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Leader
Maker Training™
Who
has Leader Maker Training worked for?
Leadership Training Case Studies...
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"Leadership investment paid back 10-fold!"Mike McCullagh has taken his crew of oil field supervisors on many training courses over the years. And the best of them all by far, he says, was the Jackey Backman Transformational Leadership workshop they took in Edmonton last fall.
As the area superintendent for Paramount Energy’s field operations in Alberta and Saskatchewan, McCullagh has seen distinct and lasting benefits for himself and his senior operations managers.
“I know my guys, for sure, got the most bang for their buck from Jackey’s course,” he says. “They’re more than willing to go and listen to her, and to challenge her. I’ve seen a lot of growth in them. It’s been a very good investment for the company to get those guys to the course — they’ve been paid back 10-fold. She has my utmost admiration.”
McCullagh says that, for him, Jackey’s message about “how you do anything is how you do everything,” has had a huge impact on his life, both in his career and in his personal affairs. “How you live your life anywhere is how you live it everywhere. By being aware of what thoughts enter your mind, you can decide what thoughts you think, and that’s really powerful.”
And Jackey’s question: “How long are you willing to do the same thing with no result?” also really resonated. “Her answers are so simple, yet they elude us.”
Jackey’s training style is both entertaining and energizing, and you know she truly cares about the people she teaches, he says.
“Once she gets going, she’s in the zone. She’s so focused, so aware of what she’s doing. The words just seem to flow out of her. After two days, you are so full of energy you feel like you could go out and accomplish anything.”
McCullagh is a repeat client. Transformational Leadership was the second course of Jackey’s that he’s taken.
“It was awesome. Truthfully no one has had more influence in my life — other than God — before Jackey Backman. It’s been an immense help to me to really get my personal life and my business life on track, to accomplish more things, to feel better about my life.
“Jackey really isn’t in it for the money. She’s willing to do something she believes in doing, what she does best and it’s made her successful.”
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"A new level of compassion and understanding"‘’As a director of a National Research Council of Canada (NRC) department, Terry Lindstrom is committed to fostering the leadership aspirations of his staff. However, leading is something that hasn’t always come naturally for many of NRC’s highly skilled technicians.
“NRC is a very technical organization and people were losing opportunities to advance into leadership positions because they lacked the necessary behavioural skills,” Lindstrom explains.
To remedy that situation, and support a cultural change from a “pure government mentality to a more businesslike approach,” his department launched a leadership development program, which has included Jackey Backman’s Transformational Leadership training.
“The decision to send my entire management team on a leadership seminar facilitated by Jackey was well worth the investment,” Lindstrom says. “It was clearly one of the best teaching approach and dynamics I’ve ever experienced.”
In particular, Lindstrom says his staff has learned “to be comfortable in uncomfortable situations. ‘You’ve got to get comfortable being uncomfortable,’ has become part of our lexicon. People understand that phrase now. It means saying and doing what needs to be said and done — not reneging on responsibility. It’s important to sit down and tell the truth. We’re seeing an impact, and dividends being paid, that way.”
Jackey’s seminars are highly interactive, and her use of role playing has also paid off. “It allows people to be able to think quickly on their feet and maintain the objective of the conversation” — a vital skill, Lindstrom says.
He estimates his department’s productivity has improved roughly five to 10 per cent over the last 18 months due to a number of factors, “including the training we sent our people on with Jackey.”
“Among our supervisors and group leaders, I’m seeing a new level of compassion and understanding and putting themselves in the place of other people. They’re better able to communicate that they understand where an individual is coming from. And that makes a difference.”
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Passion Pays Off!Jackey Backman’s knowledge and the way she comes across is incredible, says Darrell Denet, the controller of finance and administration for Supreme Basics, an office supply company with locations in Manitoba, Saskatchewan and Alberta.
“Jackey is very inspiring — you can tell she’s passionate about what she does. She’s very knowledgeable and can really relate work experience she’s had and give you tips on handling various situations. She had great advice for every situation put to her.”
Denet, who participated in Transformational Leadership 2006 in Edmonton, took Jackey’s advice to heart about having passion for your job, caring about the people that you’re supervising, and the importance of a positive attitude and leadership qualities.
“It was great. It helped me be more confident in dealing with staff issues and overcoming problems that come up with the people I supervise.
“Everything was relevant; everything is useful when you get back to work.”
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"Emergency
Situation
Diverted!"
‘’Dear
Jackey,
I
am
pleased
to
write
to
you
now,
at
the
end
of
the
core
competencies
and
leadership
training
you
provided
for
me
and
one
of
my
science
groups,
providing
a
testimonial
for
your
effectiveness
in
developing
leadership
among
professionals,
and
for
creating
a
program
that
targeted
specific
behavioral
improvements
to
improve
attitude
and
teamwork.
The
results
of
our
high
intensity
week
together
last
autumn
were
dramatic,
immediate,
and
lasting.
Each
person
most
definitely
took
away
something
personal,
and
I
am
very
pleased
to
report
that
most
of
the
team
members
behave
with
observably
greater
sensitivity
to
the
needs
of
others.
