Leadership development

A sample of leadership development programs during the past 10 years is below:​

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• Design of the Treasury Managers' Development Program to uplift management capability and support improved organisational capacity to deliver on key priorities. Multi-modal incorporating facilitated workshops, in-house expert presenters,  on-line modules, work-based projects and small group coaching, the program has been attended by 4 cohorts (approx. 100 managers).

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• Manage4Improvement program for clinician leaders in Queensland Health.  Work involved design in collaboration with the client and delivery for nine cohorts (approx  300 participants).

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• Leadership program for supervisors at University of Queensland (nine cohorts - 2014-2019).

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• Melbourne Business School Inspiring Health Leaders Program 2015: (as a MBS associate consultant). Design and co-facilitation for this 5-day residential program which attracted participants from various healthcare sectors throughout Australia and received very positive evaluation.

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• Medical Leadership In Action Program run for seven cohorts of medical leaders (mostly consultant level) for Queensland Health .

 

Executive Coaching 

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Sue is an experienced executive coach and when able, she accepts limited coaching assignments for senior executive and middle management  clients.  Since 2019, other commitments presented her from  taking on new coaching clients  but prior to that, Sue worked with a limited number of leaders each year ( usually no more than 15 per year).  To provide a sense of breadth and seniority, clients from included an executive director, Rural and Remote Health Services, a University of Qld professor heading a department and a middle-level marketing manager.

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Incorporating Evaluation

 

Evaluation of leadership development is critical to ensure return on investment and alignment with organisational objectives.  Evaluation methods can, and should, be built unto the program from the beginning and Sue is experienced at knitting evaluation into the fabric of the program such that  targeted data collection occurs throughout.  Where this has not been done, retrospective evaluation can be important to assess and modify key learning processes to ensure the program is fit for purpose.

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 At Treasury,  a senior leadership development program had been in place for several years, with limited data about impact and effectiveness. Sue led a  longitudinal impact-based evaluation that assessed professional capability development for participants, organisational utilisation and  business benefits.  As a result, the program was restructured with better targeting of participants,  improved linkages to enhance transfer of learning to the workplace, the inclusion of sector-based  mentoring and a more cost effective approach.

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