Fall 2013 Fall 2013 Edition THE TORONTO MANAGER Page 2
In this issue… President’s Message...2 PRESIDENT’S Adapting to New Realities...4 Living the Brand...6 MESSAGE Social Media...7 Stop Telling Me My Culture is Important...8 Phil Russo, FCGA, C.Mgr., P.Mgr., FICIA, O.M.C. Congratulations to our members who recently President, CIM Toronto Branch received new designations...11
Welcome to our new Toronto Branch I am pleased to report that the CIM 2013 71st National conference in London was a Members...11 huge success! I would like to sincerely thank the London branch conference Path to Professional Manager for CGAs...13 committee for staging an exceptional and well organized conference. The venue, speakers and entertainment were first-rate. Networking ..14 The Toronto branch received the President's Award and the John H. Brace Award CIM/CICAM Equalivencies...15 for the largest increase in membership.
Basic Question Stress...16 I would like to congratulate Toronto branch member Matthew Jelavic on becom- The Importance of Technology in times of ing the new National President. I would also like to congratulate new National Trouble...17 Directors Nicole Hamilton (Winnipeg branch) and Nancy Lockman (Ottawa branch). Finish Your Presentation...18 I would like to thank the following 4 Toronto branch members who ran for a CIM 2013 National Conference...19 National Director position: Rafail Veli, Legesse Gebeyehou, Sheila Proteau and Land Your Dream Job...22 Vidya Gautam. A total of 8 people ran for National Director positions. Overall, it was a very positive conference. Good luck to Matthew and his new National Hidden Job Market...24 Council.
Do You Suck at the Say...25 On Friday June 7, 2013, Rex Murphy, Canadian broadcaster and commentator, was the Management Direct Portal Information...27 keynote breakfast speaker at the 71st Annual Conference of the Canadian Institute of Management (CIM) hosted by the London Branch at the Four Points Sheraton hotel, June Are You Asking The Right Questions...29 6 to 8, 2013. The Leader Within...30 Mr. Murphy addressed a crowd of approximately 200 guests, made up of delegates and the Self Mutilation...31 local business community to kick off the conference, and began a day of professional How Should Sales Managers Distribute B2B development. The day continued with four outstanding speakers, presenting topics of Sales Assignments...32 interest to today’s business leaders and managers. What to Do When Your Business Stalls...33 The event completed with Mr. Murphy receiving the prestigious F.CIM designation from the Canadian Institute of Management. The CIM presents its Honorary Fellowship Editor’s Notebook—We Remember...35 designation to individuals who have become leaders in their field, at both a local and national level. Mr. Murphy received certificate 1942, and was very deserving and touched with the honour. The CIM is the only national organization in Canada to designate management professionals. Rex Murphy was born and raised in Newfoundland. He is seen regularly on the CBC’s The National, writes a weekly column for the National Post and hosts Cross Canada Check-up, Canada’s only national open–line radio program. “Rex Murphy is a trusted journalist and respected opinion leader who has been providing readers and listeners with his profound insights, and sometimes stinging commentary, into Canadian political and social issues for many years. His thought provoking views get people talking and his presentation kept them entertained. We were very pleased that he came to London to address our conference delegates,” said Christine Hulan, Past-President of the London Branch and Chairperson of the Conference Planning Committee. Cover Photo By Tony Volpentesta Continued on Page 3. Fall 2013 Edition THE TORONTO MANAGER Page 3
The Toronto Manager is published by the Toronto Branch of the Canadian Institute of Management Suite 310 2175 Sheppard Avenue E. Toronto, Ontario M2J1W8 Telephone: 416-491-1577 Fax: 416-491-1670 Email: [email protected] Website: www.cim.ca President Phil Russo accepts two CIM National Awards.
CIM Vision Statement The Canadian Institute of Management is recognized as the premier provider of excellence in management development.
CIM Mission Statement To lead in the delivery of quality programs which will promote the continuous education and professional growth of our members.
L-R: President Phil Russo, Social Commentator & Editorialist Rex Murphy, and Anisur Rahman.
President’s Message continued from Page 2. The Canadian Institute of Management, established in 1942, is Canada’s senior management association. Celebrating its 71st anniversary in 2013, CIM has provided professional development and certification to thousands of managers and grants several well-recognized ANNUAL DUES professional and academic qualifications. REMINDER UPCOMING EVENTS
If you have not already done so, please forward your Please refer to the CIM Toronto webpage for membership dues payment to news on upcoming events - the CIM National office in Barrie in order to retain your http:/cim.ca/branches/Toronto/events professional membership. Fall 2013 Edition THE TORONTO MANAGER Page 4
Adapting to New Realities R. Douglas Williamson
CIM Toronto Adaptation is the basis for all forms of human survival. It is the willingness, Board of Directors ability and confidence to adjust to circumstances as they change, and to allow other tools and senses to guide us when conditions shift and our existing reper- toire is no longer sufficient or relevant. So it is in business. When conditions PRESIDENT change, we need to alter the methods, mindsets attitudes and behaviours we use Phil Russo, FCGA, C.Mgr,, FICIA, in order to make better sense of the environment around us. We must then adjust P.Mgr., O.M.C. our course or risk sailing straight onto the rocky reef hidden by the thick wall of VICE-PRESIDENT, fog which surrounds business today. PROGRAM &MARKETING Legesse Gebeyehou, FICIA, P.Mgr., C.I.M., Throughout history, the truly great leaders have known when and how to adapt or Dip.IM., C.Mgr. pivot when the situation and the context change. They seem to have a sixth sense and know exactly the right moment at which to abandon what is no longer work- TREASURER ing and comfortably embrace new tools more suited to the conditions they find Thong Minh Tran, C.I.M., P.Mgr., C.Mgr., themselves in. It is part experience, part intuition and part luck, but successfully FIPFM, FICIA, LIFA. identifying and then navigating these crucial inflection points is the responsibility
DIRECTOR OF PROGRAM of leaders. The average leader can perhaps do a respectable enough job when Shanaz Karimullah, CGA, P.Mgr., H.B.Com. conditions are normal, but it takes an exceptional leader to navigate confidently in uncertain, uncharted and turbulent waters. DIRECTOR OF P.Mgr. Peter Boos, MCE, B.A., FCIP, FRM, P.Mgr., It seems as though dangerous, pivotal moments of transformational change have C.Mgr., C.I.M. been presenting themselves with increasing frequency in recent years. The more interconnected global economy, rapid technological advances and constantly DIRECTOR OF EDUCATION evolving social, political and demographic changes have all come together to Rafail Veli. F.C.I.S., A.C.I.S., P.Adm., P.Mgr., C.Mgr., CMC., M.B.A., B.Sc., LL.B (Hons)., alter the once reliable maps we used to guide us in the post-WWII period. The LL.M. (Merit). question that should concern and even haunt us all is why, in the face of these changes, so many leaders, organizations and nations have not been brave enough, DIRECTOR OF MEMBERSHIP vigilant enough or just plain smart enough to switch tack from what may have Afolabi Oguntade, B.Sc., M.SC., MBA, FCSI, been right and relevant in one set of circumstances to a new course, better suited C.Mgr., C.I.M., AICB, STI, MTI, PMP, SSGB. to the changing conditions of the future.
DIRECTOR OF NEWSLETTER Canada is a country of great wealth, whether measured in terms of our ample Wesley Spence, C.I.M. natural resources, our outstanding agricultural good fortune or our abundant DIRECTOR OF MARKETING maritime gifts. We who live here have been granted easy fortune in a world Legesse Gebeyehou, FICIA, P.Mgr., C.I.M., where many are far less privileged and less well endowed than we are. In the old Dip.IM., C.Mgr. economy, Canada’s physical assets were a source of unique economic value creation and placed us in demand as an exporter of products sought by others to DIRECTOR-AT-LARGE feed their people and fuel their own economies. Canada was a good partner with Sheila Proteau, P.Mgr. whom to trade. We were reasonable, respected and fair. We had no natural enemies or historical foes and, as a result, we were regularly called upon to be a ADVISORS peacekeeper in situations where others were not so welcome or trusted. Peter Horlock, C.I.M., P.Mgr., PE.
