Learn how to:

• Understand how leadership has been viewed over time and the context in which it is practiced today
• Define your leadership communities
• Explore a research-based model to expand leadership capacity
• Benchmark the state of leadership development in your organization with the optimal model
• Diagnose leadership logjams and create a roadmap to guide your implementation

a) Getting in the Groove

The program begins with the big picture: how have the views of leadership evolved over time? It was not long ago that the focus of leadership studies was on the characteristics and attributes of defined leaders. Today the focus is more on what leaders do and how they do it, regardless of character traits.

The point is then driven home in tuneful style. Brian Hayman, long-time organization development consultant and nimble pianist, leads his fellow musicians—and you—in an absorbing, paradigm-shifting jazz workshop. His goal is to show how jazz allows highly interdependent people to perform collaboratively as a leadership group, how it thrives on uncertainty and sees it as an opportunity rather than a threat. What is the leader's role in adapting, creating space, and managing the flow to ensure everyone is playing the same tune?

As a model, jazz allows interdependent people to perform collaboratively and creatively with minimal structure and maximum attention. And it provides a compelling model for high performance.

b) Introducing the Leadership Development Infrastructure Model

What does current research say about leadership development? You will learn that, for one thing, reaching leadership maturity takes years, and developing leadership is not a casual undertaking. Mastery is the goal— superb execution coupled with sound judgement. Skills without sound judgement results in ineffective solutions. Judgement without skills results in inability to act.
Learn how the apprenticeship system is the most appropriate model for leadership development, as it combines theory, practice, and coaching. Leadership development programs that mirror the apprenticeship model comprise the following components:

• Education to acquire frameworks, models, concepts, common language, and context
• Practice to hone skills and sharpen judgement through carefully selected and monitored applications
• Self-discovery to discover one's authentic leadership identity and motivations, and to foster independent thinking
• Support to nurture the development process through mentoring, and coaching
• Community to provide opportunities for sharing, problem solving, networking, and innovative thinking

c) Working the Model: Education and Self-Discovery

With a grounding in the infrastructure model, you begin to acquire practical tools and strategies to develop a strong cadre of capable leaders. Explore the "education" component through a live case study of leadership development at the Canada Mortgage and Housing Corporation.

You then receive a thorough introduction and overview of instruments available to foster self-discovery; what are their strengths and pitfalls? Analyze your own MBTI Advanced Form results to shed light on your role as a leadership development practitioner.

d) Working the Model: Practice, Support, and Community

American Express Canada provides a compelling case study of how aspiring leaders can be given opportunities to hone their skills with the help of mentors and how these leaders can be linked to others going through the same development cycle. How well does your organization measure up to American Express? What is missing, and what are the obstacles to making improvements? Brainstorm on how to increase support and community mechanisms within organizations.

e) Creating the Effective Environment

The best leadership development programs can be in place but if the organization suppresses risk taking and innovation or censures employees for mistakes, leadership will not take root. One organization that does admirably well is the Canadian Forces. You learn more about the Canadian Forces leadership platform, and apply the lessons to your own experience.

Learn how to:

• Identify leadership communities in your organization
• Establish a funneling process that is right for your situation

f) Developing Your Road Map

In small group facilitated labs, you will diagnose the current state of the leadership development in your own organization. What is in place? What is missing? What is working well? What is not? Which leadership communities are you reaching? Are there others that should be involved? What is the impact of your leadership development efforts? How can you expand impact?
With this information, you will begin to develop a road map with all the essential steps for involving the right people and assigning each the proper role.

g) Transitioning to Leadership Jazz

As you return to your organization, one of the challenges you may face is convincing senior leadership to adopt new attitudes towards leadership development. Why is this shift important? What will it mean for stakeholders such as colleagues and direct reports?

Gain clarity on your own role as champion of the leadership development process by addressing the following issues:

• How do I begin?
• Who must be involved?
• What is my strategy?
• How will I leverage change dynamics in my favour?

Interactive learning

You will gain fresh insights by participating in a jazz music workshop that will exercise both sides of your brain.

Takeaways

• Personal Myers-Briggs Type Indicator Assessment
• “Developing Leadership Capacity” Workbook
• Case studies of Canadian best practice organizations in both the private and public sectors
• Diagnostic of your own organization and action plan

Organizational benefits

• Acquisition of a proven framework for designing, implementing, aligning, and sustaining leadership development efforts
• Development of a leadership brand tied to employee and customer expectations
• Internal development and support of leaders via a robust process
• Strong sense of how the organization stacks up against best-in-class models

This program has been designed for organization development and human resource practitioners responsible for or involved in leadership development programs or those interested in the field.

