From leadership development and succession planning to team building and executive coaching, Success Labs is your Baton Rouge training solution.
Meet Coach: Patsy Wilkerson, M.A.
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Patsy brings over 20 years of experience and expertise to Success Labs as a trainer, coach, consultant and facilitator. She has served as a motivational speaker, conference and retreat facilitator for education and business organizations across the country, Canada, Mexico and Europe.
She holds a Bachelor’s Degree in |
Education from Southern University in Baton Rouge and a Masters Degree in Organizational Leadership from Biola University in La Mirada, California.
Her leadership role in Human Resources, Training and Organizational Development provides excellent experience and expertise to meet the needs of our clients.
Patsy’s strategic initiatives at large corporations, small companies and not-for-profit agencies include:
- •Performance Management Processes
- •Inclusion (Diversity) Training
- •Employee Training Programs
- •Talent Audit & Succession Planning
- •Teambuilding
- •Leadership / Management Training
- •Internal Performance Coach
Register now for 2008 Leadership Series:
Advanced Leadership Series for Technical Types
The focus of the specialized Technical Leadership Series is addressing the leadership development needs of high potential technical leaders. Success Labs worked with Albemarle, Shaw Corporation, Jacobs Engineering, PCS Nitrogen and Honeywell to develop a competency based program designed for technical types in leadership roles in the construction, contracting, manufacturing, and petrochemical industries. This program focuses on a combination of people coaching and next level leadership skills including: advanced critical coaching skills, teamwork, influence, innovation management and strategic competencies.
Ideal Candidate:
Seasoned high potential manager in a technical environment being groomed for an executive position in the future
Start Dates
January 24, 2008 (runs for 6 consecutive Thursdays)
June 18, 2008 (runs on 6 consecutive Wednesdays)
Advanced Leadership Series
The Advanced Leadership Series addresses the leadership development needs of high potential leaders. Success Labs worked with a variety of industry leaders to develop a competency based program designed to fast track emerging senior leaders to the next level. This program focuses on a combination of coaching and next level leadership skills including: advanced critical coaching skills, teamwork, influence, innovation management and strategic competencies.
Ideal Candidate:
Seasoned High Potential Manager being groomed for an executive position in the future
Start Dates
March 20, 2008 (runs for 6 consecutive Thursdays)
September 18, 2008 (runs for 6 consecutive Thursdays)
Leadership Coaching Series
This series is ideal for your key team players especially middle managers. The Leadership Coaching Series uses a competency based development process (including 360° feedback). That means we work with people on the core skills and competencies most associated with successful leadership including: communication, coaching skills, influence, teamwork, and creativity. No other program is designed to provide the kind of personal insight, team experiences and personal coaching necessary to develop leaders for today and tomorrow.
Ideal Candidate:
Experienced middle manager wanting to take their leadership skills to the next level
Start Dates (each class runs for 5 consecutive Wednesdays)
February 13, 2008
April 9, 2008
August 27, 2008
October 15, 2008
Management Incubator
The Management Incubator is a development program for emerging leaders in your organization --- both new managers and employees being considered for promotion to supervision/management. Through competency based leadership assessments, experiential learning, individual coaching and development planning, the Management Incubator gives participants reliable information about their leadership style and potential challenges, strengths and weaknesses as emerging leaders in your organization.
Ideal Candidate:
Successful individual contributors recently promoted or being considered for promotion to management
Start Dates
(each class runs for 4 consecutive Tuesdays plus a project day)
February 26, 2008
April 15, 2008
September 23, 2008
October 28, 2008
Corporate Social Responsibility/Sustainability Partnership - In 2008, when you send employees to Success Labs leadership development classes, not only will you be fulfilling your commitment to employee development you’ll also have the opportunity to make a powerful contribution to the community. For every 5 participants your company sends to Success Labs classes your company will receive one free spot which can be donated to a community based organization, not-for-profit agency or public school of your choice. Growing Leaders, Building Community.
Best Practices in Leadership Development
1. Process planning and integration of Leadership Development with organizational mission, values and goals
- • Determine goals and objectives of your leadership development process.
- •Alignment with your organization’s mission, values and goals.
- •Adoption and commitment of a developmental focus to the process (rather than evaluative).
- •Keep the development process separate from the performance evaluation process.