Joan Milne, P.Mgr., C.Mgr. Larry Richman, C.I.M., P.Mgr., P.Eng. Slowly, our international role and relevance has diminished as Canada has stepped back from not only its traditional role as a recognized and well-regarded ADMINISTRATOR international peacekeeper but also as a primary source of traditional raw material Beth Mckenzie exports. Unfortunately, this happened at about the same time the global economy has matured to a point where goods, services and intellectual capital have replaced wheat, ore, fish and other natural resources as the primary engines of economic prosperity. Continued on Page 5 Fall 2013 Edition THE TORONTO MANAGER Page 5
Adapting to New Realities Continued from Page 4 It appears Canada has gone from being a virile, confident, fit and enthusiastic teenager to a much slower moving, tentative, overweight, middle aged adult in a relatively short period of only 50 years. We have failed to pivot when we should have. We have failed to understand what has been changing around us and appreciate it is not what we have that matters, it’s what we do with what we have, and we have not done enough. It is not too late, though. We have an outstanding platform on which to build a modern, globally focused economy, but we are not using it wisely, and any number of global indices and benchmarks tell us this.
There is no doubt these indictments will sound harsh, and even unfair, to those who want to believe the merits of our noble past afford us the guarantee of future success. Unfor- tunately, that would be like a ship’s captain failing to heed the warnings of the fog horn and choosing to maintain the same course, even though the conditions have changed so fundamentally that full speed ahead will only bring the rocky shore closer at greater speed.
Doug Williamson is CEO of The Beacon Group and author of the book Straight Talk on Leadership. He specializes in organizational and leadership transfor- mation, working with senior executives, their teams and their organizations around the world. Web: www.thebeacongroup.ca Fall 2013 Edition THE TORONTO MANAGER Page 6
think they should appear, behave and communicate based on the Living the Brand, Three Steps brand. Getting the employee’s advice up front generates goodwill to Building Brand Champions and buy-in. Amy Casson Every employee should be compensated/rewarded on exhibiting brand specific behaviour during evaluations. You are reinforcing the importance of the brand to the organization by creating a link Building brands is big business. Marketers know that creating a between brand and compensation. strong brand leads to increased revenue and loyalty; it allows a company to easily extend their product line and it attracts and Internal Communications retains the best people. How do you communicate the brand promise on an ongoing basis? But building a brand takes more than just developing a glossy direct Does the employee understand the brand promise and their role in mail piece. The best brands (especially brands within the service solidifying the brand promise? If they are receiving messages sector) understand that their employees are part of the brand prom- about the brand, are they internalizing these messages? ise and that in order to truly reach the highest level of brand equity, Messaging around branding should be clear, concise and relatable. their employees must “live the brand”. Avoid using marketing jargon that may confuse the employee. Employees who “live the brand” appear, behave and communicate Outline exact behaviours that are expected from them in order to in a way that solidifies the brand promise offered by the company solidify the brand promise. they represent. You will understand what I mean if you have ever And use a combination of lateral, cascade and central communica- visited Walt Disney World. Every employee within Disney tion strategies. Developing brand champions early on helps conveys the message that you have entered “the happiest place on communicate the brand in a lateral motion (think water cooler talk) earth” - the hotel clerk, the character dressed up as a princess all the and employees tend to trust lateral communication (communication way down to the employee dispensing soda. from other employees) over cascade communication So what does Disney and other well-branded organizations do to (communication from the executives). ensure that their employees solidify the brand promise? They have Leadership stringent HR policies and procedures, strong internal communica- The leaders within an organization must live the brand if they ex- tions, and leaders who believe in and live the brand on a daily basis. pect their employees to do the same. Leaders must be intellectually An organization’s brand is not great until their employees believe it stimulating, intelligent, inspiring and show empathy to every is great. Encouraging your employees to become brand champions employee in order for employees to believe in the brand. They is not an overnight process; it takes time and effort. must understand what the brand means and encourage strategies Defining the Brand Promise that solidify the brand promise. The first step towards building brand champions is to fully under- Put your leaders through a 360 degree evaluation if you want to stand what your brand is. So many companies out there today do fully understand what employees think of them. Ask your employ- not know who they are and why they are in business. What’s your ees whether or not the leader(s) solidify the brand through their purpose and how are you unique/different from other companies in behaviours. Ensure the evaluation is confidential or you will not your category? receive the feedback required. HR Policies and Procedures “Living the Brand” is a relatively new topic in the business world. Businesses are becoming more aware of the fact that their employ- Once you have determined the brand promise, you now have to ees play a pivotal role in building brand equity. Before you ask encourage your employees to believe in it and live it. You have to your employees to live the brand, you have to have the right HR start by examining your HR policies and procedures. How do you policies and procedures in place, you have to communicate the hire? When you interview a potential candidate, are you asking brand promise effectively and continuously and you must have value-based questions. The biggest mistake you can make as an leaders who believe in and live the brand as well. interviewer is to focus solely on skill set. Training a person on a skill is much easier than trying to change a person’s value system. Amy Casson is president of Polished Image, an internal brand If your company’s values do not mesh with a candidate’s values, management company that develops brand champions within that employee will never become a brand champion. organizations. She is a professor of marketing and branding at Fanshawe College as well as a professor of internal communica- Once the employee has been hired, you must socialize them as tions in the continuing studies department at Western. quickly as possible into the culture of the organization. Train the employee on the brand, the brand promise and ask them how they http://www.polishedimage.ca/ Fall 2013 Edition THE TORONTO MANAGER Page 7
questions, complaints and suggestions. Social Media What about complaints? One of the reasons some businesses are apprehensive about social media is the fear of negative Alison Adair comments. View this as an opportunity. Social media provides the platform to explain and make things right. Remember, it is a two- way conversation and if someone has something negative to Social media is a powerful digital tool. It can raise awareness and express, they can say it. Ignoring them does not stop the damage. give your brand personality and a voice. If your content, service or Responding quickly and genuinely demonstrates you are a business product is the fire, then social media is the gasoline. that cares and wants to make the customer happy. This social phenomenon has created a permanent, long-lasting shift The Fundamentals of Social in the way the world works. It’s no longer a question of "if" your Stop, look and listen, just like crossing the road. Before jump- customers are talking online, but "when" and "where." Success ing in, take time to observe, find out what is happening and what is comes from accepting and working with it, rather than fighting being talked about. against it. Join the conversation. Comment, compliment, congratulate, People and companies that use a social approach benefit from respond and acknowledge. You don’t have to say something stronger relationships and loyal, growing customer bases. In a profound: it could be as simple as ‘thanks for sharing’ or recent report by Economist Intelligence Unit, companies that fully ‘well-done’. embrace social engagement are experiencing four times greater business impact than less engaged companies. These companies Be engaging, so that people want to share it. Ask yourself: is have embraced social media and have never looked back. this relevant to my audience? Does it answer a question? Be real. Say something unique and real about your company Most likely, you or your company already have some form of that inspires people to share their own stories. Create a vibrant and social media presence. Did this presence develop from strategy or responsive community for your particular customers. Find your best necessity? If you are considering social media for the first time or storytellers - they may be customers or employees, and encourage you just need to take a step back and review your current efforts, them to speak. getting back to the basics is the place to start. Less about you, more about them. Too much self-promotion is a What is Social Media? bad thing. You know how painful it is to be stuck at a cocktail Social media is simply interaction. party talking to that self-absorbed person who only talks about him or herself. Treat social media like a cocktail party among friends. It has been around forever. If you break it down, social can be To be liked, you have to be gracious, genuinely interested in others, defined as conversation, engagement, community or interaction. and not dominating the conversation. Media is the instrument used to communicate. It can be a call-in radio show, letters to the editor, a conversation while waiting in Whether you are new to social media or re-evaluating the social line, or a platform commonly connected to social media (twitter, media tools in your organization’s overall communications plan, facebook, linkedin). Human beings are social and always have going back to the basics can ignite that spark to create a social been. The internet has provided the tools and removed the bounda- strategy that burns bright! ries, increasing your community from local to global. Alison Adair, Communications Manager, Continuing Studies What can social media do for your company? Western University, Citi Plaza, 355 Wellington Street, London, ON, e. [email protected] Social media defines your brand’s voice by giving it personality and bringing it to life. It provides the heart and soul to your communications. Not only through words and phrases, but tone. Your voice can be authoritative, informative, fun, or just plain witty, and most of all, authentic. You are human and you are talking to humans. Companies have never had such unprecedented opportunities to increase visibility, accessibility, efficiency and engagement. Customers are increasingly turning to social media sites for customer service. Utilizing social media can improve customer service and build loyalty, because businesses can have immediate and regular contact with customers online. While this probably all sounds great, it means you better be ready and responsive to Fall 2013 Edition THE TORONTO MANAGER Page 8 Stop Telling Me My Culture is Important Nicky Billou
Continued on Page 10 Fall 2013 Edition THE TORONTO MANAGER Page 9
L-R: Shanaz Karimullah and Peter Boos
L-R: Raymond Leheche, Ludovic Djonkam, and Legesse Gebeyehou
ANNUAL DUES REMINDER
If you have not already done so, please forward your membership dues payment to the CIM National office in Barrie in order to retain your professional membership. Fall 2013 Edition THE TORONTO MANAGER Page 10
Stop Telling Me My Culture is Important Continued from Page 8
Continued on Page 12 Fall 2013 Edition THE TORONTO MANAGER Page 11
Toronto Talks Seminars FUNDRAISING
DONATIONS Please note that CIM members can attend Toronto Talks Seminars FREE of Charge! SPONSORSHIP Toronto Talks Seminars can be found at: If you are interested in raising funds for CIM Toronto, www.torontotalks.org sponsorship, or donating to CIM Toronto, please contact the office at Telephone number 416 491 1577, Or email at: [email protected] Another Member Benefit Wiley 20% CIM Member Discount
The Institute has entered into a Partnership with J. Wiley Publishers whereby a CIM Member can purchase books (on all topics) directly from Wiley and get a 20% CIM Member discount.
