David Kinsman - Specialists in Corporate Transformation

David Kinsman
Principal, Leadership

•	Lieutenant General in the Canadian Forces (retired)
•	Former Chief of Air Staff and Assistant Deputy Minster of Personnel
•	Former fighter pilot
•	Former Executive Director of the Transportation Safety Board of Canada
•	Bachelor of Science
•	Honorary Doctorate of Civil Law

‘Leading the Leaders’

In your career have you had personal experience of transformation? I was a general officer in the military throughout the 1990s, and at that time the Canadian Forces were going through a challenging time both in terms of budget cuts and public confidence. We underwent major organizational changes over the course of ten years, and I was in the midst of them. As Commander of the Air Force, with more than 13,000 men and women under my command and billions of dollars in operating and infrastructure budgets to manage, I was called upon to lead and innovate in the most challenging situations. I was able to take many positives from those difficult times. I gained a better understanding of the dynamics of an organization and its people in times of extreme change—something I have been able to draw on since.

How has that experience applied to your work as a consultant? Transforming an organization is a huge undertaking and is a very difficult thing to do. For a transformation to be completely successful and sustainable, there needs to be a strong, inspirational element of leadership. But even the strongest of leaders will go through moments of doubt or uncertainty. It’s at those times in particular that I’m excited to work alongside them and to help them remain focused, committed and confident.

Why is trust so important? One thing I’ve come to appreciate is the extent to which relationships are absolutely critical to the success of any transformation. Productive relationships are founded on trust. In order to succeed in a context of fundamental change, people have to be able to trust one another and their leaders. And the leader needs to trust his or her people; to know they fully support the change initiative. Open dialogue and understanding are key to the establishment of a strong climate of trust.

What’s the most challenging transformation project you’ve been involved in? I led a major transformation of the business management framework and governance model of the Transportation Safety Board during my tenure as Executive Director. Although the organization was much smaller than other organizations I had led, the legal and technical intricacies of it challenged my capacities to a new extent. We overhauled a management system that was very centralized and lacked a defined planning and evaluation structure. There was a palpable appetite for change in the organization and it was immensely rewarding to see people pitch in to make that change happen. Ultimately, we transformed the organization into one with a much more structured, participatory and transparent business framework.

Why is this work so important to you? Through almost 30 years in positions of command and leadership, I’ve learned and grown so much. Now I want to share the lessons I’ve learned during those wonderful experiences in a way that benefits others. I derive tremendous satisfaction from helping individuals develop and excel on a personal and a professional basis and, of course, I continue to learn and grow though my contacts with them. That is what working with and coaching the leaders of today and tomorrow offers me and that is why I find it so gratfying.