Q&A with Chad Rolstad: Leadership development the Canadian Pacific way

12/1/2021

“We know that to be the best, we need effective leadership at every level of the business.” — Chad Rolstad, VP of human resources and chief culture officer, Canadian Pacific

As part of its workforce management efforts, Canadian Pacific offers a “robust” development program for high-potential candidates, according to the Class I’s recently released 2020 Corporate Sustainability Report. The program builds on foundational leadership training to advance the skills of current and emerging leaders.

In 2020, for example, 37 front-line managers were hired into the company’s leadership management trainee program, which is designed to ensure that all new front-line managers have the capabilities, knowledge and technical skills to succeed as leaders.

To learn more about CP leadership development initiatives, Senior Associate Editor Julie Sneider submitted questions to CP Vice President of Human Resources and Chief Culture Officer Chad Rolstad, who responded via email. His answers follow.

RailPrime: Describe how Canadian Pacific has structured its leadership development programs.

Chad Rolstad: One of CP’s five foundations is to develop people, which is integral to achieving success as individuals and as a team. Our core leadership training program, Consequence Leadership (CL), was initiated in 2014 and aims to build and sustain a culture of engagement and accountability. The program provides employees a set of tools and strategies they can use every day. All of CP’s leadership development programs build on the foundations of CL.

This leadership development strategy involves delivering specialized training, best practices, and skill-broadening opportunities to all employees, regardless of level, title or role. We achieve outstanding results by providing our diverse workforce an array of learning through professional development and role-specific courseware.

We know that to be the best, we need effective leadership at every level of the business. Our executive team champions our leadership programs, regularly stepping in to facilitate and sponsor specific programs. With senior leader participation and support, we’re better able to provide a holistic approach to learning and meeting the strategic goals of our business.

RailPrime: How is CL different from the way CP developed talent in the past?

Rolstad: Consequence Leadership training is available to all employees as a foundational means to build leadership skills that align with CP’s culture. How we lead and how we treat people with respect must be consistent throughout the organization. CL pinpoints core behaviors and tools all CP leaders are expected to demonstrate. This alignment improves communication, collaboration and problem-solving abilities.

Leadership the CP way also means we value giving each other feedback so we can achieve world class results together. We all get to be part of the success which instills pride in the work we do and the place we work.

In recent years, CP’s leadership programming has grown to include a number of nomination-based programs, which are at least three months in duration, tailored to different stages of leadership development. These programs pair the foundations of CL with CP’s values, foundations and leadership competencies.

With robust succession planning processes that include targeted development for future leaders, CP is able to build a strong talent and succession pool from within to help fill these roles in the future, says Chad Rolstad, CP’s VP of human resources and chief culture officer. cpr.ca

RailPrime: Describe the process for someone going through the training.

Rolstad: Within the first three months of being hired, non-union employees are invited to attend an onboarding session where they are introduced to many facets of CP’s past and present. Prior to the pandemic, onboarding was a full day in-person workshop. Due to COVID-19 restrictions, we have pivoted to a four-hour live webinar format.

Within their first 12 months in a leadership role, employees complete the Foundations of Consequence Leadership (CL) online course and are invited to attend a two-day CL in-person workshop. Every three years, leaders are invited to attend a one-day workshop to refresh and strengthen their leadership skills: CL+ for non-operations leaders, and CL Blueprint for operations leaders.

Upon completion of CL, employees may also be nominated for a more intensive leadership program. Participants in CP’s nomination-based programs (CL: LEAD 1, CL: LEAD 2, Coaching Capability Program, Leadership Development Coaching and Executive Coaching) are chosen by their leaders based on outstanding present contributions and future potential.

Select unionized employees have access to customized one-day CL programs that highlight behaviors, tools and concepts that will enhance their leadership skills relative to their specific department, duties and responsibilities.

RailPrime: What are the most difficult-to-fill leadership positions at the railroad? How will that trend evolve as older managers and leaders reach retirement?

Rolstad: Those that require prior railway knowledge or specialized skill are sometimes considered the most difficult to fill; however, with robust succession planning processes that include targeted development for future leaders, CP is able to build a strong talent and succession pool from within to help fill these roles in the future.

RailPrime: How does CP’s leadership strategy coincide with the company’s workforce diversity efforts?

Rolstad: Diversity is one of CP’s core values. Concepts of diversity and inclusion are embedded as part of leadership training, including CL. We continue to enhance our training to incorporate more diversity and inclusion initiatives and encourage participants to promote these practices into their everyday work.

CP is proud to have established diversity councils focused on supporting racial, gender (including 2SLGBTQ+) and Indigenous diversity in the workplace. Each council is chaired by an executive leader from CP’s Diversity and Leadership Development Steering Committee and involves employee representatives from across the organization.

An early focus for the diversity councils includes enhancing employee education and awareness of diversity and inclusion in the workplace. CP’s senior leadership have also participated in training to enhance understanding of diversity and inclusion topics and challenges, including changing workforce demographics, overcoming unconscious biases and developing skill sets to lead diverse and inclusive teams.