Log in as a member and then click Members Only Bookstore button on this page. This will take you to our Bookstore info page and there click on Wiley logo to go directly to CIM Bookstore.
All listings )including e-books) are eligible for the program.
CIM Toronto congratulates the following members who recently received new designations:
C.I.M. Designation Daniel Hassibi
P.Mgr. Designation Vidya Sagar Gautam Syed Behbood Husain Jon Olinski
Dawn-Marie Salter The Knights of Columbus, the world’s largest Catholic fraternal service organization, is established with the C.Mgr. Designation St. Peter’s Council # 13896. The Knights render financial Eric Robert Brian Banks aid to members, their families and provide mutual aid and assistance to the sick, disabled and needy members and their respective families. Social and intellectual fellowship Welcome to the following new is promoted among members and their families through CIM Toronto members: educational, charitable, religious, social welfare, war relief Eric Banks, C.Mgr. and public relief works. Daniel Hassibi, C.I.M.
Syed Behbood Hussain The Order has helped families obtain economic security Billy Nolan and stability through its life insurance, annuity and long-term Slavko Sehovac care programs, and has contributed time and energy worldwide Jillian Zavitz to service in communities. For more information please visit their website, http://www.stpeterscouncil.org/about.php Fall 2013 Edition THE TORONTO MANAGER Page 12
Stop Telling Me My Culture is Important Continued from Page 10 Fall 2013 Edition THE TORONTO MANAGER Page 13 Path to Professional Manager (P.Mgr.) Designation for Certified General Accountants About the Canadian Institute of Management
The Canadian Institute of Management is Canada’s senior management association. Founded in 1942, it operates through a national office and 17 branches across Canada. The CIM has a long history of servicing managers and aspiring managers within Canadian industry. Since its foundation, the CIM has provided professional development and certification to over 60,000 managers and grants several well-recognized professional and academic qualifications. The Canadian Institute of Management is the only organization in Canada chartered to designate management professionals.
The Path to P.Mgr. for CGAs
Recognizing that many CGAs are involved in management, the Canadian Institute of Management has assessed the formation process, both academic and professional, taking into consideration former and current requirements, and has developed the following professional devel- opment pathway for CGAs to obtain a designation from the CIM:
A Certified General Accountant (CGA) in good standing, registered with one of the Provincial CGA Associations, holding 5 years of managerial experience, is qualified to apply for the designation of Professional Manager (P.Mgr.).
All applicants for a P.Mgr. designation will need to complete and qualify in accordance with the standard application process as outlined on the CIM website with the exception of transcripts being sent from their academic institution. Proof of academic qualification can be achieved by a sending copy of a current CGA registration card to the CIM National Office, which will be verified by the CIM with the re- spective Provincial CGA Association.
For more information regarding Professional Manager, go: http://cim.ca/prodev/pmgr
How do I apply?
Complete your application, go to: http://www.cim.ca/sites/default/files/PDF/P_Mgr-App%20Oct%2029-11.pdf
Submit your official application, fee and references to the CIM National Office in Barrie, and include your CGA registration card to obtain your course exemption.
Within one week of receiving your application, CIM will send you an acknowledgement letter. Additional letters may request information required to complete your application. Please read the letters carefully and phone CIM at 1-800-387-5774 if you have any questions. Upon completion, a letter of acceptance will be mailed to you. Please read the letter carefully and follow the instructions to confirm your acceptance.
The program begins in December 2011, and applications for acceptance will be processed after that time. CIM website: www.cim.ca
Information is available at: http://cim.ca/node/399/ Fall 2013 Edition THE TORONTO MANAGER Page 14
you if you have nothing to offer them. Your abilities will be Networking: used in return for the use of someone else's; it is a simple quid pro quo exchange. The advantage comes from your The new way of doing business ability to locate those individuals who are able to influence your business in the future. The process is not as simple as it Mark Borkowski may seem because it requires a great deal of time, thinking The person who first said, "It’s not who you know, but and foresight. what you know," was obviously never forced to do business in Canada. This particular individual must have been fortu- Foresight is a result of one's ability to be proactive. nate in his dealings because in today's market using contacts Recognizing the need for a greater network of associates after as a resource is an indispensable practice of business. a crisis arises is of little use to your business. Networking is a constant process that demands time and effort prior to need- Industry is often filled with those who can and those ing access to those individuals. Relationship of familiarity who wish they could. Each business has a hidden agenda of and trust that are of any value to difficult situations are of the keeping those who can within their network of business asso- type that takes months and sometimes years to develop. ciates. The most important factor becomes your ability to attract that individual to your network with something you The practical application of such a network in business have to offer. Then, the connection becomes one of practical spans from the sharing of information with regards to acquaintance. Individuals, who can, rarely waste their time technical design, production methodology, a communal effort with those who have nothing concrete to offer and conse- and everything else in between to improve Canada's position quently, neither should you. within the global market. Obviously, the avoidance of releas- ing trade secrets must be a priority; however, there are a Today's business environment necessitates a constant number of practices that can be shared among industry progression in every corner of your dealings; it is a never businesses that can aid the development of the industry as a ending process. Although networking is often synonymous whole. A working knowledge of those key individuals partic- with corporate parties and financial cliques, industry has a ipating in Canadian industry as a whole can lead to fruitful great deal to gain from the sharing and discussion of ideas. ventures between organizations and result in more productive With the importance of secrecy and confidentiality within and prosperous relationships. Currently, many projects are business today, networking does not necessarily detract from left abandoned due to a lack of resources, both financial and the need for privacy. There are always individuals within technical. A more progressive industrial network of commu- industry that can make your life and business that much easi- nications can greatly assist the progress of Canadian industry. er with the addition and explanation of a few simple process- es. Your goal is to find that person or persons and make a Opportunities are the key to success. This success, that mutually beneficial connection. everyone in business wishes to become a part of, requires an exposure to situations that no one single individual could People of importance always have a barrage of less discover working as one single individual. As the size and prominent individuals circling around trying to benefit from quality of your network grows, your ability to access the most their knowledge and networking ties. Your objective is to critical prospects to your business grow at a rate exceeding track the person with the most influential alliance to the that of your wildest expectations. center and make the exchange needed. One rarely receives a second chance, so the first opportunity to 'do business' with Mark Borkowski is President of Mercantile Mergers & the key player or even the network as a whole, will be closely scrutinized and dictate your ability to re-enter that network. Acquisitions, a mid market business brokerage working Make the first encounter a positive experience that clearly with Canadian business buyers and sellers. shows what you have to offer. He can be contacted in (confidence) at
Occasionally, the individual you wish to focus on may [email protected] or not be completely readily apparent. The appropriate method www.mercantilemergersacquisitions.com of procedure would be to look at the network on a whole and single out the denominator who is common to all individuals CIM 70th. Anniversary Documentary Film in the network. Individuals who are highly influential usually In celebration of the 70th. Anniversary of the CIM enjoy a certain degree of anonymity and befriending them Toronto Branch, this documentary has been produced by requires a greater degree of creativity. Peter Horlock and Larry Richman.