Job titles and organizations of some recent attendees:

• Manager. Kerry's Place Autism Services
• Director Business Systems, Agriculture and Agri-Food Canada
• Human Resources Director, Levi Strauss & Co. (Canada) Inc.
• Human Resources Manager, New Brunswick Power Corporation
• Director, HR Canada, Ingram Micro
• Business Manager, LYT Investment Inc.
• Senior Director, Human Resources, Finance Canada
• Executive Resourcing Consultant, Public Service Commission of Canada
• Director, Planning and Accountability, Natural Resources Canada
• Director, Citizenship and Immigration Programs, Citizenship and Immigration
• Executive Superintendent of Human Resource Services, Thames Valley District School Board
• Senior Manager, Learning, The Cadillac Fairview Corporation

Françoise Morissette

Francoise has been a facilitator at Queen's University's prestigious Industrial Relations Centre since 1994, and was made a Fellow in 2006. She is the Chair for the Leadership Capacity Program.

In 2009, she became an Adjunct Faculty at the University of Alberta's Business School. Her focus is on leadership development for senior executives in the Alberta Government.

As a consultant, Francoise is a major contributor to the field of organizational development. Her practice takes her within Canada and internationally. Her main area of expertise is leadership development. Through a variety of interventions, she helps leaders, organizations and communities enhance their leadership capacity. more...

Jean-François Pinsonnault

Jean-François Pinsonnault is an experienced learning and development expert. Over the years, he has designed and facilitated numerous programs for all levels of management, employee categories and group sizes, ranging from small to several hundred people. His fluency in both official languages greatly facilitates interactions with his clients.

Jean-François’ reputation as a dynamic speaker is widely recognized. He has presented at numerous national and international conferences such as the International Type Users Association in South Africa, the Ontario Correctional Services Conference, Health Canada Conference, the Nova-Scotia and the Alberta Association of Public Service Managers conferences.

A facilitator for Queen’s University’s Industrial Relations Centre (IRC), he co-facilitates programs on Building Smart Teams with Brenda Barker, and on Developing Leadership Capacity with Françoise Morissette, author of Made in Canada Leadership. As a leadership development expert, he took part in her research and since the book’s publication in 2007, has been involved in disseminating the book’s concepts and models. more...

Brian Hayman

Brian Hayman is an OD consultant who has worked in the industrial and financial service sectors, and with a wide variety of professional and human service organizations. While Brian's vocational interest for the past 20 years has been in organizational performance, his lifelong avocational interest has been in performance of a different kind – playing piano in small jazz ensembles.

Brian brings two decades of HR knowledge and his passion for jazz together in his consultancy, Getting in the Groove (GitG). A former VP of HR who is now a piano player, bandleader and educator, he takes an entertaining and instructive approach to enhancing organizational performance using the insights and discipline that underpin the creativity of jazz improv.

Since 2003, Brian and his jazz combo have worked with numerous bankers, engineers, law firms, marketing groups and educational institutions on leadership development, organizational change and teamwork programs.

Brian presents at the following IRC program(s): Developing Leadership Capacity

Diane Locke

Diane Locke is a senior partner at Ellis Locke & Associates, a Toronto-based management consultancy. She has more than 20 years experience in the areas of leadership development and organizational effectiveness, including both internal and external consulting roles.

Diane's areas of expertise include organization development, training and development, executive assessment, and coaching. She has provided training, coaching, and consulting services to a broad range of organizations in the public and private sectors.

Prior to becoming a consultant, Diane created and led the Leadership Effectiveness Department at American Express, where she was responsible for organizational effectiveness, leadership development, management coaching, employee satisfaction, and internal communication. In addition, she has worked as a professional development specialist at Scotiabank and as a senior associate in one of the premier human resource consulting firms in North America. more...

Kingston: Four Points (Oct 10-12, 2012)

Queen's University IRC is proud to hold this session at Four Points by Sheraton Hotel, located at 285 King Street East, in historic downtown Kingston. Hotel rooms are available to participants at a special rate until one month prior to the program. Following your registration for the program, we will provide you with an unique link for hotel reservations. For more information on the hotel visit http://www.fourpointskingston.com/.