ILM Level 3 Diploma in Leadership and Management

ILM Level 3 Diploma in Leadership and Management

Recommended Courses

HNI recommends the following additional Unit Credits to earn the required minimum of 37 credits. Those highlighted in bold are highly recommended by HNI.

ILM Unit Credits and number of days of training for each training course as indicated.

8600-308: Understanding Leadership
(2 credits, 2 days)
  • The qualities of leadership
  • The leader – roles and responsibilities
  • Differences and similarities between leadership and management, and the need for each of them
  • Range of at least three leadership models (such as trait, contingency, situational, distributive, servant oblique leader, transactional/transformational) and their significance for task performance, culture and relationships
  • Leadership behaviours and the sources of power
  • Identification, development and appropriate choice of personal leadership styles and behaviours
  • The role of trust and respect in effective team leadership
  • Supervised practice or simulation to develop the ability to apply knowledge and skills
8600-341: Leading and Motivating a Team Effectively
(2 credits, 2 days)
  • Why organisations or projects need a vision, mission and strategy and what they mean for first line leadership
  • How to develop team objectives that support overall strategy and vision
  • The importance of a team having a common sense of purpose linked to vision and strategy
  • The role that effective communication plays in conveying the overall mission of the organisation or project and how the collective work of the team members support this
  • Effective techniques for communicating vision, goals and objectives in terms of:
    • choosing effective times and places to communicate with the team and individuals
    • appropriate communication methods
    • communicating clearly and accurately
    • active listening skills
    • receiving and responding appropriately to feedback
  • The critical importance of teams and individuals being motivated and committed to their objectives
  • Alternative theories of motivation (such as Maslow’s Hierarchy, MacGregor’s Theory X and Theory Y, Herzberg’s Two Factor Theory, Vroom’s Expectancy Theory, etc.)
  • Motivational factors that are available to the leader (for example: safety and security, sense of common purpose, respect, empathy, recognition of achievement, involvement in decision making, sense of fulfilment, self-development, material rewards, sanctions, etc.)
  • An appreciation of how these factors can apply to different situations, teams and individuals
  • How to select and use appropriate motivational factors
  • Giving feedback on performance
  • Basic support needs that individuals may have and how to meet these
  • The importance of continuous development for the team and individual members

8600-326: Understanding the Communication Process in the Workplace
(2 credits, 2 days)
  • The importance of effective communication at work and the effects of poor communication
  • The stages in communication: sender – encoding – transmission – decoding – receiver
  • Possible barriers to communication and methods to overcome them
  • Ways to ensure effective communication in the workplace
  • Different types of communication including oral, written, visual, and electronic and their relative advantages and disadvantages
  • Active listening skills
  • Significance of non-verbal communication and body language
  • Techniques of face-to-face and indirect communication, and when each is appropriate
  • How to use feedback to check effectiveness of communication
  • How to assess and develop own communication skills through feedback and reflection

8600-339: Understanding Good Practice in Workplace Coaching
(3 credits, 3 days)
  • Nature and role of coaching in the workplace
  • Behaviours required by a workplace coach
  • Skills, abilities and characteristics of an effective workplace coach
  • Importance of contracting and confidentiality
  • Development goals that can be met through coaching
  • Following a process of effective coaching using a recognised model (e.g. GROW)
  • The coaching relationship, how it gives power to a coach, and the responsibilities associated with the role
  • Exploration of the coach and line manager responsibilities – differences and potential conflicts
  • Importance of equality working in a diverse workforce, nature of values and attitudes and potential for abuse (e.g. power) in the coaching process
  • Promote equality of opportunity and avoid abusing their relationship with others
  • Contracting – purpose and content
  • The importance of confidentiality in coaching practice
  • Nature, purpose and importance of coaching records (diagnostic outcomes, development goals, coaching plans, coaching sessions, progress reviews, etc.)
  • Progress monitoring methodologies and records
  • Assessment techniques and purpose (formative, summative, competence, knowledge, etc.)
  • Range and value of different learning resources and facilities available to support coaching
  • Accessing learning support services
  • Range of resources that might be used in coaching, their preparation and use
  • Layout and location of coaching environment
  • Potential hazards and risks associated with coaching environment, coach’s responsibility for ensuring a safe environment
  • Recognition of learner needs beyond coach’s competence (personal, social or psychological problems, learning difficulties or disabilities) and available support services
  • Assessment tools for understanding and exploring preferences in the workplace e.g. learning styles, VAK. Belbin, situational leadership, competency frameworks, etc.
  • Organisational information and their relevance when coaching – job descriptions, behaviours, competency frameworks
  • Concept of learning styles and a practical model for coaches to use
  • Use and interpretation of an appropriate learning needs and styles assessment tools
  • Appropriate coaching approach to use with different learning style preferences
  • Nature and purpose of, and best practice in agreeing, goals and learning outcomes
  • Personal factors which can inhibit responsiveness to coaching (e.g. previous experiences, expectations, attitudes to being coached)
  • Strategies to overcome personal barriers to coaching
  • Practical barriers to coaching in the workplace (environment, attitudes, work pressures, etc.)
  • Strategies to overcome workplace barriers to coaching

