Mike Broussine, a member of the Research Unit for Organisational Learning and Change at Bristol Business School, interviewed 50 chief executives over six weeks to determine what capabilities are needed to be successful and which should be integrated into the learning programme. Key findings revealed that the capacity to work within the political dimension is the aspect of the role which demands the most ability and requires a very different skills set from the chief executive's private sector counterpart.
Mike Broussine identified five key requirements that SOLACE's learning model should incorporate. These included; the capacity to work with the political dimension; to lead, change and develop the organisation; to maintain a personal perspective and self knowledge; to develop effective external relationships and to focus on strategic and long-term issues.
Bristol Business School is recommending a voluntary scheme of learning based upon individual SOLACE member's personal development plans and should include learning events and regional learning sets where best practice experiences can be shared.