting colleagues who are experiencing any or all of the above • Has the ability to apply the five-stage model of communication in challenging situations with colleagues who are experiencing mental health issues • Feels confident about referring colleagues to all the supportive resources at the ITF • Has the ability to challenge the stigma of mental illness and to encourage a culture of positive mental health attitudes and behaviour • Recognises the importance of self-care for managers and positive role-modelling

17

Managing People Learning outcomes: • Empowers and trusts individuals and teams to deliver • Recognises and supports the potential of team members • Provides constructive and timely feedback • Manages conflict effectively • Delegates tasks and responsibilities effectively • R ecognises motivating and demotivating factors to manage team and individual performance • Develops team resilience and promotes team wellbeing • Understands and implements the ITF’s policies when managing staff

Managing Resources Learning outcomes: • Understands financial data and how to create and manage an ITF budget • Writes effective job descriptions • Interviews potential new starters effectively • Understands the basics of employment law • U nderstands the impact of equality legislation in aspects of recruitment and selection

Managing Strategy Learning outcomes: • Develops a strategic vision with clear outcomes • D efines the relationship between leadership plans and intentions, and actions • M akes the most out of the resources to hand to achieve positive outcomes • Collaborates effectively with external organisations • Solves problems creatively • Creates a plan to evaluate strategic success

18

Managing through Coaching Learning outcomes: • Defines coaching and differentiates it from other developmental approaches • E xplains when coaching is useful and what benefits it brings to the employee, the manager and the organisation • Employs the essential coaching skills as part of managerial skill set • Applies the GROW model to structure and focus coaching conversations • Practices coaching in a remote environment

Managing Change Learning outcomes: • Supports team members through the change • Enables others to feel included in the change process • Plans and reviews change using the ITF’s change model • Adapts their management role to ensure the successful realisation of change

Programme closing event A culmination of all the skills and action planning to embed them.

19

BLENDED LEARNING Coaching Coaching is an intensive two-way partnership where one person, the coach, supports the other person, the coachee, in planning and achieving work and developmental goals. It provides a space to think and work things out and is an integral part of getting the best out of people and encouraging employee well-being. It is a process, not a one-off event, and requires ongoing commitment from both parties to make it work.

The programme will be an opportunity for you to receive some coaching and explore any challenges you have as a manager/team leader. For example, you may have particular challenges as a manager that you would like to explore: it could be about your management style; difficult team relationships; managing upwards or managing change.

Have the space to think through work issues and the benefit of an impartial, non-judging individual to question you, give you the opportunity to broaden your thinking and find your own solutions.

A coach will: • Support you in setting appropriate goals and methods of assessing progress in relation to these goals • Observe, listen and ask questions to understand your situation • Use questioning techniques to facilitate your own thought processes in order to identify your own solutions and actions rather than taking a directive approach. They will not tell you what to do • Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist you in making real, lasting change • Maintain unconditional positive regard for you as the client, which means that the coach is at all times supportive and non-judgemental of you, your views, lifestyle and aspirations. At the same time challenging you to view things from a range of angles

20

What is your commitment?

• You will receive up to three, one-hour sessions of coaching. You will be responsible for organising the coaching sessions and, in order to ensure that you are able to complete all of the sessions, you are advised to arrange these with your coach at the outset.

• Ideally your meetings should be face to face either physically or virtually. Where it is not possible to meet, you can arrange to have telephone coaching although this should be arranged in an environment where you are not going to be disturbed.

Who will be your coach?

You will have the opportunity to choose from a list of potential coaches at the start of the programme. Please see the list of coaches here.

Confidentiality It is important for the success of the coaching that you feel comfortable to discuss openly with your coach any challenges or concerns you may have. These sessions will be confidential between the two parties, and the responsibilities of both parties are clearly defined in advance.

21

Action Learning Sets Action Learning Sets are a structured method enabling small groups to address complicated issues by meeting regularly and working collectively. This tool is especially geared to learning and personal development at the professional and managerial levels.

Once the set is formed, generally time is shared within the set so that each participant is, for part of the time, the focus of attention. During their timeslot, that person’s issue is worked on by the whole group and they are in control of what happens.

Set members primarily learn from each other while exploring each person’s problem.

The first sets you take part in will be facilitated by LEVELheaded, but future sessions should be facilitated within the group.

Non-classroom learning With this programme, its success comes from everyone’s commitment to keeping the learning and experience alive outside the ‘classroom’ learning. The above are examples of how it will be done.

All attendees will be given electronic copies of the training material. A space has been created on Unity to allow you to download and view supporting information as well as discuss with other participants on the programme.

Additionally, delegates will be asked to: • complete short reflective tasks prior to and following classroom modules; • complete actions related to the learning back in the workplace; and • report back about their experiences to the group at the next workshop.

22

INTERNATIONAL TRANSPORT WORKERS’ FEDERATION 49 - 60 Borough Road London SE1 1DR +44 (0)20 7403 2733 itfglobal.org /ITFglobal @ITFglobalunion