Page 1 - VOICE January 2014

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Voice
Issue 20
January 2014
Interview with Aongus McGrane
Part 2
Interview with Aongus McGrane Part
2.
John continues his interview with
Aongus McGrane - Head of Learning
and Organisational Development for
NHS Blood and Transplant
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CONTENTS
Developing Inspirational Leaders
John
You make a really good point there. Often organisations
have people in senior leadership positions who actually,
probably through no fault of their own, don’t have any
leadership training and if the senior teams aren’t pre-
pared to look at themselves and develop their skills first
then the reality is that the rest of the organisation is not
likely to take it on board.
John Frost continues his interview with Aongus
McGrane, Head of Learning & Organisational Develop-
ment NHS Blood and Transplant. Part 1 can be found
in our November 2013 issue :
John
In part 1 of the interview you spoke about some of the
pragmatic actions you’ve taken to bring values to life; are
there any other actions you take?
Aongus
Another thing we did was identify the gaps within senior
leadership. It was clear a number of people were in senior
positions without any formal leadership development.
These are some of the biggest
brains in the country and experts in
their area but they hadn’t had for-
mal leadership development. So,
one of the first things we did was
run a senior leadership programme
for three years and we used a num-
ber of Executives and OD special-
ist’s to run assessments which we
used as a gateway process to this
leadership programme. Individuals
could use the feedback from these assessment centres
and then, if they didn’t get a place on the leadership pro-
gramme, they could go and improve on their skills and
apply again. Those that did get a place did a thirty day
programme over a year which included residential weeks
away, action learning and coaching mentoring. The pro-
gramme was accredited by Manchester Metropolitan Uni-
versity last year as well, so those who have completed the
programme receive credit towards a Masters.
Often organisations have people in
senior leadership positions who
actually, probably through no fault
of their own, don’t have any
leadership training. ”