Parkinson's UK case study
Scope
Hilary Barnard provided development and facilitation services to work on leadership development in Parkinson’s UK in 2013 and 2014.
Parkinson’s UK is a national charity working since 1969 to improve
life for everyone affected by Parkinson’s and to work and research
to find a cure for Parkinson’s disease. It has a turnover of
£24.5 million, employs 321 staff and has 3000 volunteers. It
has 37,000 members. Parkinson’s UK was previously known as
the Parkinson’s Disease Society.
Approach
Hilary Barnard was commissioned to support the development of the
Senior Management Team of Parkinson’s UK and separately the Senior
Leadership Team of the Support & Local Groups
Directorate. In the case of the Senior Management Team, he
delivered a programme to work alongside and support the delivery of
a new strategy for the organisation. In the case of the
Senior Leadership Team in Support & Local Groups Directorate,
his work was to underpin shared team responsibilities and
facilitate more integrated working. Both teams benefited from
being facilitated to review what could usefully be cascaded to more
front line teams in the organisation.
Both assignments included developing and running residential
programmes for these teams. Meetings of both teams were
observed in advance of the residentials. Carefully selected
reading and exercises were provided to all team members to complete
in advance of the residential.
Hilary interviewed all members of the Senior Management Team
individually. He also supported the selection process for an
effective 360° appraisal system and held feedback sessions with
each team member to review the results. Hilary provided
focused action and reflection notes. Six months after the
residential with the Senior Management Team, he facilitated a
further development session enabling team members to review
commitments made at the earlier session, and to devise a six month
action programme focused on structural change and strategy
implementation.
Benefits
The development work enabled both teams to think and act more
strategically. This was particularly important given the
development of a new more transformative
strategy.
Hilary’s contribution served to break down dysfunctional silo based
approaches, and find ways of developing and celebrating more
integrated practice. Work with the senior management team
encouraged a stronger organisational development strategy, and to
support HR focus on talent development throughout the
organisation.
The 360° process provided significant insights into the strengths
and capabilities of the team members. Team members were left
with a range of shared working tools and practices on which to
further consolidate good working practice.
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