For many years, there has been a negative connotation attributed to the use of networking as an unfair To view the documentary, please go to: answer to a difficult situation. Remember, no one will help http://www.cim.ca/branches/toronto/70thanniversary Fall 2013 Edition THE TORONTO MANAGER Page 15
CIM/CICAM equivalence information The Canadian Institute of Management is a not-for-profit organization dedicated to providing management training and recognition for Canadian managers, at all levels of the profession.
From individual courses to professional designations, CIM is the leader in management education for today’s management professional. The Institute has two certificate programs: Supervisory Management and Management and Administration Studies. CIM also grants three professional designations to those who qualify. The Certified in Management designation (C.I.M.), Professional Manager designation (P.Mgr.), and Chartered Manager designation (C.Mgr.), signify Canada’s leaders in general management and administration.
Recognizing that members of the Canadian Institute of Certified Administrative Managers have extensive experience in management, the Canadian Institute of Management has assessed the formation process, both academic and profes- sional, taking into consideration former and current requirements, and has developed the following professional develop- ment pathway for members of CICAM to obtain a designation from the CIM:
How do I apply?
Complete an “Application Form” from the CIM website (http://cim.ca/node/404) to an applicable application form to include with your copy of your designation. (C.Mgr, P.Mgr., C.I.M. or CSM Application) Pay the application fee. Submit your official application and references to the CIM Office in Barrie, ON. Please visit: http://www.cim.ca/info/cicam or http://cim.ca/node/404 Fall 2013 Edition THE TORONTO MANAGER Page 16
The Basic Question of Stress in Our Lives Robyn Peterson
When you think of the word “stress,” what comes to mind? recognized findings related to stress and its effects. These Do you form a mental image of someone in an office driven findings now have worldwide application. to distraction, perhaps like someone in the television series, “The Office”? When Selye introduced his ideas to the medical world, he was met with much skepticism and sometimes derision. We all have our ideas about stress, some of them accurate, Stress had not been seen as something that involved physical some of them not so accurate. For the modern manager, changes in the body, let alone as a serious factor in the onset knowing something about stress and its serious dimensions is of disease. It had just been accepted as an aspect of life. important. In fact, stress can have a definite impact on If you became a bit too stressed, you just eased off for a while productivity. It’s not a luxury to think about sometimes. and then went back at it. Serious work on stress, however, Rather, it’s an aspect of good management that’s essential to demonstrated that stress involved definite biological changes any enterprise seeking to thrive in today’s economy. and that these changes would not necessarily simply disap- pear with a bit of backing off. The more the question of stress For centuries, stress was not seen as having a fundamental or was examined, the more its profound effects came to be deep impact on good health, although it was understood to be recognized. unpleasant at times. That viewpoint slowly began to change early in the twentieth century as a direct result of the pioneer- Selye emphasized the need to differentiate between ing work of Dr Hans Selye starting in the 1930s. “stressors” and “stress.” A stressor was a mental or physical event that could induce stress, but it was not the same thing In his experiments and continuing careful research, Selye as stress. When people complain that something is causing demonstrated that stress was much more than a momentary them stress, they’re usually referring to a stressor. Knowing intrusion on life. It was a bodily state connected with a spe- about this distinction is important because it enables us more cific syndrome involving definite changes in any biological accurately to pinpoint the direct causes of stress. system. It produced visible changes indicating different adjustments occurring in the body. Effective stress management starts with identifying your sources of stress and developing strategies to Continuing work in recent decades has shown that stress can manage them. bring on or at least make us susceptible to serious diseases, including heart conditions and cancer. Far from being a Mayo Clinic momentary intrusion, stress can have deep and sinister effects. Stress is complex and involves many aspects of life, all The existence of one form of stress tends to diminish interacting in intricate ways. It’s also individualistic. Stress resistance to other forms, so stress builds on stress. Constant reactions may occur in one person in a given set of circum- stress brings about changes in the balance of hormones in the stances and not for another in that same set of circumstances. body and these changes can bring the onset of serious Generally, we can become a bit more specific about identify- medical conditions. ing stressors. Certain events can lead to the onset of stress. These days it’s not too much to say that stress and its health Accidents, job loss, environmental changes, and much more effects are a major epidemic of our times. can lead to stress. Each one of us needs to do a good job of In 1945 Dr Selye became a professor and director of the Insti- being able to identify the stressors in our lives. That way, we tute of Experimental Medicine and Surgery at the University can take intelligent action to deal with or avoid the impact of of Montreal. In 1976 he founded and became the first presi- stressors and so manage the reality of stress. dent of the International Institute of Stress at the University of Montreal. That Institute and the continuing work of Dr Selye and his colleagues produced lasting and well- Continued on Page 17 Fall 2013 Edition THE TORONTO MANAGER Page 17
The Importance of Technology Basic Question of Stress Continued from Page 16 in Times of Trouble Peter Lagges and Simon Hiller Thanks to the outstanding work of Dr Selye and others following in his When disaster strikes, Business Continuity Planning (BCP) might be the only thing stand- footsteps, we have much better under- ing between your organization and total bankruptcy. Unfortunately, this important busi- standing of the meaning of stress today. ness practice is often neglected in favour of more immediate management concerns. And we can do much more with that Usually, when people imagine a “disaster” befalling their business, they picture dramatic understanding. events like an earthquake or a flood. On the contrary, it doesn’t take an explosive event to Managers can learn to take seriously disrupt your day-to-day business operations. More often, the types of incidents that can the realities of stress and do what they lead to serious business disasters are unremarkable – even predictable – at first glance. can to lessen workplace stressors and to In our line of work, we often see businesses disrupted by common IT failures. Most man- make sure people suffering from stress agers are shocked by how much these incidents cost them – and we’re not talking about the receive considerate and supportive repair bill! When technology fails, it can have a major impact on everybody in your organ- attention. Good managers can make ization, ruin productivity, disrupt communications and ultimately damage your business’s sure that stress does not take a heavy reputation. and unnecessary toll in the workplace. Business Continuity Planning is all about ensuring that your business can keep going, even In so doing, they will lessen stress on in less than ideal circumstances. Your Information Technology infrastructure plays an themselves as well! important role in supporting all of your business activities, restoring your IT assets in times of trouble should always be one of your top priorities in a crisis. This particular area of BCP is called Disaster Recovery, and it’s the one we know best, so that’s what we’ll be About the Author writing about, today. Note, however, that business continuity encompasses many different aspects of your business – it’s important to look at your business as a whole when deciding on your business continuity strategy. Robyn has worked for many Start the Conversation years providing training and If you’ve never given serious thought to BCP, then it’s probably time for an intervention. education in corporations and Unfortunately, about half of all businesses that engage in BCP only do so after a crisis – in colleges in management when they see firsthand how much a severe disruption can cost them. Don’t learn the hard development. In her experi- way if you don’t have to! ence she found that many of Prioritize your Business Processes the illnesses reported by employees in different settings The first step in business continuity planning is always to identify any critical business seemed to relate to stress. processes that are absolutely essential to the survival of your business. While you may not be able to bring your business back to full functionality immediately following a disaster, ensuring that your most important capabilities are restored first can drastically reduce your losses overall. In the past few years Assess the Risks she has conducted courses in stress management at Centen- You’re not Batman. Even if the Dark Knight carries a can of shark-repellant on his person nial College in Toronto. These at all times, there is such a thing as over-preparedness in the real world. Trying to antici- pate every possible contingency is simply a waste of time and resources. That’s why it’s have received solid praise and important to identify and assess the risks that pose the greatest threat to your business, and achieved good results. use this information to prioritize your BCP efforts accordingly. Share Information BCP shouldn’t happen in a bubble; it’s important to bring a number of different perspec- tives to the table if you want your plans to reflect the real needs of your business. As we’ve mentioned, technology plays an essential role in the execution of your recovery Continued on Page 18 Fall 2013 Edition THE TORONTO MANAGER Page 18
