Christopher Jones, CEO: LeaderSharp Group Developing New Managers Into Effective People Leaders


LeaderSharp Group is a full-service leadership development company based in Calgary, Alberta, with a team of Associates across Canada. Our team is comprised of highly skilled and experienced leadership coaches, trainers, course designers, facilitators, and consultants. We are strongly guided by our Vision, Mission, Purpose and Values. Our Mission is: Raising the collective consciousness, capability, and impact of today’s leaders for the possibilities of tomorrow. Our Values are: Every conversation is an opportunity; Distinctly unique; Better together; A love of learning; The art of possibility; Being of service.


Tell us about yourself?

I emigrated to Canada from England in 1981 and started working on oil rigs as a geologist. I quickly moved into leadership roles and spent over 30 years as an executive in the information service industry for oil and gas companies (software and data). My last executive role was leading the Canadian division of a global information company. We had 300 employees and $70 million in annual revenue. When that role ran its course, I decided to become an Executive Coach and start my own business. In 2014, a good colleague, Lisa Scott and I put our businesses together to co-found LeaderSharp Group. We are now very happily married as well as being business partners.

If you could go back in time a year or two, what piece of advice would you give yourself?

Plan carefully for the ebbs and flows of the business. Be agile enough to adjust financially. Invest more money into marketing.

What problem does your business solve?

We develop new managers into effective people leaders. We transform leaders’ effectiveness by helping them evolve their mindset to thrive in our complex and ever-changing world. We change dysfunctional groups into high-performing teams, and we create transformational blended learning leadership programs with our Docebo LMS.

What is the inspiration behind your business?

Our Purpose is: The World Needs Better Leaders. This inspires us all, and we are committed to making a positive difference in the world, one leader, one team at a time.

What is your magic sauce?

Most of us have business leadership experience as well as being certified, accredited, very experienced coaches and trainers. Our brand and reputation are of high-quality services, world-class products, and a partnering approach to clients committed to their success.

Read more of our interview here.

LeaderSharp Group Producer (Part-time, Contract)

We are looking for a part-time Producer to support our facilitators and coaches in creating an engaging and enjoyable experience for our clients. As a Producer, you will act as the technical support for our facilitators during our online training sessions. By handling the technical requirements of the session, the facilitators can focus more on the client, providing a smoother and more valuable learning experience.

This is a part-time, contract-based role. We are looking for someone who can accommodate occasional producing shifts to support the LeaderSharp team.

You will be expected to be available for the length of the session (between 2 -5 hours in duration), and potentially for debrief meetings before/after with the client or facilitator.

Some key responsibilities include:
• Providing live technical support to facilitators & clients in the case of an issue
• Hosting sessions on Zoom & other video conferencing systems
• Operating breakout rooms, polls, annotations, and other advanced features of Zoom
• Monitoring session chat
• Working with the facilitator to keep track of session timing, breaks, and overall flow

Key skills/competencies:

• Extensive knowledge of Zoom & other video conferencing systems
• Strong computer skills & technical literacy
• Comfortable interacting directly with clients including executive and senior leadership
• Maintaining a calm demeanor under pressure
• Flexible schedule to work during standard business hours
• Knowledge of other collaborative working software is a plus! (Mentimeter, Mural, Whiteboard, Padlet, etc.)
• Knowledge & passion for leadership development or personal growth is a plus!

If you are interested in this role, please send a resume & cover letter to: [email protected] and [email protected].

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To help teams work more effectively with others, we’ve released a three-part experience this month, ‘The Five Behaviours® for Virtual Teams Experience”. Join Lisa Scott, President and COO of LeaderSharp Group on December 3rd at 1:00 pm MT, for a 90 minute training session. 

The need for strong teamwork skills has never been greater. Watch this message from Patrick Lencioni, author of Five Dysfunctions of a Team™.

We’d like to offer you $70 off the retail price for your interest in LeaderSharp Group for visiting our page. Please ensure you enter your PROMO CODE LSCTrust on the checkout page! If you have any questions regarding this event, please email Kara Rowan at [email protected].

