Leadership & Managing People (2) Flashcards
How did you define Cornerstone’s brief on the business transformation and modernisation of property services?
I defined the brief through stakeholder consultations and analysis of current property services performance and data, both indicated a need for change. Faced a decency cliff edge according to property data and decent homes standards.
How did you define and agree on the key performance indicators?
Collaborative discussions with stakeholders and comparison with Housemark/ STAR data the social housing sector global performance benchmarking system for comparative data. Some targets required legal compliance meaning compliance was statutory. Risk appetite of the board also influenced KPIs.
Why is it important to be clear and to seek clarity on the client’s brief?
Clarity ensures alignment on expectations and reduces the risk of misunderstandings.
What is the impact of a poor brief?
A poor brief can lead to misaligned objectives, wasted resources, and project failure.
What are the cost implications?
Cost implications include potential overruns and impact on other services. They increase risk of lending covenants being broken and reduced confidence among peers.
What did you do to assess risk?
Risk assessment to identify potential issues, stress testing to understand impacts and regular performance management of contracts and budgets to ensure success.
Did you create a risk register?
Yes, a risk register was created to document and monitor identified risks. It included such things as, financial risk from inflation, people risk from recruitment and retention, Health and Safety and outside influence such as cyber or criminal attack.
What is the ‘Quick Start Guide to Property Management’?
It provides a structured approach to managing public sector property assets efficiently whilst aligning strategy with corporate goals. For example for Cornerstone that meant providing great business and a great place to work. I advised on adopting these principles to ensure professionalism in the activities we conducted.
What is TUPE?
TUPE, which stands for the Transfer of Undertakings (Protection of Employment) Regulations 2006, protects employees’ rights when a business or part of a business transfers to a new employer or when a service is transferred to a new provider.
What is leadership?
Leadership is the ability to guide, influence, and inspire individuals or teams.
What is motivation?
Motivation is the process that initiates, guides, and maintains goal-oriented behaviors.
What is a leadership style?
A leadership style is the manner in which a leader directs, motivates, and manages a team.
What is a motivation style?
A motivation style refers to the approach a leader uses to inspire and engage team members.
Give me an example of a leadership technique?
One example is setting clear goals and expectations for team members.
Give me an example of a motivation technique.
Providing regular feedback and recognition to team members for their contributions.
What are the characteristics of a leader?
Characteristics include vision, integrity, empathy, and decisiveness.
What is good leadership behaviour?
Good leadership behaviour involves effective communication, accountability, and support for team members.
Why is effective organisation design important?
Effective organisation design enhances efficiency, clarity of roles, and overall performance.
What do you think are a key component of a good communication strategy?
A key component is ensuring messages are clear, consistent, and tailored to the audience.
What is communication theory?
Communication theory studies how information is conveyed and understood between individuals, these theories explore the basic elements and forms of communication, ranging from interpersonal conversations to mass media messaging.
Describe a high-performing team?
A high-performing team is characterized by trust, collaboration, and a shared commitment to goals.
How did you mentor managers?
Mentored managers through regular coaching sessions and providing constructive feedback, 121s, shadowing and training.
How did you communicate Cornerstone’s requirements with your team?
Communicated requirements through meetings, written documentation, and ongoing discussions tailored to my audience including advice on the need for change, presenting business information in plain english terms to support the change.
What did you do to manage TUPE implications?
TUPE was not a requirement of the project but some redundancy did take place. These were ring-fenced to certain trades that were no longer required. Full and fair consultation took place, advice was sought from our HR partners to ensure compliance.