The Importance of Technology Find the Right Balance Continued From Page 17 If you run a small to mid-sized business, then the prospect of pre- paring a full-fledged Business Continuity Plan may seem daunting strategy, so consulting with your IT personnel is a must. If you at first glance. You might even be inclined to think that there’s no don’t have anyone managing your IT infrastructure on a full-time point in engaging in any form of BCP at all if you don’t have the basis, then you may want to look for an external consultant. resources of a large enterprise. Don’t fall into the trap of thinking In many organizations, the IT department is expected to prepare a it’s all or nothing. disaster recovery strategy independently. Unfortunately, this In years past, when fighter planes were powered by single propeller approach doesn’t tend to produce the best results; your IT depart- engines, the military needed to be frugal about the amount of ment may understand the role of IT in your company differently armour they added to their planes. Too much, and the additional than the rest of the business. By helping them understand how their weight could impact the plane’s agility, or even prevent it from efforts fit into the bigger picture, you dramatically improve the taking off in the first place. While there was no way to completely effectiveness of your plans and ensure that you have the right IT eliminate the risk that their planes might be damaged in a fight, the strategy in place to support your business priorities. military did succeed in improving their pilots’ odds of survival by Test your Plan adding armour plating to the weakest points of their planes – the spots where it counted most. When disaster strikes, there’s no room for error. That’s why it’s crucial to test your plans in advance and ensure that your strategy The same principal applies to Business Continuity Planning. While will work when it’s needed. For example, many businesses assume you may not be able to predict and prepare for every eventuality, that having a backup system in place will be enough to protect them you can still make your business more resilient with an effective if their system crashes. What they may not realize, however, is risk management strategy. As the saying goes: even an ounce of how often conventional backup methods fail. Backups should be prevention is worth a pound of cure! verified on a regular basis, to ensure that your data is saving prob- The same principal applies to Business Continuity Planning. While lem and detect any signs of corruption that could ruin your chances you may not be able to predict and prepare for every eventuality, of making a full restoration in the event of an emergency. you can still make your business more resilient with an effective Revise as Needed risk management strategy. As the saying goes: even an ounce of prevention is worth a pound of cure! Business Continuity Planning is an on-going process. Employee turnover, relocation and changes in the world of business can all About Servicad impact the effectiveness of your existing BCP strategy, so it’s Peter Lagges and Simon Hiller provide IT management, support important to revisit this process periodically to ensure that your and consulting services to small to mid-sized businesses through- plans remain relevant and useful. out Hamilton, Halton and the GTA. For more information, visit www.servicad.com or contact [email protected].
Gord's terrible ending damages his career. He looks weak and inde- cisive. His presentation fails to generate any enthusiasm for his pro- Finish Your Presentation with a Bang! ject. Mike Aoki Don't let this happen to you! If you end your presentation with a typical Question and Answer session, the energy will leak out of the Gord thinks his presentation is going well. He just has to end his room like air out of a burst balloon. What can you do to prevent Question and Answer session with a bang to leave his audience this? feeling motivated. So he asks, "Are there any questions?" Well, it's better to intersperse questions throughout your presenta- Gord methodically answered every question, until there are no tion. But, if you have to leave questions until the end, use the fol- more questions left. By that time, the audience's energy level had lowing technique to guarantee you'll end on a high note. plummeted. All the "big" questions have been answered. The final questions are of limited interest and should be dealt with one-on- Say, "I'll take a few questions. Then, I've got one final important one after the session. story to share with you!" With his audience staring at the floor, Gord ends his Question and Take questions from the audience. When questions become less Answer session by saying, "Well, if there are no more questions, frequent, tell the audience, "I'll take one more question. Then I need thanks for attending." People in the audience give lukewarm ap- to tell you that final important story I promised." plause and leave the room. Continued on Page 24 Fall 2013 Edition THE TORONTO MANAGER Page 19 CIM 2013 National Conference June 6 to 8, 2013, Four Points Sheraton Hotel, London, Ontario Page 1 0f 3
LEFT: Canadian Broadcaster and Commentator Rex Murphy was the Keynote Breakfast Speaker
RIGHT: L-R: Rex Murphy is presented with the F.CIM Designation from CIM National President Matthew Jelavic and Past President Betty Smith
L-R: Anisur Rahman, Matthew Jelavic, L-R: Phil Russo and Matthew Jelavic Winnie Linker and Phil Russo.
L-R: Vidya Sagar Gautam, CIM Toronto President L-R: Betty Smith presents Phil Russo with Phil Russo, and Trevor Hitchman the prestigious John H. Brace Award Fall 2013 Edition THE TORONTO MANAGER Page 202020
CIM 2013 National Conference June 6 to 8, 2013, Four Points Sheraton Hotel, London, Ontario Page 2 0f 3
L-R: Denis Martin, Hugh Caines, Phil Russo, L-R: CIM Ottawa Branch President Julia Orr, Betty Smith, Lorraine Gignac, and Julia Orr CIM OER President Lorraine Gignac, and CIM National VP of Member Services Nancy Lockman
L-R; Acclaimed Jazz Vocalist Denise Pelly L-R: Phil Russo and Julia Orr and President Phil Russo
L-R: Matthew Jelavic, Valerie Squires, L-R: Toronto President Phil Russo and John Fyfe-Millar, and Phil Russo B.C. President Peter Fernandes Fall 2013 Edition THE TORONTO MANAGER Page 21
CIM 2013 National Conference June 6 to 8, 2013, Four Points Sheraton Hotel, London, Ontario Page 3 0f 3
L-R: Winnipeg President Clayton McPherson, L-R: Phil Russo and Bernie Muzeen Toronto President Phil Russo, and Maritime President Brian Duggan
L-R: Julia Orr, Betty Smith, and Christine Hulan L-R: John Fyfe-Millar and Phil Russo
LEFT: L-R: Matthew Jelavic receives a gift from Charlie Chastelaine
RIGHT: L-R: Fred Schumann presents flowers to Christine Hulan, Chairperson of the London Conference Planning Committee Fall 2013 Edition THE TORONTO MANAGER Page 22 Fall 2013 Edition THE TORONTO MANAGER Page 23 Fall 2013 Edition THE TORONTO MANAGER Page 24
Hidden Job Market: Finishing Your Presentation Continued from Page 18 Tips, Traps and Tactics for Job Seekers Marc Belaiche, CPA, CA & Joseph Thomas Make your final point a great story that propels them to take action. Motivate them There is a high probability that many job seekers have heard the following phrase at some to do something. Since your closing story is point during their search: ‘90% of jobs are not advertised’. However, based on current the last thing they hear, it makes a big trends and an article by The Wall Street Journal (January 9, 2013), this number is estimated impact. to be closer to 50%. Still, this would mean that half of all available positions are not adver- tised anywhere. This article gives some tips on how to tap into the hidden job market. Don't make the mistake of ending your presentation with a standard, boring Q&A. Network Use this technique to end your Question and One of the very best ways to tap into this hidden job market is to increase your network of Answer session with a bang! contacts. Often, people will hear of new job opportunities from colleagues or friends, and © 2013 Reflective Keynotes Inc., Toronto, refer someone they know. If you are a job seeker, listen for information about upcoming Canada positions when meeting your friends, neighbours, family, or former colleagues. They may be able to point you to someone in your field or provide guidance. Offer to help / give back Mike Aoki is the President of Reflective Keynotes Inc. It’s good for your reputation to offer help to people that you know, as well as the new peo- (www.reflectivekeynotes.com) ple you meet. Such selfless gestures will go a long way in strengthening your relationships. If you are looking for a new position, avoid the mistake of reaching out to your newly A Toronto, Canada based training acquired contacts too quickly since it may be perceived negatively. company. His call centre, sales and presentation skills workshops help Thank contacts people improve their over-the-phone The author G.B. Stern said, “Silent gratitude isn't much use to anyone.” In other words, it’s and face-to-face communication skills. important to thank those who made an impact in our personal and professional lives. If it’s not possible to say it in person, then a phone call, card or an email can also convey your gratitude. Keep in touch with your contacts Building and maintaining great relationships is about keeping lines of communication open. Each of us needs to make the effort to connect with people every six months to a year. If you are just a name in their address book from years past, it wouldn’t occur to them to reach out to you regarding a new position. Social media Websites such as LinkedIn, Facebook, and Twitter are great tools to help with tapping into L-R: Joanne Beaton, Peter Boos, the hidden job market. LinkedIn and Facebook especially allow you to connect with a vast Ruza Jelinkova, and number of individuals that both you and your contacts know. A popular trend is to set up President Phil Russo. groups, exchange job information and start discussions with other professionals. One key tip is to ensure that the information in your profile is consistent with your resume. Many companies today scan a job seeker’s online profile even before they contact the person for an interview. Information interviews A great tip for job seekers is to seek out as many informational interviews as possible. This is a helpful way to meet with professionals in their line of work and gives you the oppor- tunity to ask for information or advice about getting into the field. It demonstrates to the interviewee that you are passionate about your line of work and eager to learn more.
