Developing Leaders

Developing Leaders

Unlock the Leadership Potential
at all levels of your organization

Presenters
• David Barnes
○ Principal, Barnes Management Group

• Joel Borgida
○ Consultant, Barnes Management Group

Leadership Development Services
Barnes Management Group Inc.

Agenda for the Workshop
• Does Leadership Development matter?
• Philosophy
• Approach
• Techniques
• Outcomes
• Implications


What is Leadership?
• Leadership is:
○ Integrity
○ Vision
○ Eloquent
○ Charismatic
○ Sensitivity
○ Good listener
○ Authentic
○ Positive
○ Encourages excellence in others
○ Commitment to organizational values
○ Critical thinking
○ Caring
○ Collaborative
○ Decisive
○ Model
○ Inspirational
○ Flexible


What are some challenges?
• What are some of the challenges we are
facing in the workplace?
• Can be challenges of any kind… organizational,
individual, relationship, etc.

• Do we believe these challenges can be
addressed with the leadership traits from
the last slide?


Does it matter?
• Can we differentiate ourselves based on
our ability to learn and develop?
○ What do you think?

• Can Leadership Development be
leveraged to achieve positive
organizational outcomes?
○ Have you seen this happen?


The Philosophy
• The organization needs to believe that the
investment to develop its employees is the
right thing to do and worth it.

• Individual employees need to believe in
their ability to demonstrate leadership and
influence within the organization,
regardless of where their role may reside.


Approach
• Definitions
• Context
• Goals and Objectives
• Process
• Practices
• Issues
• Outcomes


Definition
Leadership Development
• All those activities aimed at the improved:
• functioning of the individual (personally and
professionally),
• succession of the organization (in alignment with
the strategic plan), and
• performance of the organization (quantified by
those measures aimed at gauging business success)
• Contributing to the overall vision of the
organization’s future


Context
We conceptualize the goals of Leadership
Development as the intersection of three
variables:
Individual Career

Organizational Succession Organizational Performance


Context

The way these three elements are
coordinated in a development program is
subject to the specific goals and objectives
of your organization


Goals and Objectives
• It is absolutely critical that each
organization clearly articulates what they
expect from a leadership development
program:

○ What do you want from your development?
○ What is most important to you?


Goals and Objectives
• What do you need/would you like to accomplish?
○ Continuously improving organizational performance?
○ Cultivate and grow managers internally?
○ Attract and retain staff?
○ Build up a reserve of knowledge and skills?
○ Socialize leaders to correspond with culture or values
system?
○ Compensate managers?


Consider three organizations…
1. This organization is a child welfare service
provider funded by the province.
○ Their managers work very well together.
○ The culture in the agency is vibrant and ‘lived’ by
the employees.
○ Most managers are exhibiting high levels of
satisfaction on the job.
• and…
○ Their service levels as outlined by the government
are sub‐standard.
○ Their clients needs are not being met.


2. This organization is a mid‐size, private
accounting firm with offices across Canada.
○ Their sales and service ratings meet expectations.
○ The managers are generally happy with their
working environment.
○ The workforce is well educated and knowledgeable.
• and…
○ There do not seem to be any mid‐level managers
that are willing or able to assume the leadership of
the organization in the future from the aging senior
leadership team.


3. This organization is a division of a large
municipal government.
○ They are satisfied with their level of service.
○ They employ managers who are capable of leading
the organization in the future.
○ Retention strategies have been implemented
effectively.
• and…
○ Internal and external stakeholders are seeing a
strong lack of uniformity in the way decisions are
being made in this organization.
○ There is no sense of a common culture or set of
values.

Realization
• The differing needs of these three very
different organizations cannot be met
using the same ‘off‐the‐shelf’ development
program


This may seem obvious…
• In fact, organizations spend much time and
money identifying the need for development,
but little or no time identifying the practices or
programs that will positively impact their
organization given their unique context and
processes that are at play.
Different
Challenges
Different
Goals
Different
Interventions


Monitor Success
• How will you know if the program is
working?

• What are the measures that will indicate
success?

• Who is responsible for monitoring these?


Moving Forward

What are some challenges you would
be faced with moving forward with
this approach?


Outcomes & Expectations
• You ensure that your organization gets treated
like the unique entity it is.
• There are many things that differentiate you
from other organizations and we feel strongly
about providing the solutions that will work
best for you.
• Work to create a development system that meets
your immediate leadership needs, and helps you
grow the skills that will allow you to manage the
system into the future.


Thank You


Contact:
Barnes Management Group
• David Barnes
○ dbarnes@barnesmanagementgroup.ca
• Joel Borgida
○ jborgida@barnesmanagementgroup.ca

1071 King Street West, #102, Toronto, ON
(416) 977‐3811
www.barnesmanagementgroup.ca

Developing Leaders

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