Not just neat theories- upgrade your talent to the latest version with the Advanced Management Practice programme
Practice makes perfect
With such a vast choice of options, choosing the right personal development experience can be tough. At Henley we have created a tailored experience for senior managers that aligns to specific individual and organisation objectives. Take a moment and let us explain why Advanced Management Practice (AMP) might be the right choice for you.
When programme director Margaret de Lattre was asked to sum up the difference between the Henley AMP and those offered previously – and elsewhere – she was succinct and clear: ‘it’s called Advanced Management Practice, not the Advanced Management Programme, because it’s all about the reality of being a senior manager today, not just the neat theory.
‘The insights and tools we use during and after the programme help participants perform at their best, even in today’s complex and uncertain world,’ she adds.
The programme – which consists of two, week-long modules – is also designed to get these insights and tools to stick. The delegates and their sponsoring organisations agree their learning goals with the Henley programme director through an investigative conversation ahead of the first formal week, paving the way for a more personalised, tailored programme.
Delegates also get significant support to ensure they apply the ideas developed during the programme and continue to learn way beyond the final formal module.
A single programme, tailored to every individual delegate
The AMP is aimed at senior managers who are stepping up from leading functions or individual business units to take on general management or board-level roles across an organisation.
‘Participants come from a wide range of sectors and geographies, from small firms to large, state-run enterprises, with differing types of experience,’ Margaret says. ‘So while we have lots of expertise in the room to work with, participants have very varied requirements. The Henley AMP is designed to be meaningful for and to make a difference to this diverse range of participants and for them in turn to make a difference to their organisations.’
The first module addresses the individual delegates themselves and the way they work with their people – developing teams, performance, strategies and engagement with change.
‘Participants are encouraged to contribute their own stories and work through their own challenges to make strong connections between the theory and their reality. And with the help of a coach and various psychometric instruments, they start to understand their impact on the people and organisation around them, and to develop ideas to deliver the impact they want to have. The delegates always seem to particularly enjoy the session with actors, when they can rehearse some of the more challenging conversations they may need to have on returning to work.’
The programme is tailored to suit each individual’s needs for a more rounded understanding of different business functions – critical for any general manager or functioning board.
‘Traditional AMP programmes are often like a mini MBA, covering finance, marketing, operations, strategy and a range of other subjects,’ says Mike Davis, Head of Henley’s Open Programmes.
‘On the Henley AMP, we cover the important technical subjects, but we have made them electives. So if you already have finance as a major aspect of your role, you can choose to attend a session on something that is new to you instead. This element of choice in what to study is also important for getting the learning to stick and making its application so effective.’
Addressing real organisational challenges – applying the learning
Everyone on the programme is paired with a ‘learning buddy’ – someone from their own organisation or a related sector or background – and each morning, they reflect on how the subjects from the previous day might make an impact on their organisation. The programme director and coach will regularly check in with each participant about progress against their specific learning goals and all of these activities continue between and after the formal modules, to ensure that the learning is sustained and becomes a habit. Some participants are still meeting with their buddy and action learning set a year or more later.
‘From my background in custom programmes,’ Margaret comments, ‘I’m acutely aware of how important it is to get support from within your organisation after attending a programme if you are going to start to do things differently. Our AMP participants nominate an internal sponsor, who is briefed and supported by the Henley team, to encourage the participant to experiment with new things they have learned and not to give up if they don’t quite work as planned.’
In the second module, participants explore organisations and how they work (or don’t!) as a connected and aligned system. The highlight of this module is a field visit to analyse an organisation’s system in practice, identifying any misalignments and making recommendations to the senior managers about actions to take. ‘This day is great fun, which in itself helps the learning to stick, but it is also of immense value to everyone; being able to understand the big picture quickly is such an important skill for general managers.’
The final touches
According to the feedback, aspects such as building resilience and working on personal impact and presentation skills, as well as a visit to the legendary Leander rowing club in Henley-on-Thames to meet elite athletes, add hugely to the tapestry, ensuring that the delegates who have challenged themselves to take on the programme come away more rounded, more agile and more relevant to today’s business environment.
‘The quality of the teaching was exceptional, and with every session, I could immediately see exactly how I could apply the lessons in my day-to-day role.’
Rhodri Lewis, Head of Legal Affairs, Welsh Rugby Union
To see more feedback, and to find out more about Henley’s AMP programme, visit: www.henley.ac.uk/amp