Peace Operations Training Institute’s Post

In case you missed it... 📣 Human Skills and Behaviours Report The findings presented in the report focus on human skills, transferable skills, including those needed to transition from sea to shore, leadership skills and how training and technology can assist in transferring these into widespread maritime education alongside promoting diversity and inclusion. Key messages to take from this research: 1. Rapid Developments 📈 2. Human Skills 👷♂️ 3. Raising Awareness 🤝 Download the report now: https://zurl.co/bymq

Obligatory train selfie because I am off to Birmingham! Today I am teaching the final day of the inaugural FLIP* course. We’re looking at how to be weird and wonderful, or nice and normal, or odd and outspoken, or quiet and polite, and be a respected and influential leader. Spoilers: We’re covering… 📕 Why cookie cutter leadership is BS and who profits from this myth. 📕 Why being adaptable trumps trying to tick the authenticity box. 📕 How to spot and sidestep self-defeating behaviours in yourself and others. 📕 How to use office politics for the collective good, not just (but also) personal gain. If this sounds like the kind of course you would be into, slide into my DMs for more. * female leaders in procurement innit

The weaknesses of UK government capacity are shown every week by inquiries into big failures (Grenfell, COVID, Horizon) as well as a host of smaller failures. Here I suggest why and how to rebuild the UK public service skills system. The new government talks a lot about fixing the foundations. This is one of the vital foundations that needs to be fixed. In the paper I show how this could be done with a new College of Public Service Leadership, networked across the UK, mixing face to face and online, and with a curriculum fitted to the big challenges of the 2020s. Busy ministers may not see this as a priority - but addressing it is vital if they want to achieve results over the next few years. bit.ly/4gtocpV

📣 Maritime Skills Commission has launched their Human Skills and Behaviours Report The findings presented in the report focus on human skills, transferable skills, including those needed to transition from sea to shore, leadership skills and how training and technology can assist in transferring these into widespread maritime education alongside promoting diversity and inclusion. Key messages to take from this research: 1. Rapid Developments 📈 2. Human Skills 👷♂️ 3. Raising Awareness 🤝 Download the report now: https://lnkd.in/eN2K4_ee Karen Waltham Kate Pike Karen Passman

Hope to read this tome one day. For now, I flipped to the final sentence of the book, which instructively summarises the fate of Modern Singapore, especially as we enter a new period of leadership. “Often described by its leaders as an "artificial" or "unnatural" nation, whose only natural resource is its people and their skills, modern Singapore is a city state that can never relax in its adaptability to change.”

Collaboration will be an issue for as long as senior public servants are held formally accountable for what happens in their (siloed) department, rather than meaningful outcomes (which usually involve contributions from a number of departments). Relying on good-will works only to a point. Want to really incentivise collaboration? Fund outcomes, not just departments. #outcomesbasedbudgeting

Well worth having a look at our revised and refreshed ITP Code of Good Governance in light of the extra requirements set out in the new ESFA Financial Handbook for ITPs.

My colleague Wout Van Impe met with GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs to talk about the importance of diversity and inclusion and to give a stepwise guide on how organisations can implement this in their selection and recruitment procedures. "We could state that there is an academic consensus on the fact that diversity is a key ingredient for better quality of governance decision-making. Furthermore, a large body of academic literature finds a positive relation between increasing inclusivity on Boards and Executive Committees and organizational effectiveness. We observe that inclusive and diverse boards and management teams perform better. Collaboration, innovation, improved decision-making, and better stakeholder engagement are all fostered by a diverse composition.  We must also keep in mind that diversity is important, but not sufficient. To enhance team performance, it often comes down to inclusion. Nonetheless, in Belgian practice we see that diversity and inclusive leadership are maybe still undervalued in the Boardroom. Some organisations definitely have a ‘diversity problem’.  This brings us to Wout Van Impe, partner & Team Director MU Belgium, for a conversation about both technical and strategic issues on how to enhance the diversity and inclusivity of board and leadership teams." Read the full article here: https://lnkd.in/dHjzK9C2

My colleague Wout Van Impe met with GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs to talk about the importance of diversity and inclusion and to give a stepwise guide on how organisations can implement this in their selection and recruitment procedures. "We could state that there is an academic consensus on the fact that diversity is a key ingredient for better quality of governance decision-making. Furthermore, a large body of academic literature finds a positive relation between increasing inclusivity on Boards and Executive Committees and organizational effectiveness. We observe that inclusive and diverse boards and management teams perform better. Collaboration, innovation, improved decision-making, and better stakeholder engagement are all fostered by a diverse composition.  We must also keep in mind that diversity is important, but not sufficient. To enhance team performance, it often comes down to inclusion. Nonetheless, in Belgian practice we see that diversity and inclusive leadership are maybe still undervalued in the Boardroom. Some organisations definitely have a ‘diversity problem’.  This brings us to Wout Van Impe, partner & Team Director MU Belgium, for a conversation about both technical and strategic issues on how to enhance the diversity and inclusivity of board and leadership teams." Read the full article here: https://lnkd.in/dV8VA4Ve

Are you interested in understanding a mission leader's role in security sector reform and governance? Enrol in our newest course, Security Sector Reform & Governance: Leadership Engagement. Based on the United Nations "CROSSROADS" guidance module on this topic, the course provides an overview of the basic principles underscoring the United Nations' approach to security sector reform and governance (SSR&G). This executive-level training explains the role of mission leadership in building the foundations for peace, development, and human rights through SSR&G. Coherent "One-United Nations" support of national leaders is outlined through strategies and recommendations which emphasize the value of strengthening security sector governance. Finally, indicators facilitate senior leadership's self-reflection to measure progress and better prioritize SSR&G outcomes. Begin learning today: https://lnkd.in/eWFPtuWs