Your Program Overview
By the end of June 2025, the team will have:
- Increased understanding of what each person brings to the team (strengths, communication preferences, etc.) to improve conversations and leadership within the team and with other stakeholders.
- Continued to build awareness, strengths and skills as leaders, adding coach-like abilities to the toolbox.
- Positioned the Senior Team as ‘lead learners’ – modelling the way and adapting the language they hope to see in their teams and organizational culture.
- Understood and applied a model for being a ‘High-Value-Add’ Team and identified areas to improve to move more toward that ideal.
1. Self as Leader: Building greater self-awareness and skill as a Senior Leader – becoming more ‘coach-like’ – conversations that increase awareness, engagement and mindset.
- Type Coach – a great leadership communication tool to support us individually and collectively as a team
- Skills – Levels of listening, effective questioning, mindful leadership presence; GROW model of coaching
- Feedback – both receiving and giving feedback – research & strategies
- An introduction to and possible engagement in 1:1 Executive Leadership Coaching
2. High Value Add Team – creating a ‘high value add’ team using Peter Hawkins’ model – UK and international lead on team coaching https://www.linkedin.com/pulse/we-need-move-beyond-high-performing-teams-professor-peter-hawkins/
- Use Type Coach/Type-to-Type to consider feedback and communication.
- Introduce the model, 5 Disciplines of a Highly Effective Team (see appendix), and have the team answer some questions to begin to see how the team aligns with it.
- Identify areas that need attention, e.g., team purpose, goals, roles, relationships with stakeholders (internal and within the community).
- Explore strategies for building trust and psychological safety in our teams.
- Intentionally integrating skills in this team and those led by senior leadership.
- 2 x ZOOM check-ins – Intro and March 2025
- 4 x half-day sessions with the full group
- 2 full-day sessions with the full group
- Additional/optional – 1:1 coaching introduced in January
- Jim MacSween, Chief of Police 775@yrp.ca
- Paulo Da Silva, Deputy Chief Operations Branch 916@yrp.ca
- Cecile Hammond, Deputy Chief Administrative Branch 953@yrp.ca
- Alvaro Almeida, Deputy Chief Investigations Branch 654@yrp.ca
- Kevin McCloskey, Deputy Chief Support Branch 1073@yrp.ca
- Jason Fraser, General Counsel 5609@yrp.ca
- Jeff Channell, Executive Director Financial Services 5460@yrp.ca
- Kathleen (Kate) MacDonald, Executive Director Professionalism, Leadership and Inclusion Office 5810@yrp.ca
- Vanessa Aguiar, Executive Director People, Wellness and Talent 50154@yrp.ca
- Christina Dawson, Superintendent, Executive Officer to Chief J. MacSween
Schedule and Suggested Content
Transformational Communication –Setting up our work (values, artifacts, agreements); Leadership Presence, Type Coach & Team – Preferences
Coach-like Leadership – Levels of listening – Leadership Strengths
TEAM: Peter Hawkins – BLOG HVT - Intro to High Value Add Team
Transformational Communication – Type Coach & Team – Temperaments; Curiosity – A Leadership Superpower
Coach-like Leadership – Effective Questioning – how, what, applying our learning
TEAM: Intro to HV Team Questions, Survey (Results for Day 3)
Transformational Communication – Type Coach & Stress
Coach-like Leadership Introduction to the GROW model, demo and practice; Introduction to 1:1 Executive Coaching
TEAM: Strategies to build trust and psychological safety; Results from High Value Add Survey - Collective Build
Intro to Charter – Purpose, Goals, Success Criteria
Checking in re: Team Charter Goals, and Individual/Team Leadership Work
(Likely divide into two groups x 1 hour)
Transformational Communication – Feedback – Triggers, Giving and Receiving, Models, and building a simple ‘360’
Coach-like Leadership (see above)
TEAM - Finalize Charter including 1 – 2 goals and success criteria
Transformational Communication – Type Coach and Change; models of change
Coach-like Leadership: Feedback debrief, possible next steps - Team engagement – Designing ‘check-ins’ w our direct reports
TEAM: Effective team meetings – engaging our teams more effectively
Finishing Strong:
Learning as the Core Team Discipline – Keeping the learning going
Capturing the learning, planning next steps – individually and as a team
Celebration!