International WaterCentre (IWC)

IWC Water Leadership Program

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The International WaterCentre (IWC) Water Leadership Program helps emerging leaders to develop the abilities they need to influence, drive change and advance challenging integrated water management projects — abilities associated with the most effective integrated water management leaders.

Designed for emerging water leaders at the project to middle management level, this program is customised for the water sector through sound research and collaboration with experienced industry practitioners.

The program focuses on helping leaders to build the leadership abilities (e.g. skills, knowledge and networks), to manage complex challenges, as well as collaborate and exert influence across organisational boundaries.

Outlined below, are program outcomes, brochure and program outline as well as 'who should enrol' section and a 15 minute self-assessment tool to help you determine your eligibility and program suitability.

Program participants gain:

  • Improved ability to strategically influence and to effectively drive change, especially in relation to challenging integrated water management projects and policies.
  • Guidance on leadership behaviours and tactics from specialist researchers and respected water industry executives.
  • New skills and tools to continue to develop as leaders over their careers.
  • Greater self-awareness and improved ability to mentor other developing leaders and staff.
  • Strengthened leadership skills that are necessary to advance to executive roles.
  • New social networks with developing and established water industry leaders.
  • Made an investment to a program which aims to generate a positive return on investment for participants’ organisations in one to two years.

Who is this program for?

Participants will have opportunities to identify and strengthen key leadership attributes (e.g. skills) that are relevant to their individual work context. So, while the program has been designed in Australia, it will also benefit water practitioners from overseas.

Project and middle managers with:

  • At least three years of experience in the water sector.
  • A strong commitment to learning and personal development.
  • A desire to complement their technical and management skills with advanced leadership capabilities.

An aspiration to improve their ability to influence stakeholders and drive change in order to deliver more integrated forms of water management.

The IWC is confident that participants who fully commit to the program’s activities will enjoy substantial benefits. This confidence is based on the nature of program’s design, the team of people delivering the program, and strongly positive outcomes from a trial program conducted in 2008/9.
Graduates from the IWC Water Leadership Program will have:

  • Improved ability to initiate and drive change, especially in relation to challenging, integrated water management projects and policies
  • Greater capacity to exercise influence in a variety of contexts in the water sector
  • Improved ability, experience and new tools to continue to develop as a leader (including an individual Leadership development Plan)
  • Greater self-awareness (a prerequisite for effective leadership)
  • Guidance on leadership behaviours and tactics from specialist researchers and respected water industry executives
  • Improved ability to mentor other developing leaders and staff
  • Greater capacity for leadership behaviours needed to move into executive roles
  • New social networks with developing and established water leaders.

Benefits to the participants’ employers

The IWC has drawn on international research to design the program so that it delivers a positive and timely ‘return on investment’ to employer organisations. In addition, employers will benefit from participants strengthening the skills needed to:

  • Initiate and drive change
  • Address complex challenges to implement more integrated and sustainable water management practices
  • Lead cross-boundary, multidisciplinary, high-performance teams
  • Exercise influence across organisational boundaries
  • Build trust and foster collaboration among colleagues and staff
  • Strategically build and use social networks
  • Use system thinking
  • Communicate effectively with a range of colleagues
  • Use ‘windows of opportunity’ to strategically drive change
  • Find and/or create venues in which to exert influence
  • Use various models of change.

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