Adoption and application of the LEADS framework at Baycrest. Kathleen Paterson, Director, OE Joel Borgida, Specialist, OE

Transcription

1 Adoption and application of the LEADS framework at Baycrest Kathleen Paterson, Director, OE Joel Borgida, Specialist, OE

2 Agenda 1. Our Context 2. Leadership at Baycrest Multiple Perspectives 3. Conclusions The Future

3 Our Context About Baycrest Strategic Plan Strategic Goal #3: Attract and retain the best global human resources, while fostering the highest performance in our people.

4 Workplace of Choice Principles 1. We live our C.A.R.E. values in a manner that is observable and demonstrable 2. We conduct our employee-related business in a fair and equitable fashion 3. We are passionate about recruiting, developing and retaining the most talented and committed employees 4. We are dedicated to foster an engaging learning environment that develops and educates leaders, staff, physicians and volunteers to be exceptional 5. We create and sustain a workplace supported by performance measurement and professional accountability

5 Leadership at Baycrest History of leadership programming Organizational effectiveness Values and principles for development

6 Leadership at Baycrest and LEADS

7 Leadership at Baycrest LEADS HMM Building Blocks Formal Leaders Emerging Leaders All Staff Pre/post/full Day workshops 4x3hr workshops 1 hour workshops - Concrete tools Providing the world with innovations in aging

8 Leadership at Baycrest Since March Cohorts 120 leaders Integrated with LEADS domains and concepts 5 Cohorts 60 leaders Providing the world with innovations in aging

9 Leadership at Baycrest Focus: Key concepts linked with LEADS framework Simplicity and tools to facilitate immediate application Workshops to date: (over 200 learners) Conflict Management, Effective Communication, Effective Feedback, Values-based Customer Service, Coping with Change, Effective Decision Making Providing the world with innovations in aging

10 Leadership at Baycrest What is your Level of Development in each Domain? Leads Self Engages Others Achieve Results Develops Coalitions Domains of Leadership System Transformation Providing the world with innovations in aging 10

11 LEADS

12 Program Design Intentions The learning journey External expertise Diversity of perspectives

13 The learning journey 6 month learning Integration of learning into the leaders everyday functioning Establishing a wave of leadership culture Foster ongoing development and engagement

14 The learning journey Question: The learning workshops were supported by a number of tools readings, binders, triad work as well as being integrated into organizational practices such as performance appraisals. Could you comment on how these impacted your learning experience?

15 The learning journey Sana Mulji-Dutt Senior Research Communications Specialist LEADS cohort 8 graduate, 2014

16 The learning journey Mary McDiarmid Manager, Library Services LEADS cohort 2 graduate, 2012

17 The learning journey Opportunities to apply tools and theory to real life situations within the workshops Embedded framework in other organizational practices Continuing to preach Continue to promote Continue to lampe berger the LEADS framework in all the work we do

18 External Expertise Baycrest learning style Expert model of learning Experience and understanding Desire to bring perspectives that were outside of our environment

19 External Expertise Question: We made a decision to bring in expert external facilitators/coaches to support our cohorts in this learning. Can you talk about your experience with the facilitators?

20 External Expertise Corinne Rusch-Drutz, Ph.D Director, Foundation Marketing & Communications LEADS cohort 2 graduate, 2012

21 External Expertise Facilitators made it about Baycrest The groups took them in Exceptional facilitators and coaches Skillful in the execution and integration of content and lived experience

22 Diversity of perspectives Diversity Across portfolios Administrative/Clinical Within the organizational hierarchy

23 Diversity of perspectives Question: We intentionally designed the cohorts to represent a diverse group of formal leaders at Baycrest. What was the impact of this on the learning experience?

24 Diversity of perspectives Andrew Pigou Manager, Informatics, ehealth LEADS cohort 6 graduate, 2013

25 Diversity of perspectives Rosanne Aleong, Ph.D Senior Project Manager Research Innovation & Translation LEADS cohort 8 graduate, 2014

26 Diversity of perspectives The impact of diverse cohorts exceeded our expectations Changed the way many of our leaders work Improved our ability to work with interconnected systems and processes Enhanced personal connections Common language of leadership

27 Program metrics and future directions

28 Program Metrics Quantitative: LEADS program participation: 120 formal leaders 80% participation (not mandatory) Participant evaluations (overall 4.5) Employee Engagement Survey

29 Program Metrics Qualitative/Anecdotal: Why do we invest in leadership development? ROI?

30 Future Directions Continuing with multi-dimentional leadership development program New leaders LEADS LEADS 2.0 Continue to integrate LEADS capabilities into tools, practices and day-to-day functioning Introduce additional practices/programs that will support our vision for talent management programming Mentoring Secondments with external partners Executive leadership development

31 Leadership Complexity Or maybe more realistically

32 THANK YOU