The ARENA PROGRAM – DEVELOPING WOMEN'S LEADERSHIP
The Arena Program supports women to define and develop their distinct leadership identity, talent and skills. Utilising contemporary leadership frameworks, The Arena Program supports women to navigate themselves, their teams and their organisations, to achieve desired leadership outcomes.
Programs are tailored to assist organisations to address gender inequality, by promoting and increasing women’s participation and strategic influence:
- Individual and group coaching, including diagnostics and assessments;
- Half-day or day programs designed to work with key identified needs, specific to your organisation and industry;
- Three-day intensive core program;
- Nine-month extended programs that will:
- support the creation of sustainable networks and communities
- embed learning directly and relevantly in the workplace, and
- with institutional support, increase the leadership opportunities and environment for women.
Currey & Co Consulting developed a program for leadership development for women (LDW) in academic and professional roles at the University of Tasmania that took two groups of 32 women --at that crucial stage in their careers when they are ready to take on greater responsibility and leadership --and helped them to understand themselves, each other and the broader factors shaping the University context in order to build their leadership capacity.
While there are a number of leadership programs run by universities and more corporate facilitators, a distinctive feature of the program that Currey & Co developed is that it was carefully tailored to the specifics of UTAS and the composition of the group undertaking the program.
More so than other leadership development programs, the program offered by Currey & Co supported a mixed (academic and professional) cohort of women over the course of a year to develop leadership with confidence in each others' skills and different capabilities. This allowed them to become a trusted group across the university who are able to call on each other to support their own initiatives during and after the end of the program. The development of shared, distributed leadership and collective responsibility for the success of the program is a distinctive and very important part of its success.
Professor Sue Dodds, Dean, Faculty of Arts and Social Science, University of NSW, formerly Deputy Provost, Dean of the Faculty of Arts and Chair of LDW Reference Group, University of Tasmania .