L-R: CIM Grand Valley Branch Continued on Page 25 President Monique Rittinger and CIM Toronto Branch President Phil Russo Fall 2013 Edition THE TORONTO MANAGER Page 25
Hidden Job Market Do You Suck at the Say-Do Continuum Continued from Page 24
Chala Dincoy Conclusion Now that you are better versed with some of I am not a Trekkie (although I’m married to one) and yet somehow I’ve coined the phrase the tips, traps and tactics linked with the “Say-Do Continuum” in observing my fellow humans. The Say-Do Continuum is a hidden job market, keep in mind that these phenomenon when a person actually does something as he promises to (Do) and tells you points are meant to supplement your current (Say) what he’ll do truthfully at all times. Basically it’s someone who keeps his or her search, not replace it. This helps to make up promises. only one half of the job search equation. I looked for this simple quality in my mate, I cherish it in my friends and most of all, I The other half includes recruiters, job posts, actively seek clients who have the Say-Do Continuum. company websites, and job boards. Can’t keep a promise? *********************************** If you’re often cancelling dates (no matter with whom, your mom, bff or potential client), you rarely deliver something when you promise it, you forget promised introductions to Marc Belaiche is a CPA, CA and is your networks or you find it much easier to disappoint and ask for forgiveness rather than to President of TorontoJobs.ca, an Internet say ‘no’, then you my friend suck at the Say-Do Continuum. recruitment business and recruiting firm Get a mirror located in the Greater Toronto Area in Canada. Marc has been in the recruitment My first question to someone who sucks at the Continuum is whether they’re even aware of industry since 1995. TorontoJobs.ca allows this problem and its consequences. Sometimes people need a figurative (and sometimes companies to post their positions online, literal) mirror to see that this is a pattern and a problem. search a resume database to find Heal Thyself candidates, provides outplacement services and full temporary and permanent recruit- In order to get to the bottom of this most annoying habit, you need to understand what’s at ment services. TorontoJobs.ca also allows the core of it. It could be anything—a need for security, acceptance, popularity, inability to candidates to search and apply to positions manage your time or self, or all of the above. Pick the most persistent and hairiest reason directly online and get career, interviewing and start there. and resume tips all at no charge. Break the cycle Marc is also President of Toronto Entrepreneurs.ca, an organization geared How do you get back on the Continuum? You need to get some help. For example, a client towards business owners who has consistent time management problems now sets an alarm to track her planned (see www.TorontoEntrepreneurs.ca) and schedule. Another client who has trouble completing promised coaching homework uses has the annual Toronto Entrepreneurs his girlfriend to remind (nag) him to do it. What resource can you find to help you get over Conference this horrid cycle? (see www.TorontoEntrepreneurs.ca/ I feel that a person who has consistent Say-Do Continuum is perceived as a genuine, conference). You can reach Marc at reliable and invested person in their interactions with the world. When I’m with such a [email protected] and person, I feel as if they give a damn and that I’m better off for my interaction with them. check out TorontoJobs.ca at Do yourself a favour if you suck at the Say-Do Continuum. Take stock and take a step away www.TorontoJobs.ca. from the dark side (that’s Star Wars territory now isn’t it!) Joseph Thomas is a HR/Recruitment Professional who works at Need more chicken soup for your biz? Follow me on Twitter, friend me on Facebook or www.TorontoJobs.ca, and can be reached connect with me on LinkedIn –and let’s talk! at [email protected]. Chala Dincoy is the CEO and Founder of Coachtactics, www.coachtactics.com. She’s a brand marketing expert who helps small businesses feel like a NATIONAL BRAND (without paying the big bucks!)
In her former life, Chala was an award winning marketer at companies such as Pepsi, Pizza Hut, Frito Lay, Diageo, Playtex and BIC Inc for 20years. Now she’s a certified business coach, the author of Gentle Market- ing: A Gentle Way To Attract Loads Of Clients, a speaker featured on Rogers TV, a radio segment host on the Small Business Big Ideas Show and a regular video blog contributor to the Meetings + Incentive Travel Magazine.
Chala dishes out big advice that's to the point, cuts your costs and helps make your brand look like a ROCK STAR to customers!
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Management Matters Weekly Newsletter CIM is pleased to announce that we are launching a new weekly newsletter, Management Matters, a free service to all CIM members. Management Matters is an informative e-news brief that delivers the most relevant content to your email’s inbox every Tuesday, and will feature CIM news, events, announcements and articles. In addition, it will feature current and compelling news articles on leadership, management, global business, finance and banking, entrepreneurship, technology and more! Know someone who would benefit from this service? Non-members can sign up for our newsletter as well. Please contact Jennifer Tracy at: [email protected] CIM Members will be able to access archived copies of these news briefs through our website. We are very excited to be able to offer our members this new service. If there’s content you’d like to see included, please don’t hesitate to contact Jennifer Tracy, Coordinator of Membership Services & Social Media, with your feedback: [email protected]
CIM on Social Media Facebook: https://www.facebook.com/CanadianInstituteofManagement Twitter: @CIM_National LinkedIn Company: Canadian Institute of Management LinkedIn Group: Canadian Institute of Management Website: www.cim.ca
Jennifer Tracy Coordinator of Membership Services & Social Media Canadian Institute of Management CIM National Office 15 Collier St, Lower Level, Barrie, ON, L4M 1G5 Tel: (705) 725-8926 Fax: (705) 725-8196 Email: [email protected]
L-R: Mario Ferri, Peter Vecchiarelli, Major Abdul Hafeez Khalifa, Noman Sayed, Basat Khalifa, Judy Sgro, MP, Phil Russo, Christina Vecchiarelli, and Chitra Thurairajah. L-R: Vaughan Councillor Sandra Yeung Racco, Justin Trudeau, MP, Major Abdul Hafeez Khalifa, and Mario Racco. Fall 2013 Edition THE TORONTO MANAGER Page 29
How to Fit a Heart Attack into Your Busy Schedule! (5) Are You Asking the Right Questions? Philip Jones
For many years, it was part of my routine to tell managers How many hours a week do you spend watching what to do. I had the authority to do so. I had all the answers. television? Only one problem: I did not always have the right questions. Do you regularly get plenty of exercise? Unless we identify the relevant questions, we will never find the answers we need. Do you get enough fresh air? Too often, when we face a problem, we grab for a Do you get enough calm, quiet time each day? solution because we are so busy. It is better to slow down and Do you get enough sleep? follow this sequence: How many weeks of annual vacation do you take? First identify all the pertinent questions. About Your Health and Fitness: From this process, answers will emerge. Many answers will be self-evident. As soon as you ask the appropriate Are you in good physical condition? question, the answer is often obvious. Is your weight close to the ideal level? From these answers, one or more problems may become Do you smoke? apparent. Do you have high blood pressure? Take time to define the problem precisely, and the solution will often jump out at you. Is there a family history of heart disease? This approach works in every aspect of life. Some of the Do you get an annual medical check-up? following questions have no relevance to your life. Ignore Is your cholesterol at a safe level? them. Others are relevant. Do not ignore them . . . they need your careful attention. Does your diet include too much sugar, salt or fat? About the Stress in Your Life: Do you eat lots of fresh fruits and vegetables? What factors bring high levels of stress into your life? Are you addicted to caffeine?
