Parkinson's UK case study


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.  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. 


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.