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.
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.
Hilary supported the selection process for an effective 360° appraisal system and held feedback sessions with each team
members 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 6 month action programme focused on structural change and strategy implementation.
The development work enabled both teams to
think and act more strategically. This was particularly important given the development of a new more transformative
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.
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.