Leadership Capabilities

The Leadership Capabilities document (see Appendix 1) describes leadership expectations and provides guidance and support for a person’s leadership development across their career. The industry will allocate resources strategically to support people on their dairy leadership development journey.

The leadership expectations recognise that everyone is or can become a leader through leading self, leading with others or leading the community and industry. The capabilities describe:

  • Leading self through understanding oneself, knowing one’s impact on others, taking personal responsibility, leading by example and having an open mind.
  • Leading with others by engaging, supporting, developing and empowering others, collaborating and working together, building resilience and embracing diversity.
  • Business, community and industry leadership which includes holistic thinking, innovation and adaptability, embracing and leading change, managing ambiguity and uncertainty and advocacy and communicating with influence.

The capabilities can be used by dairy industry people to identify their leadership learning needs or personal objectives at different stages of their career. People will be guided in identifying their personal and professional goals, and can be readily connected with learning experiences that support them to achieve their goals.

The leadership capabilities also support the identification of other learning and capability development offerings that address future workforce capability gaps and human capital shortages.

The leadership capabilities will be owned by the industry, and updates to them will be made in consultation with all sectors of the industry. All industry leadership learning and capability development initiatives will be mapped to the Leadership Capabilities to ensure every learning experience is relevant to current and future workforce needs.

Monitoring and Evaluation

The Dairy Industry Leadership Strategy provides a clear direction and pathway for transforming the perception, practice and development of leadership. It contains a tangible set of goals that will guide our investment and alignment of effort in developing leadership capability across the dairy value chain.

It will be critical that we understand and evaluate how our collective and individual leadership development interventions support the achievement of the Strategy’s goals and how the Strategy itself contributes to the achievement of the Australian Dairy Plan goals.

To achieve this, the Dairy Leadership Strategy will include an Evaluation Framework to guide the evaluation of the progress of its various leadership development efforts at the initiative, goal and strategy level.

Key success measures

Key success measures will be identified and used to evaluate the progress of the Leadership Strategy. They will clearly articulate and provide insight into what the industry needs to measure and achieve to reach the Leadership Strategy goals. Common attributes will include the Measure, Target, Data Source and Tracking Frequency.

Progress and impact assessment

The Dairy Industry Leadership Strategy will use a multi-dimensional approach to collecting data on the impact of leadership learning and development initiatives built around Kirkpatrick’s Model. For each leadership development initiative, this approach will assess:

i. Reactions – evaluating how satisfied and engaged participants are with the leadership development initiative, and how relevant they feel it is to their roles.

ii. Learning – measuring how well participants were able to learn based on knowledge, skill, behaviours, mindset, confidence, and commitment gained.

iii. Behaviour/Learning transfer – evaluating the practical side of the leadership development initiative; examining how well participants are able to apply what they have learnt back in their jobs.

iv. Business/industry impact – examining how well, over time, a single or combined set of leadership development initiatives contribute to team, business, community or industry performance.

This approach will enable capturing both “Lessons Learnt” (what works and doesn’t) and the “Return on Investment” (evidence of leadership development initiatives having a positive impact).

Governance and Reporting

A Dairy Industry Leadership Steering Committee will be established under the auspices of the Dairy Industry People Development Council to provide a mechanism for on-going oversight and accountability. The Steering Committee will have oversight of the strategy implementation, progress monitoring, evaluation and reporting.

The Steering Committee will contribute regular reports to the Australian Dairy Plan Committee through DIPDC as part of the ADP’s accounting to all industry stakeholders.

The Dairy Industry Leadership Strategy Steering Committee will provide a point for coordination of initiative developments, delivery and progress evaluation, together with advice to the DIPDC on the Strategy’s progress and future directions.

Dairy Australia and Gardiner Dairy Foundation are the two largest industry service organisations investing in industry leadership development. Dairy Australia, with support from Gardiner Foundation, will provide administrative and operational support for the activities of the Steering Committee.


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