For
the
more
assertive
members,
I
have
seen
patience
in
meetings
as
they
wait
to
allow
the
more
quiet
members
to
gather
their
thoughts
and
make
their
contributions.
For
those
who
are
more
reserved,
I
have
seen
explicit
demonstrations
of
courage
to
initiate
a
point
for
discussion
or
to
disagree
respectfully
with
others.
The
twelve
highly
trained
and
certified
laboratory
technicians
and
PhD
research
scientists
had
stopped
thinking
of
themselves
as
a
team
–
to
the
point
where
many
refused
to
acknowledge
the
simple
organization
chart
reality
that
they
are
all
members
of
a
single
Group.
Prior
to
your
arrival,
I
had
explored
a
variety
of
approaches
to
overcoming
attitude
problems
that
ranged
from
silent
resignation
to
frank
insubordination.
My
own
authority
was
being
challenged,
and
my
attempts
at
performance
management
through
both
reward
and
reprimand
were
having
no
positive
effect.
I
was
very
grateful
when,
during
our
very
first
telephone
conversation,
you
pointed
out
that
my
willing
attitude
and
sincere
desire
to
learn,
to
participate
in
the
workshop,
and
to
improve
my
own
skills
were
assets
that
you
could
build
upon.
I
now
understand
completely
why
that
first
conversation
was
so
vital
to
the
process,
and
why
you
knew
that
the
ultimate
success
of
your
interventions
depended
so
strongly
on
my
own
commitment.
For
my
own
part,
the
trusting
relationship
that
you
built
with
me
during
our
sessions
before
the
group
activities
as
well
as
during
the
individual
coaching
that
you
integrated
into
the
joint
program,
was
both
a
boost
to
my
confidence
and
an
affirmation
of
my
decision
to
improve
my
team’s
performance
by
also
improving
myself
as
a
leader.
Your
explanation
that
I
could
expect
immediate
results
for
myself
and
for
the
team
members
by
emphasizing
a
few
simple
concepts
and
learning
a
few
simple
lessons
was
compelling.
More
importantly,
you
proved
yourself
to
be
correct!
In
meetings
I
often
remind
the
team
of
your
observation
that
simple
lessons
are
not
the
same
as
easy
solutions,
and
that
constant
reinforcement
is
part
of
our
learning
process.
During
each
of
your
three
follow-up
activities,
we
have
had
an
informal
meeting
to
share
experiences,
to
praise
positive
changes
we
have
observed
in
others,
and
to
openly
and
respectfully
discuss
improvements
that
remain
unachieved.
I
am
impressed
at
how
each
team
member
has
adapted
the
notion
of
holding
themselves
and
each
other
accountable
–
not
only
for
continued
excellence
in
our
scientific
results,
but
in
the
workplace
environment
that
we
build
for
ourselves
with
each
interaction.
Your
follow-up
lessons
helped
to
cement
these
concepts
for
the
group,
and
I
feel
that
I
have
been
successful
in
living
up
to
my
own
commitments
to
be
accessible,
to
share
my
expectations
more
clearly,
and
to
help
resolve
conflicts
before
they
escalate
into
disputes.
There
is
a
noticeable
reduction
in
gossip
and
unproductive
chatter,
and
I
believe
that
the
one
or
two
team
members
who
have
chosen
not
to
move
forward
are
feeling
the
pressure
of
finding
themselves
apart
from
their
colleagues.
In
this
respect,
your
analysis
that
most
of
the
team
would
come
on
board
was
quite
correct,
but
your
prediction
that
those
who
did
not
come
on
board
would
find
things
less
comfortable
if
they
did
not
change
their
behaviour
has
proved
to
be
prophetic.
It
was
reassuring
to
learn
that
most
trained
scientific
professionals
have
invested
time
and
energy
to
develop
their
technical
and
academic
skills,
but
that
gaps
often
exist
in
their
training
for
people,
team,
and
communication
skills.
I
remain
impressed
at
how
quickly
and
effectively
you
were
able
to
analyze
the
complex
nature
of
the
challenge
that
we
were
facing,
and
then
to
design
and
implement
a
training
program
that
addressed
the
goals
of
the
entire
group,
while
being
highly
relatable
to
each
of
the
individual
personalities
involved.
I
remain
committed
to
this
process,
and
I
am
looking
forward
to
working
with
you
once
again.
As
we
have
discussed,
I
have
been
a
champion
for
leadership
skills
building
for
my
entire
team
of
one
hundred
scientific
staff.
Your
clear
and
compelling
style
is
refreshing,
and
your
expert
knowledge
is
essential
when
dealing
with
other
professionals.
I
have
no
hesitation
or
reservation
in
recommending
your
services
to
others,
and
feel
confident
that
you
will
help
them
achieve
the
same
measure
of
success
that
I
have
enjoyed
at
my
Institute.
With
kind
regards
and
sincere
best
wishes,
alan
Dr.
A.G.
Steele
Director,
Metrology
Institute
for
National
Measurement
Standards
National
Research
Council
Ottawa,
Canada
Yes,
I
want
more
info
contact
us
here.
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The Program
