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Situational Leadership II Training and Coaching at the London InterCommunity Health Centre


Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre, and team members discuss the impact and ROI of Situational Leadership II training and coaching with Corinne Walsh and Andrew Bartley of Platinum Leadership.

A: Over 6000 people who don’t have a doctor rely on the Health Centre, which helps people lead healthy lives in addition to treating the symptoms of sickness. The Centre’s staff provides primary care, community supports and social services for many who experience barriers between themselves and the resources they need.

M: In October 2014, we invited Andrew and Corinne back to the Health Centre to work with our Joint Leadership Team. This team coordinates the work of over 100 employees and many more volunteers. In order to strengthen the supervision and support our people offer, Platinum Leadership facilitated Situational Leadership II pre-work, on-site training and follow-up coaching for our Team.

C: Situational Leadership II is a model for helping others develop their leadership skills. It requires leaders to adopt an attitude of service, inviting and equipping those they lead to request the support and direction they need. The model helps leaders diagnose the task-specific development level of their employee or volunteer, and to match leadership style to that person’s need.

A: In our experience, Situational Leadership II leads to an increase in the quality and quantity of conversations a practitioner has with the people he or she leads. Practitioners learn to diagnose the development levels of their employees on a particular task, provide a leadership style that’s a good match, and partner for performance going forward. It can make a massive difference in an organization’s culture, helping leaders implement strategy to achieve their vision.

M: Our leaders have become more flexible and skilled at goal setting, coaching, performance evaluation, active listening, feedback, and proactive problem solving. This has resulted in increased accountability both for individuals and the entire Health Centre by linking goals and intentions to action plans that deliver results.


London InterCommunity Health Centre
March 20, 2015

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