For more information and details:

Register Here

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Trust: The New Super-Power of Leading Virtual Teams

Trust is an essential ingredient for teams to work effectively together. Many of the great thought leaders of our time have pointed to trust when describing effective team performance.


Now more than ever, in our virtual work reality, trust can be your team’s superpower. Discovering what wins trust and what breaks it can strengthen your leadership and enable you to bring out the best in your team.


Join us in exploring how trust has changed in the context of our work today, and how we can more easily build it in our virtual work environment. 


Register here

Success in any field requires a clear understanding of the most effective ways to communicate with others. Poor communication skills can not only damage your reputation, but also cause your company to lose business. 

Forbes asked their Forbes Coaches Council to share some less-than-ideal communication habits that could hinder your chances of finding the success you seek in your career. Here are 14 common practices they believe every professional should avoid, and what to do instead.

As Featured in Forbes

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We’ll be discussing the need for great leadership and why Leadership Development was broken. We’ll explore the top 6 trends and how these current trends (including “The COVID Effect”) are changing the world of leadership in a significant and positive way.



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Leadership is evolving, and leaders have greater responsibilities than ever for workplace wellness. Never has this been more critical -and simultaneously more difficult! -than in recent months. Join us, and leaders just like you, on June 24th to remove the weight of responsibility in ensuring workplace wellness.


Follow Up from Event

On June 24th, participants who attended “A Leader’s Responsibility in Workplace Wellness” observed a live demo presented by LeaderSharp Collective coaches Tara Larkin and Clint White, role-playing ‘5 Steps for Wellness Conversations’ :

1. Creating Awareness

2. Gathering Information – Active Listening

3. Acknowledgement

4. Action Planning

5. Follow-Up

Professional development, that supports your growth as a leader, should not be a side gig paid out of pocket. Not even now during a downturn.

Strong leadership is needed now more than ever. Uncertain environments demand strong leaders who can unite teams, hold vision for the future and communicate authentically and powerfully in the moment. The survival of business depends on it, the resiliency of teams relies on it, and your own sense of trust will be born from these leadership characteristics.

Leadership qualities are not always innate; thankfully they can be developed and expressed over time with intentional mentorship, training and coaching. While this may seem obvious, many current and emerging leaders hesitate to ask for the support they need to grow their abilities.

Depending on the culture of your organization, asking for support professionally can be uncomfortable and challenging. It is often easier to avoid asking than facing the possibility of being turned down or risk the perception of being seen as incapable or lacking skill. It is natural to avoid situations where we could be misunderstood or disappointed.

How is this avoidance really serving you or the people you lead?

Therein lies the shift we need to take when it comes to asking for help in our professional lives.

Great leaders recognize what is needed to serve the people around them, and seek out opportunities to grow their abilities in these areas.

Great leaders lean into the areas of discomfort (asking for help, receiving feedback, seeking mentorship and coaching) and use this information to become better.

What we know for sure is accepting the status quo and avoiding uncomfortable situations is not leadership behavior. In fact, the only place it leads to is mediocrity.

Mediocrity is not an option in a downturn.

Reaching out to those around you, your HR department, or your department lead and asking for help is necessary in leadership, especially when we are in unprecedented times.

If you want the best from your team, and for your team, recognize where your skills and expertise need to grow. Recognize where you may benefit from the objective and supportive presence of a coach or mentor. Be the example of authentic leadership for your team.

Whether you are connecting to HR, your Department Lead or directly with the Executive Team, often what we need is the language to bring to ask for an investment into our development.

Here’s how to ask for leadership development support:


Before you set up the meeting, do your research and be prepared. Estimate the costs of the programming and the timeline involved. 


What skill gap are you trying to close (or what skill do you want to build)?

Sounds like:

a) I am noticing the need to be better at XYZ. The team/organization is needing this from me right now and I want to be able to provide this to them.

b) The team is overwhelmed right now. In order to support them fully, I know I need support on my side as well.