8600-300: Solving Problems and Making Decisions
(2 credits, 2 days)
  • Ways to recognise, define, investigate and analyse problems
  • Objective setting in relation to problem
  • Brainstorming, problem solving and creative thinking techniques
  • Difference between data and information
  • How to calculate and use simple averages and basic summary statistics
  • How to prepare and use grouped data and tables
  • Interpretation of charts and diagrams
  • Methods of indexing, referencing and structuring qualitative information
  • How to evaluate options
  • The importance of adequate and relevant information for effective decision-making
  • Identification of what information is relevant to specific decisions
  • Decision making techniques
  • The use of simple planning techniques- action plans, Gantt charts
  • Effective presentation of a case – i.e. providing facts and evidence, not just opinion
  • Monitoring and review techniques to evaluate outcomes of problem solving activities

8600-307: Giving Briefings and Making Presentations
(2 credits, 2 days)
  • Selection of relevant information content
  • How to plan and prepare effectively for briefings (Purpose; Audience; Content; Form)
  • The value of various methods of data presentation – tables, graphs, charts, diagrams
  • Prepare visual aids to support briefing or presentation
  • Formal and informal presentation skills including platform techniques and visual aids
  • Use of feedback to check understanding
  • How to evaluate briefings/presentations

8600-302: Planning Change in the Workplace
(2 credits, 2 days)
  • PESTLE analysis
  • Organisational SWOT analysis
  • The principles of change management
  • Methods of planning for change
  • Use of Gantt charts, network planning as tools for planning change
  • Identification of human and financial factors in the consideration of change
  • The importance of communication and involving people to facilitate effective change

8600-304: Writing for Business
(2 credits, 2 days)
  • The value of the written word in avoiding errors and providing permanent records
  • Image, structure, layout conventions including “house styles”
  • The purpose and conventions of letters, memos, reports and e-mails in use within the organisation
  • Planning for writing, including use of available information and the needs of the recipient
  • The importance of objectives and the reader
  • Report structures – to meet standard and specific requirements (ILM and/or in-company formats)
  • Incorporation of statistics and visual materials, and the use of appendices to enhance understanding
  • Effective and appropriate use of tone, language, level of formality in a range of cases
  • Supervised practice or simulation to develop the ability to apply knowledge and skills

8600-306: Understanding Customer Service Standards and Requirements
(2 credits, 2 days)
  • The value of the written word in avoiding errors and providing permanent records
  • The legal rights of customers (law of contract, sale of goods and services, trade descriptions, etc.)
  • Organisational commitments to customers (contract terms, warranties and guarantees, service standards etc.)
  • Methods of identifying customer requirements and expectations
  • Standards and benchmarks
  • Manager’s responsibilities and authority in relation to customer service
  • How to identify the internal customer chain, external customers, and potential customers
  • Methods of establishing relevant customer care standards and procedures
  • Methods to establish and maintain effective relationships with customers at all stages
  • Techniques for identifying customer needs
  • Use of planning and quality systems to monitor and fulfil customer care standards

8600-312: Understanding Conflict Management in the Workplace
(1 credit, 2 days)
  • Possible causes of internal conflict, e.g. personal versus business objectives/values
  • Causes of interpersonal friction at work, including bullying and harassment
  • The effects of conflict on performance and the individual at work
  • Stages in the development of conflict
  • The manager’s responsibility in minimising and resolving conflict, and techniques to achieve this
  • Ways to create harmony at work and engender a positive atmosphere

8600-313: Understanding Stress Management in the Workplace
(1 credit, 1 day)
  • Causes and impacts of stress at work
  • Symptoms of stress in self and in others
  • Implications of stress for workplace and non-work activities/relationships
  • Implications and effects of stress for individuals and organisations
  • Management responsibilities in relation to work-related stress
  • Simple practical stress management techniques
  • Sources of available support for stress sufferers
  • Action planning and review techniques
  • Definitions of counselling, advising and mentoring and when to use each of them to support individuals
  • Principles of counselling
  • Mentoring, and the mentoring cycle
  • Range of available counselling and support mechanisms
  • Implications of confidentiality

8600-320: Managing Workplace Projects
(2 credits, 2 days)
  • Basic project design principles
  • Simple tools for financial appraisal of projects
  • Project planning techniques (Gantt charts, Flow charts, Network planning)
  • Use of objectives and targets/milestones to monitor performance and review plans
  • Project evaluation and review techniques
  • Non-financial costs and benefits of change (social, environmental, human elements)

8600-328: Understanding Negotiation and Networking in the Workplace
(1 credit, 2 days)
  • Formal and informal negotiation
  • Negotiation strategy, tactics and behaviour
  • Non-verbal communication and social skills
  • Techniques for influencing others
  • Value systems and other barriers to acceptance
  • Conflict and its resolution to achieve a win-win situation
  • Levels of power and authority, and the impact on negotiation
  • Nature, purpose and value of networking
  • Identification of relevant networks
  • Effective networking practices and skills
  • Network and contact creation
  • Methods to establish and maintain effective professional relationships at various levels

