BVAA’s FLP – Shaping the Leaders of Tomorrow

Cohort 6

Cohort 1

Cohort 3 suited and booted for their presentation to the BVAA members

Cohort 4 role-play - inspiring your team!

The ‘helium stick’ challenge for Cohort 4 at Severn Unival

‘I’m in danger of running out of superlatives about the BVAA Future Leaders Programme…’ says BVAA Director & CEO, Rob Bartlett. ‘So I thought I’d ask the current cohort 6.  Here’s what they fired back’: -

‘Confidence’, ‘Skills’, ‘Friendship’, ‘Joy’, ‘Networks’, ‘Decisiveness’, ‘Empowerment’, ‘Behaviours’.

Rob adds, ‘When Cohort 5 had their first re-union the other month, “Confidence” was likewise a near-unanimous opinion in the group.  In the eight years we’ve been delivering the “FLP”, it’s just got better and better and the programme’s cachet in the valve industry is so strong.  Certainly, the valve and actuator industry has dramatically enhanced the leadership capabilities of our next generation.  I firmly believe every sector of manufacturing could easily adapt and adopt the programme.’

How was the need identified?

BVAA’s Board recognised that young people entering the valve industry didn’t have the same routes and opportunities to learn and develop that we had, and especially to make networks.  ‘Siloing’ had become an experience-limiter, and career-inhibitor.  BVAA wanted – at the earliest opportunity - to prepare our up-and-coming talent and give them the opportunity to experience the broader industry, to network, and to see how others tackled the same or similar challenges, all at an accelerated rate and without changing jobs. 

How are candidates selected?

Each year, the BVAA receives nominations from its members for employees that have been identified internally as having the ‘right stuff’ to lead.  BVAA then conducts various assessments and a small panel comprising the BVAA Chairman, the CEO and the lead lecturer conducts 1hr, in-person, interviews.  Depending on those outcomes, a complimentary team of around 10 individuals is then selected to go forward.  

What does it entail?

The programme is a blend of knowledge-transfer / benchmarking days hosted by the delegate’s own companies, and a Personal Development programme recognised by the Chartered Management Institute.  There’s also free technical training from the BVAA, plus a range of visits to centres of engineering excellence, and numerous networking opportunities.

Company Knowledge-Transfer Days

The ‘FLP’ takes company visits this to another level.   Each delegate will ‘host’ their cohort at their own business premises and be responsible for delivering a day of ‘master classes’.  There will be a tour and introduction to the business itself, but the day’s focus is on business topics where the company specialises or excels.   This may be done via short lectures and demonstrations, and cover topics as diverse as company business systems, their approach to marketing and customer feedback, LEAN manufacturing, ESG, etc.  The many ways in which companies approach this wide variety of disciplines helps to substantially increase the cohort’s understanding of the wider valve industry.

Technical Training & Networking

To help increase their technical knowledge, for two years BVAA provides FLP delegates with free access to the BVAA’s extensive technical training course portfolio.  And to assist delegates in expanding their network of contacts, they are also invited to participate - without charge - at the Association’s key networking events throughout the year.

Experience Days

Inspirational visits arranged over the 6 cohorts to date have included valve casting facilities, the Advanced Manufacturing Research Centre (AMRC) - including Factory 2050 etc. - the Welding Institute, a hyperbaric test facility, an oil refinery, a nuclear power station and an energy-from-waste plant, etc.   The pivotal experience of course is the final presentation to the members of the BVAA at our Annual Meetings, which are always different and hugely inspiring.

The Personal Development Dimension

BVAA also provides the FLP with a series of Personal Development (PD) sessions to equip the individuals with the skills for leadership.  This is curated by learning and development consultant, Dr Martin Haigh MBE, of Lattitude7.  

Martin says: “It has been an absolute pleasure and privilege creating and delivering the L&D interventions for the FLP.  Prior to interview, I carry out a psychometric test for each delegate to indicate whether all the primary work preferences are covered.  This gives us a good steer on where to focus our leadership efforts.  More importantly, the Team Profile from the psychometric instrument indicates whether we have a really well-balanced group.  Consequently, I have seen how well the teams have gelled together and how their complementary strengths are driving strong outcomes.  All the cohorts are applying the leadership principles in the workplace and making things happen.  We also have “Attributes Wheel” Assessments where each delegate discusses their relative strengths and development areas, with their line manager, at three touch points throughout the year.

The eight PD sessions cover:

1. Presenting like a Leader.

2. Communications, interpersonal skills, teamwork.  

3. Time & Life Management.  

4. Emotionally Intelligent Leadership.  

5. Influencing, persuasion, negotiation & conflict handling.  

6. Directors’ responsibilities, accountability, ownership & empowerment.  

7. Coaching & Mentoring skills.  

8. Appreciative Inquiry & Total Employee Engagement.  There is a strong element of praise and recognition within the programme.

In 2023 the programme was ‘recognised’ by The Chartered Management Institute (CMI).  This adds a significant dimension to the credibility of FLP and will put the 2023 graduates firmly on the path to Chartered Manager status.

Martin adds, ‘Over the years it has been pleasing to record the number of graduates who have gained promotion and more responsibility, some going on to very senior positions.  I have witnessed some amazing breakthroughs and have been blown away by their confident and seamless presentations at the BVAA Annual Meetings.’

Martin concludes, ‘The BVAA FLP has been a key part of my life and it’s been a life-enhancing opportunity, watching them grow and develop.  For Cohort 7 in 2024, I will be handing over to an amazing and highly qualified training consultant and facilitator in Dr Simon Plimley.  I’d like to close with a personal note of thanks to former BVAA Chairman Colin Findlay for recommending me to the association, to all their lovely staff, the many FLP graduates that I have had the pleasure of working with and to all the dedicated, professional people in the valve sector.  Finally, I extend my sincere thanks to Rob Bartlett who has been my wingman, the perfect working companion, who has become a very dear friend.’

What the delegate’s say

James Murgatroyd, Senior R&D Engineer at Shipham Valves and a Cohort 5 delegate noted, ‘I have made improvements in both my business and personal life from being part of the FLP.  I have learnt the skills to be able to judge the situation in tougher conversations and have a better understanding, prior to interacting.  My patience has grown as I’ve learnt about colleagues’ ever-changing situations and how this affects them day-to-day.’  James’s MD, Rob Moulds added, ‘James has become an integral member of the team here at Shipham.  The development through the FLP has given him the confidence and skill set to enable him to communicate with team members right across all areas of the business including customer-facing situations.’

Emma Smith (Severn) of Cohort 6 added, ‘I have noticed significant improvements in my confidence and attitude whilst leading my team.  FLP has provided me with a variety of tools and strategies that have helped me become a more effective leader.  I have learned how to communicate more clearly, how to delegate tasks efficiently and how to motivate and inspire my team to achieve their goals.  I have seen a positive impact on my professional relationships and feel more equipped to take on new challenges as a leader.’  Bethan Abram, UK Operations Director at Severn added, ‘Emma has grown notably in confidence. Along with training in core leadership skills, it has provided exposure within the industry and to other manufacturing environments, which is enhancing Emma’s knowledge and accelerating her development.’

Cohort 7 is open to nominations from BVAA Members only - contact rob@bvaa.org.uk. 

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