Electric Mail > Power Generation > October / November 2009 > Managing the safety of electrical contractors

Name: Paul Neilson.
Role: Plant Solutions ITManager.
Assignment Team:
Embedding Station Market Performance Information in Power Generation. Our team worked on a Single Electricity Market Initiative. We developed a set of integrated processes, tools and a performance monitoring framework to support responses to Market Signals information.

What were the most important benefits of the programme?
Enhancing leadership skills and learning effective new tools for managing change.
• Taking some time out from the day job to focus on personal development.
• Obtaining a broader perspective, developing new ways of thinking and a fresh approach.
• Opportunity to network with people from every area of the Power Generation business.
What did you enjoy most?
I particularly enjoyed the open and supportive atmosphere in the group, this coupled with challenging and thoughtprovoking content made the programme a very positive experience.

Name: Eliz Stack.
Current role: Station Chemist/Environmental Coordinator.
My Assignment:
Coaching Style of Management for Middle Managers. We assessed a coaching style of management from the perspective of external companies, other business units and external coaches. We recommended that a coaching style of management could bring significant benefits to PG and to us middle managers on the ground.

What were the most important benefits of the programme?
• Working on a HR type assignment – thinking outside the box.
• Networking in a relaxed environment.
• A confidence building programme.
What did you enjoy most?
The commitment and enjoyment of the group attending – if sometimes we were a little cynicalwe contributed to the programme and had a go!



		Investing in our future The power Generation (PG) Middle Management Development Programme came to a very successful completion in May with the presentation of the final tranche of consultancy assignments. This marked the end of an 18-month initiative that had its genesis in a project completed as part of the Senior Management Ashridge Programme. This project recommended an integrated approach to management development in Power Generation and that the absence of a development programme for middle managers be addressed as a matter of priority. Two of the HR Development Team, Dave Hughes and Denis Kelly, took on the challenge of designing and delivering the programme. Ciara Whelan joined the team later and took on Dave’s mantle following his move to ESB Networks. Management Development Partners (MDP), who partnered Irish associates, was selected as the programme supplier. The Power Generation Senior Team showed great commitment to the programme, actively participating in steering group, championing the programme and contributing directly to the content. “The Power Generation Middle Manager Development Programme has been a great success,” says Executive Director Pat O’Doherty. “At a time of increasing competition in the electricity market, we need people at all levels to lead and manage change in a more challenging business environment. I was delighted with having the opportunity to open the programmes and debate business issues with the Middle Manager Group during the open forums. The Senior Managers of tomorrow will come from this cadre and the programme clearly shows me that we have a great talent pool in our Middle Mangers. I was particularly impressed by the quality and practicality of the consultancy assignments.” The objective of the programme was to provide Best Practice Management Development to 150 PG Middle Mangers with specific emphasis on: Improved business and commercial knowledge. Leadership and self-awareness Change management. Leading others through change. Networking and crossfunctional team working. The programme introduced a numbers of firsts for manager development in ESB including: A customised 360 based on the PG competencies was developed and undertaken by all participants. PG-specific case studies were produced and delivered by PG mangers to support the course materials. More than 30% of the programme content was developed and delivered by PG and ESB Managers. Extensive use was made of Myers-Briggs Type Indicator (MBTI) personality testing, not only to raise self-awareness but also to assign managers to consultancy teams that provided a challenging learning environment. Consultancy assignments were used instead of projects to emphasis the importance of this skill set and to encourage innovative solutions. The pilot programmes kicked off in June 2008 and following the summer break the programme was rolled out in earnest from September 2008 to May 2009. The 150 managers were divided into six groups. Each group undertook pre-programme work, three modules, a consultancy assignment and a presentation of their work to their peers and the PG senior team. Feedback from the programme was very positive and the quality of the 24 consultancy assignments was excellent. To date almost half the assignments have been used either by being selected for implementation, included in other initiatives or factored into the Power Generation business strategy.		Name: Paul Neilson. Role: Plant Solutions ITManager. Assignment Team: Embedding Station Market Performance Information in Power Generation. Our team worked on a Single Electricity Market Initiative. We developed a set of integrated processes, tools and a performance monitoring framework to support responses to Market Signals information. What were the most important benefits of the programme? Enhancing leadership skills and learning effective new tools for managing change. • Taking some time out from the day job to focus on personal development. • Obtaining a broader perspective, developing new ways of thinking and a fresh approach. • Opportunity to network with people from every area of the Power Generation business. What did you enjoy most? I particularly enjoyed the open and supportive atmosphere in the group, this coupled with challenging and thoughtprovoking content made the programme a very positive experience. Name: Eliz Stack. Current role: Station Chemist/Environmental Coordinator. My Assignment: Coaching Style of Management for Middle Managers. We assessed a coaching style of management from the perspective of external companies, other business units and external coaches. We recommended that a coaching style of management could bring significant benefits to PG and to us middle managers on the ground. What were the most important benefits of the programme? • Working on a HR type assignment – thinking outside the box. • Networking in a relaxed environment. • A confidence building programme. What did you enjoy most? The commitment and enjoyment of the group attending – if sometimes we were a little cynicalwe contributed to the programme and had a go!