2. Executive buy-in and support of the Leadership Development process.
- •Gain buy in and commitment of senior leadership, which is necessary for implementing and sustaining a successful leadership development program.
3. The use of a confidential, competency based, multi rater feedback instrument (360˚ Feedback)
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Use a multi rater feedback instrument that rates participants from multiple angles (supervisor, peers, direct report, etc.) on key leadership competencies.
- • Instrument should measure behaviors/attributes that are consistent with successful leadership as well as assess next level leadership skills (for succession).
•Process must protect rater anonymity so 360º feedback respondents are comfortable giving honest feedback.
•360º assessment results should only shared with the subject.
4. Education and preparation of participants
- •Define and describe the development process to participants.
•Provide instructions or a guide for participants to follow.
•Support the process with a teaching/training component.
5. Quality list of 360 feedback raters
- •Ensure 360º participants choose a quality list of raters to gain useful feedback.
6. Review and interpretation of 360º feedback with a trained coach/facilitator
- •Coach facilitated delivery of 360º results to ensure participants understand the feedback instrument.
•Coach facilitated feedback helps participants put feedback in perspective, focus on development opportunities and reframe negative feedback as an opportunity for growth.
7. Development of a development/action plan for individuals to address their growth opportunities.
- •Provide development plan format and samples.
•Provide the necessary tools and resources needed to complete plan.
•Provide individual with help/support for completing their plan.
•Ensure that there is buy in for the plan from the participant’s manager as well as
alignment with organizational goals.
8. Follow-up with a coach, supervisor, and/or others for ongoing support
- •Create a structured follow up process.
•Provide support for working the development plan through coaching or mentoring by a trained supervisor, internal, or external coach.
•Assess/measure progress on development plan at regular intervals.
9. Incorporate development process and learning into all aspects of the organization- a development culture
- •Address corporate wide development needs.
•Use for succession planning.
•Align the development process with other human resource and business systems.
•Organization becomes proactive instead of reactive with employee development.
Sources:
Jean Leslie, 2002. “360-Degree Feedback Best Practices to Ensure Impact.”
http://www.ccl.org/leadership/pdf/assessments/
360bestpractices.pdf
Marshall Goldsmith and Howard Morgan, 2004. “Leadership is a Contact Sport.”
www.strategy-business.com/press/article/04307?pg=0
Liz Fletcher, 2004. “360 Degrees of Success.”
http://www.getfeedback.net/article.php?NewsId=17
Francie Dalton, 2005. “Using 360 Degree Feedback Mechanisms.”
http://www.stevenspublishing.com
Community Impact Projects: Year in Review
As we look back over the past year, Success Lab’s leadership development classes have been honored to partner with many local non-profit organizations. The goal during our Leadership Coaching Series and Management Incubator is to build key leadership competencies through real-world projects that give back to the community.
Projects for the Leadership Coaching Series (for middle managers) provide participants with an opportunity to develop strategic expertise in addition to teamwork, communication, creativity and presentation skills. During one class, participants worked with Volunteers of America (VOA) to help them create a viable plan to promote a VOA sponsored recycling program. Another class worked with the Baton Rouge Area American Cancer Society to help them find ways to double their fundraising efforts for the Relay for Life event. Finally, the October class partnered with Baton Rouge Green to help them identify creative ways to raise awareness of their annual tree sale, broaden the scope of the event, and ultimately increase their overall revenue. The Executive Director was impressed with the wide variety of viable solutions offered, which will be phased in during future events.
| Parker House Project: |
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before |
after |
Projects for the Management Incubator (for emerging leaders) provide participants with an opportunity to develop and implement a hands-on project. During one Management Incubator, participants worked with Youth Oasis to update a wing of bedrooms at the Basic Center Emergency Shelter. The Executive Director of Youth Oasis was so awed with the presentations that he has plans to invite the teams to present at the organization’s upcoming holiday party as a way to motivate and inspire the staff at Youth Oasis. Another class worked with VOA to update common rooms at the VOA Girls’ Home and to update rooms at the Parker House and the Family Resource Center. Several participants from the Managment Incubator have maintained a relationship with the children and staff at Parker House, and will be sponsoring a Christmas Party in December. They will be joined by co-workers from their companies.
Community impact projects give participants and companies the opportunity to make a powerful contribution to the community while fulfilling a commitment to employee development - that’s corporate social responsibility.
