Want better leaders? Ditch the checklists, says HR leader from Lindt & Sprungli (Canada)

This perspective aligns with a Harvard Business Review survey, which found that 83% of C-suite executives and more than half of employees believe that curiosity sparks positive organizational change. 

But recognizing future leaders is only half the job—developing and retaining them is where the real challenge lies. 

Real-time coaching and career conversations 

“For me, it’s just a bit stickier that way,” she says, referring to the impact of learning through doing. “It obviously has immense benefits for the business. I also think because of the applicability of it, it has tremendous value for the employees as well.” 

That philosophy drives Lindt’s flagship program, the Lindt Leadership Essentials. Spanning 15 to 18 months, it combines formal training with live coaching, peer-to-peer learning, and business immersion.  

The program’s secret sauce? Real-time feedback. External coaches listen in on leadership conversations and provide on-the-spot coaching—not just theory, but tailored, context-specific advice. 

“He actually will sit in on conversations between the leader and conversations that they're having with their direct reports, so he's able to provide real-time feedback,” Gordon says. 

For Gordon, the goal isn’t to fast-track leaders. It’s to make development sustainable. One-and-done sessions don’t stick—and they don’t build capacity. Lindt counters this with regular career conversations, check-ins that prompt employees to reflect on where they’re headed and what they still want to learn. 

But growth doesn’t always mean climbing a ladder. In a mid-sized organization, there aren’t endless vertical opportunities, so Gordon encourages lateral moves and cross-functional exposure. 

“Sometimes, for people to develop, you need to think a little bit differently and entertain some cross-functional opportunities and not always be looking to develop in a vertical way,” she says. 

Creating space for growth in a results-driven culture 

That mindset—adaptable, expansive, grounded in the day-to-day—is what makes Gordon’s leadership style particularly resonant at HRFutureFest, where innovation and bold ideas meet operational pragmatism. With a workforce that’s “highly engaged, very competitive, and loves to win,” she understands how tough it can be to carve out space for development. 

“When the choice is between doing the day job and investing time in leadership training, the day job always wins,” Gordon says. 

Her solution? Make learning easier to access. That includes everything from digitized mentoring platforms that simplify scheduling to “learning days” that intentionally break up the workflow. Sessions are directly linked to business strategy to emphasize why development matters now—not later. 

Inclusion, feedback, and leadership that lasts 

Inclusivity is another non-negotiable. Gordon sees Lindt’s naturally diverse workforce as a strength, but she doesn’t let representation lull the company into complacency. Instead, they build in safeguards, like multi-rater feedback and post-program evaluations to catch what might be missed. 

“I am very supportive of making sure that we're learning from the people that are doing the work,” she says. “What’s the one thing you would do to make it better?” 

In Gordon’s world, leadership development is less about checklists and more about intentionality. The outcome isn’t just more trained employees—it’s more actual leaders. Because when learning is built into the business, not bolted on, that’s when it really sticks. 

HRFutureFest is designed to challenge the way HR professionals think, work, and connect. It’s immersive, interactive, and built to be an experience that leaves attendees inspired and ready to lead the future of HR. 

If you're ready to stop ticking boxes and start reshaping what leadership really looks like, HRFutureFest is the place to be.