How well are you coping with that stress? Are you addicted to any other substance?
Are your family relationships stable and supportive? Do you often consume more than three alcoholic drinks per day? Do you have some really good friends you can totally trust? About Your Personal Characteristics: Is your work challenging and satisfying? Do you smile and laugh a lot?
Are your finances in good shape? Are you generally positive and reasonably optimistic?
Do you have trouble forgiving those who hurt you Are you a worrier? deeply? Are you considered demanding and impatient?
Do you utilize effective relaxation techniques? Are you regarded as a perfectionist?
About Your Activities: Do you easily become indignant or angry? How many hours a week do you spend at work? Do you display or suppress your emotions? How many hours a week do you spend at a computer? Continued on Page 30 Fall 2013 Edition THE TORONTO MANAGER Page 30
Are You Asking the Right Questions? What solutions do you need to pursue? Continued from Page 29. What one positive change in your lifestyle would most About Your Personal Philosophy: help you live a longer, healthier, more productive life? Is your life directed by clearly defined principles? I have no authority to tell you what to do, in any aspect Are your personal objectives clearly defined? of your life. But I can commend these questions for your careful consideration. There’s a lot at stake! Are your personal objectives attainable? Philip Jones is a Calgary-based motivational speaker. He is Do you have a strong faith that has a rational basis? the author of How to Fit a Heart Attack into Your Busy Twenty years from now, how do you expect to view your Schedule! A Light-Hearted Look at Managing Stress. current roles . .. assuming you are still around? T: 403-225-0633; Concluding Questions: E: [email protected] Which of your answers disclose one or more possible problems? Which potential problems have you been deliberately ignoring?
The Leader Within By Irene Becker
Leadership is often discovered on the front lines of battle; and, many of us are right on the front line. Here are three ways to ignite the leader within.
1 ● Find the meaning. Cherish the noble values and the potential that drives our individual and our collec- tive potential. Communicate and share the vision. Create a new architecture of hope, meaning and purpose that inspires yourself and others.
2● Become relentlessly solution focused. Start looking at what is right and how you can make it bet- ter. Inspire yourself and others to find the right amidst the wrong. Become a change maker, and encourage others to embrace change as a catalyst for self actualization, ideation, solution driven leadership.
3 ● Commit to action-ability. The greatest thoughts, best laid plans or strategies are useless until they are made action-able. It takes a village to raise a child, and it takes a village of collaborators, constit- uents and stakeholders to achieve success.
Irene Becker, Just Coach It – Build YOUR 3Q Edge™ www.justcoachit.com Helping Smart People Work, Communicate & Lead Smarter & Happier ●Power Hour Strategy Sessions | Executive, Career and Communication Coaching | Webinars ●Training & Consulting | Fast Track Programs & Assessments | Speech Prep | Keynotes & Articles Fall 2013 Edition THE TORONTO MANAGER Page 31 Self Multilation, The Imposter Syndrome and Your Essential Message Michel Neray A vice-principal at a high school in my neighborhood floored me I had to look elsewhere and I had to dig deeper. And so, working the other day when she told me that a surprisingly high percentage from my own skill as a copywriter and my interest in human behav- of kids in the gifted program are ‘cutters’. She explained they self- ior, I created a series of exercises and approaches that helped me mutilate partly in response to the extremely high expectations that strip away the veneer to get absolutely clear about who I am, what I people have of them because they have the ‘gifted’ label. do, and the true value I give my clients. It was the clarity I needed before I could get the business I wanted. You see, while they may be gifted in one area, it’s unlikely they’re gifted in all areas, so they don’t feel like they truly deserve the gift- Those exercises evolved into what the Essential Message program ed label. And in the areas where they truly are gifted, it just feels is today. And it really is powerful stuff — as much for the personal natural — like it’s nothing special — and so they feel like a fake. transformation that participants go through as for the business re- sults they achieve. An imposter. I finally understand why I am so driven to do the work I do. And I That sounded hauntingly familiar to what I see and hear so often in finally understand why people get so much out of it. the Essential Message workshop. No matter how brilliant the participants are (and believe me, we have exceptional, successful If you’re undercutting your own Essential Message, maybe you people in the workshop), many of them seem to be the last people have something in common with those gifted kids too? to see and acknowledge their own strengths. Michel founded The Essential Message and created the Great- Just like the kids in the gifted program, it almost always comes est Value Discovery Process to help businesses uncover their down to one of two possible reasons: greatest value. And while it’s true his clients routinely double, triple or even quadruple results, the tools and processes he 1. They’re so good at what they do that it comes effortlessly to created have proven even more powerful for creative problem them, and that makes it hard for them to see there’s anything solving in a wide range of complex strategic issues, and for special about it. helping his corporate clients achieve greater employee motiva- 2. They know they’re really good at something, but whatever it is, tion, engagement, teamwork and resilience. it isn’t the job title on their business card, (which tends to be broad- For more information, visit www.essentialmessage.com er than their specific area of expertise), and so on some level — they feel like a fake. It turns out there really is such a thing as the Imposter Syndrome. According to Dr. Valerie Young (www.impostersyndrome.com) it’s when you feel like you’re not really as bright as everyone else thinks you are. And guess what? Cindy Stone, psychotherapist/coach, author of The Incidental Guru (www.incidentalguru.com), told me that it’s especially common in people who she calls ‘extremely bright, high-achieving, broadband thinkers’. Are you with me so far? Good, because here’s where it gets personal. The more I researched the Imposter Syndrome, the more I under- stood the transformation that I had personally gone through when I L-R: Sunita Kossta and President Phil Russo. created the Essential Message program. You see, it wasn’t until I had to develop my own Essential Message (except I didn’t call it that back then), that I realized the usual elevator speeches and infomercials simply weren’t working for me. All that sales & marketing bumph felt superficial and fake. Fall 2013 Edition THE TORONTO MANAGER Page 32
How Should Sales Managers Distribute B2B Sales Assignments Susan A. Enns
Great question! In fact, this subject has been debated among Regardless of how you distribute assignments to your sales sales managers for years, and will continue to be for many team, it is critical that they be clearly published, and that you years to come. The reason is that there are as many ways to be willing to enforce them, no matter what. The moment you distribute B2B sales assignments as there are sales managers! bend the territory rules for one situation, your sales team will The best way to distribute your b2b sales assignments is expect you to do so again whenever it suits them. Your situation specific. It really depends on the products or assignments should also be written down and distributed to services that your company sells, the geography that you everyone in the company. That way there is no confusion as cover, the type of customer base you have, and the job to where a sales lead should be forwarded. The last thing you description of your sales representatives. want is there to be any gray area as to who can sell where, or to have one sales representative selling in another’s territory. For example, if you have many products that you sell, you could assign the sales of each product to a different sales Aim Higher! representative. This works extremely well in situations with complicated products that have long sales cycles. Each representative becomes a product specialist, providing better sales results and improved customer service. If your company covers a very large geographical territory, one of the best ways to assign territories is by postal code or zip code. Simply divide all the postal codes available among all the sales representatives on your team. When using this method, it is important to ensure that each representative has Susan A. Enns is Managing Partner of B2B Sales approximately the same number of businesses in his or her Connections, an online sales training website with free territory. The information you need to do this is available sales resources, a specialized job board & free resume list- from your local post office or their website as they use this ing services for business to business sales professionals. information for their direct mail marketing services. She has a proven track record of success, with over 23 Another common way to assign territories is using vertical years of direct sales, management and executive level markets. If your product uses a different sales process to sell business to business experience. Her accomplishments to government accounts versus commercial accounts, for ex- include consecutively being the top sales rep in Canada, ample, or if your customers who are lawyers have completely managing the top sales branch, and achieving outstanding different needs than accountants, vertical market assignments sales growth in a national channel sales organization. can work very well. Her work has been published in several locations numer- Lastly, you have to consider your sales team and the job you ous times and her books have sold on four separate conti- want them to do. If you expect them to be “hunters”, then nents. perhaps a geographical territory would be best. On the other For more information, please visit hand, if you want them to be “farmers”, then a vertical www.b2bsalesconnections.com. market or even specific names accounts is a better system. Some companies prefer that their more senior sales people handle the company’s biggest accounts. Depending on the skills of your team, perhaps you need to use a combination of all the assignments options. Fall 2013 Edition THE TORONTO MANAGER Page 33 What to Do When Your Business Stalls
Tony Johnson president of Compass North believes that commerce is one of the most presumed-upon but divinely-inspired and awe-inducing of human endeavours. Beyond the fact that through its pursuit most of our daily needs and wants are met, there lies a legally- recognized inherent reality: at the core of every business exists a kernel of immortality that begs to be cul- tivated and passed on. Despite how it is that those who create and operate a business are but mortal, this option to endlessly defy death is one that can be found enshrined in the laws of all developed nations and which covers every corporal manifestation of a business, whether that legal embodiment be a corporation, a partnership or whatever. Johnson helps companies in transition succeed by providing turnaround management, interim executive and corporate consulting services. He believes that everyone would benefit from having a greater understanding, appreciation, and respect for businesses, including their var- ied activities and challenges they face. Regrettably, however, businesses and the legal constructs that embody them are too diffuse, disparate and difficult to visualize, even in any generalized sense. Airplanes: Another Way They Can Make Doing Business Easier There is another human creation that enables us to achieve so much which I believe can well serve as a great metaphor for a business, one similarly I find divinely-inspired and awe-inducing. That is the airplane, by which means we humans now can fly wherever and whenever we want. However, notwithstanding the above, there are two sad facts that must be acknowledged.
