There is growing evidence that organizations that develop a culture of development get better results. But building a culture centered around learning and growth is not easy — it runs deeper than a day-long workshop or online course. Creating a learning culture starts with a true commitment to developing one’s people at all levels in the organization, day in and day out. Kegan and Lahey use the term ‘deliberately developmental organization’ to refer to organizations which support the growth of their employees as people, in addition to in their roles.

These cultures see development as a mindset, not an event. Beginning with individual development plans and linking these to regular growth opportunities, they empower the best in oneself and others. Not just for top executives but all levels within the organization. It is a way of working and it is an understanding that in order to keep great talent in today’s world, we need to start at home and grow great talent through everyday experiences.

This Coaching Conversation explores how leaders are doing this in a variety of organizations and what they learn as they continue to develop unique approaches to growing great people.

The Panel

Pam McLean

Cofounder & CEO, Hudson Institute of Coaching

A preeminent authority on coaching, transformation learning, and transition and change in the adult journey, Pamela McLean, Ph.D. has been at the forefront of the field of the emerging field of coaching for the past 30 years. As CEO and co-founder of the Hudson Institute of Coaching, Pam oversees and ensures Hudson provides the highest-quality coach training to seasoned professionals and leaders, as well as consulting to organizations worldwide. 

Pam is the author and co-author of several books, articles and white papers focused on coaching, human development and transformational learning. She most recently authored The Completely Revised Handbook of Coaching and is the co-author of the well-known book on transition and change, LifeLaunch, A Passionate Guide to the Rest of Your Life, and most recently Self As Coach, Self As Leader.

Greg Honey

Executive Vice-President and Chief Human Resources Officer, Farm Credit Canada

With over 30 years of human resources experience, Greg started at FCC in 2000. Today, he oversees human resources, facilities and administration for our 2,000 employees and 100 offices across Canada.
Greg is a Certified Hudson Institute Coach, is certified in a number of other tools, and regularly uses his Leadership Circle and Leadership System certifications. He holds a Bachelor’s degree from the University of Regina, and is a Chartered Professional in Human Resources (CPHR). His purpose is to help leaders connect to their soul, and to connect souls to their leader.

Heather Robsahm

Head of HQ Talent Development + Executive Development & Coaching Practices – Gap, Inc.

Heather leads Talent Development for the Headquarter teams across the portfolio of Brands: Old Navy, Gap, Athleta and Banana Republic; inclusive of change management, talent planning, performance management and succession.   Additionally, she oversees the company’s coaching practices – critical to executive development. With a 25+ career at Gap, Inc., Heather’s known for catalyzing the organization’s talent pipeline by institutionalizing creative talent practices designed to engage leaders and grow future leaders. 

Kim Shope

Executive Coach, Hudson Faculty, MPH, ACC

Prior to coaching with Hudson, Kim spent 12 years consulting at PricewaterhouseCoopers. She led projects and teams, advised Fortune 500 clients from the c-suite to the front lines, and cultivated a coaching-leadership style to be successful along the way. As Learning & Development Faculty she teamed with PwC leadership to develop talent from across the globe.
Kim is a Certified Hudson Institute Coach focused on leadership and transition coaching, and holds BA’s in Psychology and Kinesiology from the University of Texas at Austin and an MPH in Health Policy & Management from Emory University.