Key Points

  • Be to the point about the problem you notice and the solution you see for it
  • Don’t ramble on
  • Take responsibility for your part in the solution
  • You don’t need to explain it or justify it, just state the facts. 


The most important part of your plan is to demonstrate the business benefits to your team, department and organization. Speak to the greater good for the department/team/company. Remember, your leadership development supports everyone.

Sounds like:

“I really feel like an outside perspective and some one-on-one leadership development would be useful right now to:

  • Gain clarity
  • Communicate more effectively
  • Connect more authentically
  • Increase my productivity
  • Show up with a better attitude
  • Make decisions with more confidence 


Sounds like:

a) I’ve researched a few resources/ programs that I believe will be a good fit, and have a strong reputation of building leadership skills. I am happy to provide these to you.

b)What additional information will you need from me to move this forward? 


Restate the desired skill, behaviour, outlook you are seeking.

Sounds like:

  • I’m confident this programming will increase by ability to XYZ. 


Agree on a time and date to follow up. Everyone needs to be held accountable (including you, to move this request forward). Timelines and clear agreements are critical. Give them time to consider and/or get back to them with additional information they may request at this stage. 


You are opening a dialogue. If you do not receive a clear yes in the first conversation, this does not mean it’s a No. Stay committed to your development – your team, and organization will respect you for this.

The first time you ask for support is the hardest. This process becomes easier as you recognize the benefit of having someone in your corner as you grow into the leader you were meant to be.


The LeaderSharp Collective is a full spectrum leadership development group of coaches, business consultants and advisors.
To learn more about the services we offer and how we can support your Leadership needs, call us at 1.403.719.0800.

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Understanding the Difference Between Coaching and Mentoring

Many leaders describe themselves as coaching employees when they’re actually mentoring them. Because of this, many organizations may be missing out on opportunities to develop leaders as coaches as well as leverage the benefits of mentorship. To help differentiate between coaching and mentoring, here’s a brief definition of each: Mentoring is offering advice based on knowledge, expertise and experience. Coaching is inquiry-based; insightful questioning can spark a person to see themselves and the world differently and solve their own challenges. Both mentoring and coaching can be extremely valuable and helpful. When leaders fully understand the difference between coaching and mentoring, they can have both of these critical skills at their disposal, which can be a double benefit for developing others. They can choose to have a coaching conversation or a mentoring conversation, or they can decide to blend the two. There are many coaching skills courses offered for leaders around the world, but you don’t have to become certified in coaching to practice it as a leader. If you’re interested in expanding your own coaching abilities, here are five suggestions:

  1. Take the time to build trust, respect and psychological safety.
  2. Shift from a ‘knowing and telling’ approach to an ‘asking and listening’ style.
  3. Keep the conversation positive, strengths-based, future-focused and action-oriented.
  4. Hold candid yet compassionate development conversations.
  5. Help the employee set specific development goals and hold them accountable.

With a little coaching training, leaders serving as both coaches and mentors can have an enormous impact on the development of employees and future leaders. By doing so, they also can help improve their organization’s performance and productivity, reduce turnover, increase motivation and engagement and have a large positive impact on the bottom line.

As Featured in Forbes.

It’s time to step up and change with these times in order to serve clients in the best way possible.  

We are all living in a VUCA world (Volatile, Uncertain, Complex and Ambiguous) with rapid change and constant disruption. Both Coaches and Leaders can be in over their heads if their own development fails to keep pace with the change.

This article introduces the most current and progressive research and publications on human development, neuroscience and even spirituality as examples of new frontiers to adult (Vertical) development, how they are converging and how powerful they are for our understanding of our “Inner Game”. These current trends are important for leaders as coachees, but also for coaches themselves. There is much to keep up with, to learn and to grow as coaches so that we can be of service to our clients in the most effective way. The article includes four suggestions to help coaches step up to their own development.

As Featured in Forbes.

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