The first is this. Much in the same way we see year in and year out a significant but thankfully-small-number of airplanes lose control and crash, so too do we experience week in and week out the passing away of numerous corporations, partnerships and other embodiments of businesses large, medium and small due to bankruptcy, fail- ure or some M&A activity. Like gruesome reports of plane crashes, newspapers everywhere regularly report on the death and demise of entrepreneurial dreams.
The second is this. Just like how almost every plane crash (and life lost, life affected and cost incurred) could have been avoided, so too almost every business death or demise is an avoidable event. Now, if we as a society investigate all airplane crashes and try to learn from them about how similar ones in the future can best be avoided, why is it that those who control businesses don’t learn the vital lessons that can come from the failures of others? This is because enterprise owners and operators struggle to visualize both their businesses and the risks and challenges they face. As well it is because: (i) they are too used to ‘flying’ when the weather is calm and clear; (ii) they have no effective and practiced training in how to keep their ‘aircraft’ under control and pointed in the right direction when ‘bad weather’ hits or difficulty or crisis develops; (iii) too often for ego issues or over-confidence or ignorance they don’t properly or effectively react when their business goes into distress; and (iv) most im- portantly, they don’t get help from the right type of professionals early enough on when the situation is still controllable and when there is still time and ‘air-room’ to effect corrective action. Why We Need to Learn Business Lessons for Tough Economic Times Now Johnson believes that we unfortunately today we are facing very unsettled times now and for the foreseeable future. This stems from such economic worries as (i) the potential the European Union collapsing under the weight of out-of-control government deficits and excessive government debt, (ii) the risk that the most robust and fastest growth world economy, China, is starting to dangerous
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What to Do When Your Business Stalls Continued from Page 33.
ly overheat and is in need of a slow down, and (iii) for us here in Central Canada where most of the Canadian manufacturing and service economy exists, the negative impact of our unnaturally strong Canadian currency that has ridden high on the back of strong commodity prices. Over and above all this is the global reality that we are struggling to recover from was might be considered the madness of rabid Republi- cans, namely (a) lax regulatory environments stemming from an excessive, demented worship of the ‘free market economy’ which lead to the melt down of US and other financial institutions, the US real estate market, and the US stock markets as well as the near total collapse of the US auto sector, (b) the launching of not one but two costly wars (with the one in Iraq being waged on wholly bogus reasons), and (c) the stupidity of excessively cutting taxes, especially on the wealthy and on corporations when the US is already one of the least taxed jurisdic- tions in the world, all before they got US government spending at all levels cut. Because of all these follies, we were led into the worst eco- nomic downturn since the Great Depression of the 1930s. Consequently, it is fair to say that businesses everywhere are facing really challenging, potentially life threatening times now and for the next five years at least. And where challenge abounds, it is sad to say, too many businesses will inevitably crash, most if not all needlessly. Why Owners & Operators of Struggling Business Need More Effective Help Businesses behave like stock markets: it takes a long time for them to build up to any real height of success but only an unbelievably short time to fall. As a consequence, business owners and Surveys tell us that the people who stressed business owners and operators most often turn to are first their external accountant, second their lawyer, third their relatives and maybe fourth their banker. All of these people, be they professionals or not, typically are experts when it comes to how to deal with their own affairs, like preparing tax filings, auditing results and preparing financial statements, but invariably they are not trained professionals in (a) operating or (b) turning around a business like that which is in trouble. What enterprise owners and operators really need to do as soon as a problem or threat to their business becomes material and persistent is consult a business operations professional trained and experienced in turnaround and crisis management (i.e. a turnaround executive or consultant). I recommend you try to be calm in the circumstance but make sure you take the time do your own assessment and get an informed independ- ent and unbiased second opinion. Don’t let concerns over cost put you off taking this recommended step even if you are running a loss or negative cashflow. It is better to make sure you make such an important decision about whether or not to invest in trying to save your business based on what you think its enterprise market value is worth. Typically, this much larger, positive number is all the convincing you will need. And it should not be any real problem for you to find a suitable turnaround and crisis management professional. There are lots of experi- enced and properly qualified professionals like myself offering executive management and transition & transaction advisory services. You can find the best ones for your situation either by browsing the web or by asking around to any bankruptcy and insolvency accountants, lawyers, other senior business leaders, and advisory professionals that are in your circle of business contacts. Continued on Page 36.
Left-Hand Photo L-R: Matthew Cheung and Tony Robbins.
Right-Hand Photo L-R: Prime Minister Stephen Harper, IUPAT DC46 Business Manager Joe Russo, and Julian Fantino, MP.
Fall 2013 Edition THE TORONTO MANAGER Page 35
What to Do When Your Business Stalls Continued from Page 35.
Here are the main reasons why companies experience difficulty.
Editor’s Notebook Wesley T. Spence, C.I.M., Editor Toronto Manager We Remember!
As we remember those who served during
past conflicts on REMEMBERANCE DAY, November 11, 2013, I thought to share the experience of Larissa and I as we
recently had the opportunity of visiting Arlington National Cemetery in the USA. There as well as touring the usual sites of our American neighbour’s National Ceme- tery we took time out to visit and pay our respects to Louis Van Iersel, America’s most decorated veteran of WWI. He is the www.CompassNorthInc.com father-in-law of my American cousin. Tony Johnson is president of Compass. Compass North helps companies in transition succeed by providing turnaround management, interim executive and corporate We ask you too to remember those who consulting services. have served this Remembrance Day.
Left, Toronto Branch Newsletter Editor, Wesley Spence, and Right, Larissa Spence, visit the grave of Louis Van Iersel in Arlington National Cemetery, USA who received the USA’s Medal of Honor for his actions on November 9, 1918 during WWI and is described as the USA’s most decorated veteran of WWI.
NOTICE OF CIM SEMI-ANNUAL GENERAL MEETING Saturday, February 1, 2014 9:00 am to 4:00 pm Best Western (Toronto Airport) 5825 Dixie Rd. Mississauga, Ontario For more information, contact Jennifer Tracy at: [email protected] Fall 2013 Edition THE TORONTO MANAGER Page 36