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Abstract. Leadership is increasingly a critical factor in the attraction and retention of high-performing employees. To respond to this challenge, Husky Oil Operations Limited created a unique and strategic leadership development initiative to strengthen the skills and commitment of leaders throughout the organization. While many organizations have engaged in leadership development, the uniqueness of this initiative lies in the integration of leadership components which are supported by best practices. The leadership components described in this paper are 3600 feedback, coaching, classroom education, leadership network, involvement of the boss, and individualized development planning. The personal and business impact of this program on two Husky managers, the Manager of Upstream Accounting and an Engineering Manager is detailed. Results most frequently cited by participants are reviewed. As a result of this initiative there has been increased importance attributed to leadership at Husky Oil Operations Limited, and recognition that leaders significantly influence the performance of the people they lead.
1. LEADERSHIP Rather than start a major program, the initiative began low-key by providing coaching Strong leadership abilities are critical support for three managers. This "small gains" and integral to the attraction and retention of approach created a demand for coaching services, high-performing employees. Competition for resulting in three additional coaching contracts. leader-ship talent is increasing. In response to In a very short time, there was a waiting list. The this challenge, Husky Oil created a unique waiting list, combined with extensive strategic initiative to strengthen the skills and consultation with the Executive Team, and commitment of leaders throughout the research of best practices, led to the development organization. The primary emphasis was on of the much broader leadership initiative at Husky helping individuals develop themselves as in 1997. leaders. In this presentation we highlight the Starting with groups of 20 to 25, all Husky development of this initiative, its key managers have now completed the program. components, and its impact on Husky leaders. Managers strongly supported extending this program to their supervisors. Ninety supervisors Husky Human Resource operating (50 per cent of supervisors) have now completed principles influenced the development of this the leadership development initiative. An initiative. These principles are: additional 30 supervisors are currently involved in the process. Managers must complete the Ensure a business need. program prior to their supervisors. In addition, · Start low-key. managers are required to commit to coaching Take a small gains approach. these par
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