Mary Larson

Mary Larson

Partner, Consulting
MNP

Mary Larson, ICD.d, is a Partner with MNP’s Consulting Services group in Montreal. Mary helps clients clarify and build alignment around their strategies, build leadership capacity and embed cultures that foster outstanding execution.

Mary is particularly focused on working with C-suite executives and CEOs. Drawing on her extensive business experience and skill in asking the right questions, Mary helps clients become more effective in aligning their teams around their work, and successfully addressing the issues that drive both behavior and culture.

Mary has worked with clients across North and South America, Europe and Asia, including the Business Development Bank of Canada, Bosch / Siemens, Cirque du Soleil, Duke Power, Johnson & Johnson, Kellogg’s, McDonald’s and Western Union. She has held senior executive positions with McDonald’s Corporation in the U.S. and Alcan in Canada.

Mary, who works in both English and French, received her Bachelor of Arts (BA, Honors) from Princeton and Master of Business Administration (MBA) from the Stanford Graduate School of Business.

Mary is a designated graduate of the Institute of Corporate Directors (ICD.d) at the Rotman School of Management, University of Toronto. She is board chair of McGill’s School for Continuing Studies, a board member of Prostate Cancer Canada and vice-president of the University Club of Montreal. She co-founded the International Women’s Forum in Canada.

11:00 am - 11:45 am

Workshop: Why Situational Leadership is Critical

Presented by MNP

So much is written about leadership that makes it sound like an intrinsic personal attribute—like something you can learn, practice and get better at over time. There may be some truth to that, but leaders of rapidly growing organizations may need to take those hard-won skills and think about putting them to use in very distinct ways, DRIVEN BY THE SITUATION THEY ARE IN. We will talk about three kinds of situations (of course there may be more) that call for very different leadership approaches:

  • Where getting the strategy right before taking action is paramount—and why relying on experience and tools just won’t cut it.
  • When recognizing that you don’t need to be heavy handed — where people share a common goal and are reasonably skilled.
  • When failure is not an option – what needs to be done.

In this session we will:

  • Discuss some of the basic principles of good leadership;
  • Walk through some examples of how taking different approaches to leadership can pay off;
  • Talk about how to take stock of the situations you find your organization in – so that you can adopt a leadership approach that is likely to be most successful.