Success Story Lutherwood, Waterloo

“We have developed our own internal system for leadership training and development.  On a bi-monthly basis, all staff at a supervisory level and above meet to discuss particular areas of focus related to managing within our organization.  We have invested heavily in this training, recognizing that this level of staff directly impact the culture of our organization.  Through small group discussions, focused presentations and case studies we have focused on how our management philosophy lives out on a daily basis.  This has helped to ensure consistency in management across our large system of more than 300 staff. We believe that our staff and the culture that we are able to create is our greatest asset.  This level of staff directly impacts our culture.  The investment has directly paid off.  For two years in a row we have rated in the top 10 of Best Small to Medium Sized Employers in Canada.”

Food For Thought

Research on financial vibrancy shows that in financially vibrant organizations the understanding of who “everyone” was got much bigger.  Financially vibrant organizations think about planning not just with themselves (i.e., the standard group of inside players), but with a host of other players.  In other words, they are able to think in very broad terms about who their stakeholders are. 

One of the things this means is: if you work with the same stakeholders all the time, you likely have access to the usual pots of resources. It is only when you discover how to find common ground with new partners – i.e., new stakeholders – that you are likely to uncover unusual (and new) sources of revenue.

Project PartnersONESTEP OAYEC ACTEW
Special Thanks to Our SponsorsTHE ONTARIO TRILLIUM FOUNDATION EMPLOYMENT ONTARIO