Equipping Managers with the resilience to navigate change

Equipping Managers with the resilience to navigate change
Promoted by Equipping Managers with the resilience to navigate change

Faced with a changing landscape and rapid growth in demand and resources, Macmillan Cancer Support sought to equip middle managers with the influencing skills and personal resilience to deliver change and ensure operational excellence.

Tiphaine Desreumaux, Learning and Organisational Development Adviser for Macmillan Cancer Support, explains, “In response to a changing landscape, Macmillan has more than doubled in size over the last five years. Organisational performance continues to be strong, but increasing demand for our support has led to a requirement for additional resources, new ways of working and organisational change.”

She continues, “Our growth has resulted in larger teams and departments and more ambitious plans, placing greater pressure on middle managers from business leaders and frontline care teams. Middle management deliver our frontline operations, they make things happen and are essential to service delivery. Equipping them to deal with organisational challenges and change is critical.”

Macmillan offers a wide range of blended learning and development opportunities for staff at all levels. Roffey Park worked closely with Macmillan to create the Personal Mastery and Strategic Influencing Programme, designed to enhance the effectiveness and resilience of middle managers.

Desreumaux explains, “The programme helps managers to build personal resilience, strengthen relationships and increase confidence when having challenging conversations. Ultimately, managers become more agile, adopting a mindset that enables them to flex and adapt their behaviours and influence people across different situations and audiences.”

Participants clearly value the impact the programme makes to personal effectiveness:

  • 90% of participants are very satisfied with the programme.
  • 84% feel the programme will significantly improve their performance in the workplace.
  • 92% describe the programme as highly challenging and supportive.

 

The longer-term impact on middle manager effectiveness is also clear:

  • 95% of participants state that the programme mostly, completely or exceeded their learning goals for the programme
  • 84% report that the programme has had a significant or transformational impact on their personal resilience
  • 89 % feel the programme has helped them in their role to a significant or transformational extent
  • Almost one quarter (22%) of participants have subsequently been promoted to a more senior role

 

Desreumaux adds, “Attending the programme also helps our people to connect with others across the organisation and share learning, experiences and create internal support networks. “There aren’t many organisations that run such a comprehensive personal influence and resilience programme for managers. We feel the investment is justified in terms of business impact and return on investment, at a critical time in our journey,” concludes Desreumaux.

“Personal influence and resilience are key to Macmillan people, helping them to exert influence and gain buy-in from stakeholders and partners from within and outside of the organisation and, ultimately, help to fulfill Macmillan’s purpose and legacy,” she says.

Full case study available at www.roffeypark.com

 

Melissa Green, Business Development Manager, Roffey Park


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