At Urban Systems, a professional services firm based in Western Canada, we are deeply committed to cultivating strong internal relationships as the foundation for exceptional client service. We are in the people business, so whether it’s outward or inward facing, we care deeply about people and seek to find ways to uplift them. This manifests in many areas of our work, but one place where we are very proud of the way it shows up is in our leadership development program, which we call BLC–Building Leadership Capacity.

The BLC program at Urban Systems is not the result of a specific, focused effort that happened at a precise moment in our history. Rather, it emerged organically over time and took on its current shape about ten years ago. Our market strategy has always relied on long-term, trust-based relationships, so we recognized from the start that investing in the personal and professional growth of our people was essential to our business success.

Urban was founded in 1975, and the founders felt strongly that they wanted to build a company where the people didn’t serve the company, but rather the company served the people, as a first step toward serving their client and making communities stronger. Gradually, a loosely connected set of learning experiences and opportunities for team members evolved. Today, BLC incorporates a more formalized structure that spans the entire employee lifecycle—from onboarding to late-career transitions. The program aims at supporting our team members in their growth through all phases of their career and their life. It is clear to us that the greatest business advantage lies in developing people who are not just technically skilled, but emotionally intelligent, relationally capable, and authentically engaged with the company’s mission.

A first step in creating the BLC that exists today was the deliberate design of six developmental streams that now guide employees through different phases of their careers. They are: Novice Consultants, Applied Leadership, Branch Stewardship, Next Level Leadership, Leadership Renewal, and Late Career Renewal. Each stream addresses specific needs, from character-building for early-career professionals to reflection and renewal opportunities for those nearing retirement. The full structure took shape largely in response to employee requests: team members at certain levels of their careers, who had benefitted from and enjoyed the support they had received early on, felt a gap when they ‘graduated’ from the programs, and asked for a program to meet them at their current level. This was particularly true for mid-career employees navigating transitions or seeking renewed purpose but eventually extended to those starting to imagine retirement as well.

Notably, the program reflects our intention of being a “living company,” one that honors the intergenerational nature of its workforce and views personal development as a continuous, shared journey. The initiative is also closely aligned with our belief in enduring, employee-owned business models, like ours. Because Urban is an Evergreen® company, and therefore not geared toward a short-term exit or sale, we invest in people with a long-term perspective—accepting that the payoff from these investments may take years to fully materialize.

What does this look like in practice? For starters, it is entirely internal, with all stages led and instructed by team members. It is also deeply collaborative. What I mean by that is that we believe learning is a shared responsibility between the individual and the organization. Participation is voluntary, and the investment—both time and financial—is shared. For example, programs may include weekend sessions to respect work time and encourage personal commitment. Participants are encouraged to bring their best in the service and growth of others attending, as much as what they may stand to benefit.

Importantly, we avoid high-grading or screening participants based on seniority or role. We recognize and embrace the richness that comes from diverse perspectives and life experiences, so we value all employees equally. Anyone—from a billing clerk to a PhD specialist, from a recent graduate to a grizzled veteran—can apply. What matters is their willingness to engage, contribute, and grow. This inclusive approach reflects our broader cultural stance: everyone has something to offer, and everyone is worth investing in.

We also believe that leadership isn’t something learned exclusively in classrooms. Real leadership development requires intentional reflection, authentic dialogue, and connection with others. We have therefore built in-person, retreat-style experiences—many held in rural or natural settings—into the program. Team members can hike, gather around campfires, and have conversations that go beyond the surface. These experiences foster emotional bonds and self-awareness that translate into stronger relationships at work and beyond.

Finally, the program reflects our long-term, Evergreen mindset. Because we are employee-owned and committed to independence, we can afford to think in decades rather than quarters. This allows us to be truly People First, and to prioritize resiliency, human development, and intergenerational continuity in ways that might not make sense in a traditional corporate setting.

If this all sounds like a significant investment, in terms of both time and resources, it is. By deciding not to outsource the various parts of the program, we have accepted that we will need to invest in it is many ways.

Each stream is managed by a team of facilitators—often program alumni from the same career stage. While some external facilitators are occasionally brought in, most sessions are internally led. We believe that authenticity and vulnerability are best achieved among peers. Our BLC programs are cohort-based and entirely in-person. Employees are flown to central locations (such as Banff) for multi-day retreats combining structured learning, reflective exercises, and social bonding. The program is overseen by a team member who devotes a third to half of their job to this work. It also receives administrative support from Urban, as well as time investments from senior leaders.

Crucially, these programs are neither mandatory nor tied to promotion paths. They are meant to offer enrichment, community, and self-awareness rather than a checklist for career advancement.

To date, the BLC has yielded powerful personal transformations and contributed significantly to organizational culture and performance. One especially compelling example is a former receptionist, who joined one of the early programs with some hesitation. Encouraged by peers and supported by the structure, she returned to university, became a consultant, earned her professional designation, and became a respected partner and people leader within the firm.

Quantitatively, Urban consistently ranks in or near the top decile for employee retention within its industry. We are happy with this; excessively high retention can sometimes signal stagnation, and we view our current retention levels as confirmation of a healthy, evolving workplace culture. We are also thrilled to have been named a “Great Place to Work” in Canada for 15 consecutive years, the only company in Canada to do so.

Qualitatively, the program has become something employees look forward to, and consider a memorable and meaningful part of their professional experience at Urban. There are many special moments, and these experiences have been cited as a way where people gain confidence and learn to believe and support one another. It is a powerful expression of the Urban’s purpose, culture, and belief in the enduring potential of people.