Delivery partnership to provide apprenticeships

Leadership Management International (LMI) UK has entered into a delivery partnership with Nescot College to help train and develop the next generation of managers and leaders.Nescot college

The delivery partnership will provide companies looking to invest their apprenticeship levy, with two new Government approved, specialist apprenticeship alternatives, both of which will develop the existing skills of employees.

The apprenticeship levy currently obliges employers with annual paybills over £3 million to pay 0.5% of their bill into an apprenticeship fund, with contributions made each month, which can then be reinvested into staff training via approved apprenticeships.

However, for those employers struggling to find relevant programmes and qualifications to invest their money before the 24-month deadline, there is an urgency to invest apprenticeship levy funds into programmes that deliver tangible benefits for the business and the individual.

To give businesses more options on how to invest their levy, LMI-UK and Nescot College have combined their expertise to develop two new specialist courses that meet current apprenticeship standards.

The new Level 3 Team Leader/Supervisor and Level 5 Operations/Department Manager courses will now be made available to organisations looking to invest their funding and upskill their existing workforce.

Nick and the team at LMI-UK, will deliver courses that allow organisations to invest their funding effectively, whilst developing their people and driving productivity improvements.

The Level 3 Team Leader/Supervisor apprenticeship costs £5000 and runs over 18 months, whilst the Level 5 Operations/Department Manager programme costs £9000 and takes 24 months to complete.

The development is expected to nurture several new relationships between LMI-UK, Nescot College and organisations determined to make the most of the Government’s apprenticeship levy.

Director accepts leadership challenge

Nick Howes, Director at LMI, said: “The attraction of the delivery partnership is that it will ultimately benefit everyone involved. I believe that is why we have been successful in developing these two new courses for the College, which can see the long-term benefits.

“These two new apprenticeships encapsulate the very idea of a modern apprenticeship; we’re offering new skills that can only enhance the careers of all those completing the courses; there is no age limit too, which will help organisations plan their future leadership needs.

“Combining our experience of developing and delivering management and leadership training programmes, with Nescot College’s award-winning track-record of apprenticeship delivery, we have created two unique programmes that will give employees the skills and perhaps more importantly the confidence to become the leaders they and their employers need them to be.

Nescot College’s view

James Jennings, Head of Apprenticeships at Nescot College, said: “A lot of time and effort has been invested in the development of these new courses and to see them as finished products has made it all worthwhile.

“Already organisations are showing a great deal of interest. The first of these new programmes has been launched successfully with a prestigious global industry association having 25 of its people begin the Level 5 Operations/Department Manager apprenticeship.

“It is our aim to ensure apprenticeships are relevant to modern organisations and strengthen their workforce with additional skills; strong businesses create opportunities for employment.

“We spent time with Nick and the team at LMI-UK carefully planning the content of the courses and pinpointing areas for training and development based on employers’ requirements, and I believe the new courses will be extremely effective in helping develop people to their full potential.

“I expect the delivery partnership to be a great success and I’m confident that it will open up collaboration opportunities with other businesses in the future.”

High performance teams

How does your team perform? How do you rate it on a scale of 1 to 10 where 1 is poor and 10 excellent? Is it massively successful constantly delivering way past all expectations? Is it full of positively minded people working together to achieve challenging business goals? Is it autonomous, responding effectively to challenges and opportunities large and small?

If the answer to these questions is “yes”, congratulations, you can score a 10 and don’t need to read any more of this article. In fact, as you are likely to have plenty of time for high yield activities, give me a call to discuss how your team got there.
Sadly, this isn’t the case for most of us. Your team may not be a “10” but I doubt if it’s a “1” either. Hopefully you are somewhere on the path and have the right attitudes, values and approach develop your team into a “10”.

Empowerment is a key ingredient to the high performing team

If your team feels undervalued, lacking in authority and capability, frightened to make the slightest mistake it’s unlikely to be hitting the high notes. Perhaps there are some individuals that show real potential but others are negative and unproductive?
Are you creating the right conditions for success? Does the team have a clear understanding of what is required of them? Have you a vision of what success looks like? Are the goals you have set, or been set, shared and meaningful to all team members?

motivation needs more than just money


Reward and fear motivation is common in business today. A common example is rewarding success with a bag of money and punishing failure with the sack. The trouble is we get used to this, we need more and more money to get the same level of motivation and become resilient to threats of the sack.

Internal motivation is far more lasting and effective

It needs more work, it needs you to really understand your people and what drives them. If you know this and use personal, meaningful goals your team will self-motivate. If you have linked their personal, meaningful goals to team and company goals you are well on the way to a successful team.

The whole team is raring to go, but have they the capability to execute? Are team members allowed to make decisions? Have you delegated effectively packaging the task with the necessary authority and resources? Effective delegation is important to team success and team growth. It is a wonderful growth tool for teams and individuals. It does, however need certain attitudes and process to succeed.

Flexibility is a good starting point. The way you do a task may not be the way a team member does. They can be innovative and bring unexpectedly good results given the opportunity. It’s worth letting people test out new ideas. Sometimes different is really good, just think of Amazon and Facebook.

How self-confident are you? Enough to release authority and responsibility to team members? Enough to heap praise publicly when they bring success? Lack of self-confidence and micromanagement are the enemy of productivity. Conquer them and you will become an indispensable profit and productivity generator both for yourself and your company.

a women with focus and vision


Focus on results don’t strive for perfection

Perfect is no friend of productivity. Set standards that are right for the job and always be mindful of the Pareto principle. 80% of your results are going to come from 20% of activities. This means a lot of the work delegated will contribute relatively little to overall performance. It’s intelligent to accept less than perfect in relatively unimportant areas.

Taking credit for the work of others, not really listening to their ideas or working solo crush team morale and productivity. Some people believe effective leaders must always be in total control. They see this as the way “good bosses” should behave. Many bosses do behave this way but I question if they are good. It’s most certainly not the way a good leader behaves so, if that’s what you want to be I suggest you avoid this behaviour entirely.

Delegation develops employees into effective team members

Risk is inherent but you can balance it against the likely reward in terms of personal and team growth and overall performance. It’s also possible to limit risk by adopting a multi-level delegation process.

Tiffany is a bright, driven girl with her foot on the first rung of the marketing ladder. She is doing a great job creating very successful direct mail campaigns. She is eager for something new and looks like a good candidate for development. You have just the task and would like to delegate it to her. It’s running an event which will be a challenge for her but offers a great development opportunity.

A good first step is to her for an opinion. You might say “I’m thinking of doing things differently and wondered who you think might be able to handle this task, perhaps even you? This gives her the opportunity to express opinions but not feel forced to accept the task.

If Tiffany accepts, consider this approach. The first time the opportunity to run an event comes along you run it, let her watch you do it and ask questions. The second time let Tiffany do it with you assisting and helping out where needed. The third time she runs the event, but this time without your support unless absolutely needed, reporting at regular intervals. Subsequent times she always runs events unaided and only reports in exceptional circumstances.

one woman showing another how best to do something

working women

One seemingly small point is very important for Tiffany’s confidence and status in the team. If she performs well, make the praise loud, long and public. If she needs coaching make it supportive, private and non-judgemental.

And finally…

I hope this is look at high performance teams is useful to you and helps you build your own, but we’d welcome the opportunity to explain how we can help, so please email me for a no obligation chat. You can find more advice and interesting content at