Is there any information you need, that is missing?
"Stakeholder map
Stakeholder engagement plan
Time-management plan"
*This is subject to small changes and is taken from summer 2024 assessment
2. Lead, manage and develop individuals and teams to deliver outcomes
1.9 The importance of effective time management.
The reasons why time management is important for leaders and managers and should be embedded within their teams.
The importance of and benefits of effective time management for:
Organisations (e.g. increased productivity, effective resource/capacity usage).
Teams (e.g. ability to achieve targets).
Individuals (e.g. manageable workloads, focused approach).
The consequences and implications of ineffective time management on:
Organisations (e.g. reduced productivity, failure to meet intended targets/outputs).
Teams (e.g. failure to meet shared targets).
Individuals (e.g. failure to meet deadlines, increased stress, workload pressures).
1.10 Time management tools and techniques
Tools and techniques - 4 Ds of Delegation, Covey’s Matrix, to-do lists, digital calendar/diary planner, effective delegation skills, digital collaboration tools.
The range of time management tools and techniques which may be used.
Different models and approaches that are used to support effective time management. Their characteristics, methodologies, and when and how they are most effectively used.
The circumstances and different ways in which different time management tools and techniques may be used e.g. managing and planning their own workload, developing other team members, focusing on key tasks.
1.11 Prioritisation theories.
The different reasons why priorities change within an organisation.
The role of leaders and managers in translating organisational priorities into individual and team workloads.
The importance of balancing prioritisation and time management, including considerations of and techniques for dealing with competing priorities.
Different prioritisation theories – their principles and approach/methodology and the circumstances in which they would be used.
The impacts to the organisation, teams, and individuals of not prioritising activities.
1.10 Time management tools and techniques
Tools and techniques - 4 Ds of Delegation, Covey’s Matrix, to-do lists, digital calendar/diary planner, effective delegation skills, digital collaboration tools.
The range of time management tools and techniques which may be used.
Different models and approaches that are used to support effective time management. Their characteristics, methodologies, and when and how they are most effectively used.
The circumstances and different ways in which different time management tools and techniques may be used e.g. managing and planning their own workload, developing other team members, focusing on key tasks.
2. Lead, manage and develop individuals and teams to deliver outcomes
2.6 Manage competing priorities
Identifies the different priorities that exist within and need to be delivered by a team.
Uses prioritisation mechanisms to identify activities that need to be prioritised.
Plans team workload that balances urgent and non-urgent tasks.
Creates a schedule which allows multiple activities to be undertaken at the same time and ensures everything is completed within set-timescales.
Uses effective communication to ensure that all members of a team are aware of expectations, and what they need to do to achieve activities to agreed schedules.
2.7 Manage own time effectively through the appropriate use of time management tools and techniques.
Considers a range of time management tools and techniques to support their own time management. Recognising organisational tools and techniques that must be used in accordance with policies and procedures where appropriate.
Reflects on own personal preference when deciding which tool and technique is best for use where appropriate.
Considers and accounts for the impact on wider team members if the tool/technique is being used collaboratively or not.
2.8 Support effective organisational delivery through the identification and use of planning tools and techniques.
Planning tools and techniques – affinity diagrams, fishbone diagrams, GANTT charts, Process Decision Program Charts, interrelationship diagrams.
Assesses the different planning tools and techniques available within an organisation for completing a range of tasks.
Selects the most appropriate planning tool/technique applicable to the task/situation.
Uses a range of planning tools and techniques appropriate to the situation, with application of the use of suitable techniques to support effective organisational delivery.
3. Build relationships with colleagues, customers and stakeholders
1.27 Stakeholder maps. .
Stakeholders – internal, external, primary, secondary
The concept of stakeholder maps and how and why they are used.
How to identify all relevant internal and external stakeholders.
The importance of analysing and considering all relevant stakeholders, by perspective, impact, and influence.
The importance of mapping relationships between stakeholders and the organisation’s objectives, recognising the importance of relationships.
The best techniques for engaging with each stakeholder group.
xxx
Realistic - costs, time, return on investment, power/interest matrix.
Uses the outcomes of developed stakeholder maps for the basis of the development of stakeholder engagement plans.
Develops stakeholder engagement plans that detail the:
approach to develop stakeholder relationships
agreed approach for engaging with different stakeholder groups
expected outcomes of engagement
Develops realistic stakeholder engagement plans to reflect a range of factors that influence engagement and with the aim of developing relationships.
Reviews/adapts engagement plans based on feedback and how relationships develop, ensuring mutual benefits and wins that meet the needs of all stakeholders
3. Build relationships with colleagues, customers and stakeholders
3.1 Develop stakeholder maps.
Stakeholder - internal, external, primary, secondary
Identifies and maps relationships between stakeholders and the organisation’s objectives, recognising the importance of different stakeholder perspectives, impact, and influence.
Develops stakeholder maps that outline:
all the stakeholders in a given activity
their level of interest and engagement
their impact and influence
the best technique for engaging with each stakeholder group.
3.2 Construct detailed and realistic stakeholder engagement plans
Realistic - costs, time, return on investment, power/interest matrix.
Uses the outcomes of developed stakeholder maps for the basis of the development of stakeholder engagement plans.
Develops stakeholder engagement plans that detail the:
approach to develop stakeholder relationships
agreed approach for engaging with different stakeholder groups
expected outcomes of engagement
Develops realistic stakeholder engagement plans to reflect a range of factors that influence engagement and with the aim of developing relationships.
Reviews/adapts engagement plans based on feedback and how relationships develop, ensuring mutual benefits and wins that meet the needs of all stakeholders
3.3 Communicate with stakeholders through a variety of appropriate media.
Appropriate media - social networks, webinars, online team collaboration tools, email, team meetings, face-to-face, one-to-one, networking
Demonstrates the conventions of different forms of appropriate media, and uses them to engage effectively with consideration of:
matching the use of media to the message
timeliness
compliant data use
use of professional ethics.
Communicates with stakeholders with consideration of their preferred method of communication, and in line with stakeholder engagement plans.
3. Considers use of tone and style when communicating with stakeholders.
3.4 Communicates key message
Identifies key points to be communicated to colleagues, customers and stakeholders for a range of tasks/activities.
Develops communications to ensure key messages are delivered effectively and are understood by their intended audience.
Uses a range of methods to communicate key messages in writing, digitally and orally, including through the use of presentations.
3.6 Demonstrate active listening in discussions with colleagues and stakeholders.
Demonstrates active listening within discussions, responding appropriately and effectively to discussion points raised.
Uses active listening to support the development of relationships with colleagues and stakeholders.
3.4 Communicates key message
Identifies key points to be communicated to colleagues, customers and stakeholders for a range of tasks/activities.
Develops communications to ensure key messages are delivered effectively and are understood by their intended audience.
Uses a range of methods to communicate key messages in writing, digitally and orally, including through the use of presentations.
4. Deliver core operational tasks and plans
4.1 Develop plans to cascade strategy through the team
Identifies key elements of operational strategy to be cascaded – identifying the level and depth of information to be communicated.
Develops operational plans to communicate strategy to teams and individuals, with consideration of:
content of the plan
clarity of messaging
method of communication/dissemination.
Uses a range of different methods to communicate strategy, with consideration of the most effective method for the purpose and audience.
Confirms that key messages have been imparted and understood through use of active questioning.
3.4 Communicates key message
Identifies key points to be communicated to colleagues, customers and stakeholders for a range of tasks/activities.
Develops communications to ensure key messages are delivered effectively and are understood by their intended audience.
Uses a range of methods to communicate key messages in writing, digitally and orally, including through the use of presentations.
