• The Caribbean Leadership Project


    The Enabling Environment Assessment

  • Assess the quality of your public sector leadership environment

    Enabling Environment Assessment tool



    The Enabling Environment Toolkit



    The Enabling Environment Toolkit



    The Enabling Environment Toolkit


Enabling Environment Assessment and the


The Enabling Environment Assessment is an initiative by the Caribbean Leadership Project (CLP).

The CLP is committed to exploring the relationship between leadership development and how organisational structures, cultures and contexts interact to support the sustainability of learning in an individual and the transfer of that learning within the organisation. The Assessment provides a wide range of strategies and actions to help take your organisational environment to a higher level in enabling transformation leaders.

The CLP is a seven-year, $20 million (CAD) Project, funded by the Government of Canada to strategically strengthen the next generation of Caribbean men and women. The purpose of CLP is to strengthen the capacity of future leaders in the Caribbean to contribute more effectively to regional integration and economic growth and support gender-sensitive public sector reform.

“the Leadership Development Programme will help the Region develop a new generation of leaders…providing them with the skills to resolve complex governance, economic and social issues, and advance the values of gender equality, human rights, equity and democracy. The programme will also support more transparent, accountable and effective public sector management.”  
Stephen Joseph Harper PC, Former Prime Minister of Canada

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  • What CLP did was to show me that I didn’t have to fear being collaborative, I didn’t have to fear delegating and they didn’t just say it but through the LDP, I was introduced to tools that allowed me to do those things fearlessly. Once I started using the tools…I am seeing my staff growing, I am seeing them develop to the point where it is not only benefiting my office but it is benefitting the wider public service.
    Miguelle Christopher - Antigua and Barbuda
  • The most significant change is really moving from a manager to a leader. I have moved from managing events to becoming more of a generative leader. I am motivating my staff more, building and maintaining high-performance teams and to me that was critical because in my department we have a myriad of important national projects to undertake and building those teams, I can start to see results in that we now have a cadre of persons with particular skill sets, getting the work done in a shorter time be more productive and more competitive.
    Betram Johnson - Barbados
  • The LDP provided me with a critical understanding of the role of emotional intelligence in leadership and management. It helped me to recognize my emotional triggers, and prepared me to develop personal mechanisms to use and channel my emotions. This skill has been an important breakthrough in my life. I constantly see the catalytic role this is having in my interaction with colleagues, staff and the public.
    Colin Young - Belize
  • This LDP, unlike the many others that I have undertaken, deeply challenged and coached me to look within myself to understand what triggers my behaviours; how these behaviours impact those whom I seek to lead and; ultimately influence the overall leadership goals I seek to achieve.
    Aaron François - Grenada
  • Meeting and sharing with other committed senior public servants from other Caribbean countries and seeing the public sector through the stories we shared, has been valuable in strengthening my commitment to national development and regional integration.
    Emil C. McGarrell - Guyana
  • I have always had ideas about the ways in which things should be done but was not confident or courageous enough to share them, especially in a forum with a lot of persons. So I’ve found that when we had that session (on confident and courageous leadership), it was really life-changing for me. Now I ask myself all the time: do you have five minutes for courageous leadership? It works all the time.
    Georgia Sinclair - Jamaica
  • I have developed a picture wall within my office, where I have placed some of my favourite LDP tools on this wall. The wall acts as a conversation piece for visitors to the office. I get the opportunity to discuss with them the purpose and benefits of the programme. Moreover, it also acts as reinforcement for me in my daily life.
    Jeffrey Forde - Regional Security Systems
  • As I reflect on this journey, I can say with all honesty that I have never known one that has been as engrossing, challenging and exciting. The overriding takeaways were: the use of appreciative inquiry and utilising a variety of lenses as the basis for the analysis of any and every situation. The mapping of my leadership journey has enabled me to give time and practical meaning to my role as a leader in the public service. The toolkit is truly filled.
    Donovan Williams - Saint Lucia
  • I must say that the CLP Programme has really empowered me and that empowerment has translated into confidence, and that is because I have set of practical strategies that I can use when I’m relating to and communicating with persons. This has helped me in my work and personal relationships.
    Ionie Liburd Willett - St. Kitts and Nevis
  • CLP has taught me to take a long, hard look at myself, to do some deep introspection, rather than looking at other persons to see how they should change.
    Audrey Gittens-Gilkes - St. Vincent and the Grenadines
  • I delegate more often and try to not have too much control over what I’ve delegated. I have a more collaborative and inclusive approach towards solving issues or creating new initiatives in order to get more perspectives before making final decisions. Most of all, I take time for me without feeling guilty because I realise that if I am not okay, mentally or physically, nothing else will be.
    Daniella Tauwnaar - Suriname
  • CLP’s Leadership Development Programme has influenced how I lead in many ways, but the most important change has been the way in which I see and treat others. I am now more benevolent and gracious in my thinking and the way I treat others - especially my staff.
    Esther Inniss - Trinidad and Tobago

Caribbean Leadership Project
Cave Hill School of Business
University of the West Indies
Cave Hill Campus
P.O. Box 64, Bridgetown, BB11000, Barbados
+1 246 417 3152