I am hoping that some of you may be able to provide us with some insights into the leadership and management needs of the creative media sector…..
We are currently mid way through a research project with MTM London. The project aims to provide an analysis of current levels of provision and of learning priorities in the creative sector, enabling us to assess the extent to which current training needs are being met and identify opportunities to support L and M training.
I have outlined below what we have established to date, some of it you may know already but I would appreciate any feedback from you wise owls as to whether this is ringing any bells or if we are missing any nuances. Or let me know if you have undertaken any training / mentoring in L&M which has really hit the mark (we have captured about 60 initiatives so far but some may have slipped through the net).
The story so far…
1. There is a strong consensus across the industry that effective leadership and management provision to the creative sectors is likely to involve a combination of generic, sector-wide and sub-sector-specific programmes.
2. In addition, effective leadership and management provision needs to be tailored to the experience of the learner and (to a degree) the size of the learner’s company:
a. Less experienced attendees are likely to benefit most from courses focused on basic business and financial skills
b. More experienced attendees (owner / CEO level) are likely to benefit most from courses focused on developing strategic skills – such as business planning and managing change and growth
c. Additionally, training priorities tend to vary by company size – for example SME needs are likely to be more focused on people management and basic business skills, whereas larger organisations are more in need of training focused on new business models and IP
3. Importantly, there was broad consensus that effective training provision tended to incorporate some or all of the following characteristics:
a. focus on mentoring and coaching, matching learners with leaders who have proven track records
b. active learning methods built around creative tasks
c. work-based learning, with attendees to programmes able to put training knowledge into action immediately
d. short and immersive courses that allow for the needs of time-poor leaders and managers
e. be tailored to the experience of the learner
f. be delivered through short and immersive, work-based learning programmes, or intensive coaching and mentoring programmes.
4. In general, industry participants believe that there is a lack of provision tailored to sector-wide and sub-sector needs, and that where provision exists it is hard to discover and is often marketed to companies using language that does not engage creative leaders and managers.
5. Importantly, even if provision is tailored to learner needs, there are a number of important barriers to demand including cost, lack of time, and a perception that training programmes lack credibility.
What do you think, does this sound right? I welcome your thoughts, comments and questions.