8600-328: Understand How to Lead Effective Meetings
(2 credits, 2 days)
  • The purpose, value and types of meeting
  • How to prepare an agenda for a meeting
  • How to consult with others and prepare to contribute effectively to a meeting
  • How to identify who are the appropriate people to attend a meeting
  • How to organise a meeting (physical resources, documentation, agenda)
  • How to make an effective contribution to discussion/decision making during a meeting
  • Roles and responsibilities of the chairperson, the secretary and individuals at a meeting
  • How to ensure all meeting delegates get the opportunity to contribute
  • How to deal with ‘negative’ meeting behaviours
  • How to manage time during a meeting
  • How to ensure meeting purposes and objectives are met
  • Purposes of minutes and action plans
  • The importance of follow-up procedures after a meeting and how to use action plans

8600-330: Understanding Marketing for Managers
(1 credit, 1 day)
  • Simple definition of marketing and its relevance to the organisation
  • The idea of the Marketing Mix (product, price, place and promotion, and 7P model for services) and its relevance
  • Nature and role of market segmentation
  • Outline of market planning and its purpose
  • Sales promotion and advertising methods
  • Public and customer relations activities
  • Simple organisational SWOT analysis in the marketing context

8600-407: Understanding Financial Management
(3 credits, 3 days)
  • Financial information and its value for management and decision-making
  • Principles of Management accounting
  • Income & Expenditure Accounts (for non-profit organisations)
  • Financial measures of business/organisational performance – calculation and interpretation of Accounting Ratios
  • Cash, profit and cash flow forecasting and credit control
  • Sources of finance/funding and their characteristics
  • Range of stakeholders and their various expectations of the organisation
  • Role of the management accountant – as provider of management information
  • Performance indicators and their role in achieving objectives
  • Source documents in accounting (invoices, etc)
  • Balance Sheet, Profit & Loss Account
  • Nature and purpose of financial and non-financial budgets
  • Methods of preparing budgets
  • Zero based budgets
  • Budgetary techniques for controlling operations
  • How variances are calculated and used to analyse extent, source and cause of budgetary deviation
  • Variable budgets
  • Techniques for monitoring and controlling costs

8600-217: Business Improvement Techniques
(2 credits, 2 days)
  • The importance of quality and continuous improvement at work
  • Awareness of product/service standards
  • Suggestion schemes/role models
  • Ways of building commitment and loyalty to organisation
  • Range of techniques available (at least two from Lean Process Improvement, Visual Management, Kaizen, Six Sigma, Quality Circles, Quality Improvement Groups, Benchmarking, and Problem Solving)
  • Use of tools for improvement (at least two from: Cause and Effect/Fishbone Diagrams, Pareto Charts, Process Flow Charts, Scatter Graphs, Control/Run Charts)
  • Promotion of creative ideas and innovative solutions to problems
  • Methods to evaluate effectiveness of quality measures
  • How to evaluate effectiveness of quality measures
  • What other factors need to be considered in making decisions about a proposed improvement
  • How to assess the financial costs and benefits of a proposed improvement
  • What other factors need to be considered in making decisions about a proposed improvement

8600-222: Setting Team Objectives in the Workplace
(2 credits, 1 day)
  • Time management techniques
  • SMART objectives, and how to set them (personal and organisational)
  • Setting priorities to achieve personal and workplace team objectives
  • Setting and describing SMART objectives for development and application
  • Planning and charting goals, targets and objectives over time
  • Monitoring techniques to ensure plans are achieved in time (and within budget)
  • Developing flexibility, responding to changing circumstances at a daily level
  • Ways to measure achievement of objectives
  • Feedback gathering and analysis for identifying future improvement

8600-316: Understanding the Induction of New Staff in the Workplace
(1 credit, 1 day)
  • The importance of effective induction
  • The phases of induction (e.g. organisational, local team, facilities, spread over time)
  • Matching of organisational and individual needs during induction
  • Legal and practical aspects of health and safety to be included
  • Methods to monitor and record an individual’s progress
  • How to monitor the effectiveness of an induction process
  • How to evaluate the effectiveness of the induction process
  • Legal requirements or relevant legislation

8600-404: Delegating Authority in the Workplace
(3 credits, 1 day)
  • Advantages and disadvantages of delegation
  • Principles of effective delegation
  • Delegating to empower others
  • Levels of delegation
  • Requirements of delegation and requirements of empowerment
  • Constraints and benefits of empowerment
  • The importance of making effective and efficient use of people’s knowledge and skills, and how to achieve this
  • Definitions of authority and power, responsibility and accountability
  • Techniques for deciding the most appropriate individual to undertake the activity
  • Process of delegation including barriers and support mechanisms
  • Techniques to monitor outcomes of delegation
  • Feedback, recognition and reward techniques
  • Review of own effectiveness in delegating tasks
  • Identifying actions that could improve ability to delegate
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