What’s next · Below are our top 26 most desired courses, which have proven to help organizations...

Fall 2013

16 | How to Grow Your People and Companyby Mark Faust

10 | How to Become More Promotable by Herb Greenberg, Ph.D.

CourseGuideCanadianManagementCentre

What’s next for your team?

Time to Think about Career Development

PAGE 06 | JOHN WRIGHT

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Taking the Next Step

• Doyouknowwhatyournextcareer step is? •Whoonyourteamhasthepotentialto advancetothenextlevel?•Whatskillsareneeded? Inthisissue,wescratchthesurfaceofthistopicbytakingalookattherolethat employees, leaders and HR play in careerdevelopment. Wegetperspectivefromamillennial onwhattheyneedtothriveand twocompaniessharehowtheyhavesuccessfullyimplementedemployeeengagementstrategiesintotheirwork-place.

P. 14 | Developing Millennials: Thinking Outside of the Workplace

P. 42 | Launching High-Potential Employees Toward Leadership

P. 21 | Making People a Priority: Employee Engagement at Work

P. 46 | Go Beyond: Creating Extraordinary Leaders

P. 34 | Corporate Learning Solutions

P. 30 | Build a Better Workplace

In this issue

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Advance Your Career - Call 1-877-262-2586 Visit us at cmcoutperform.com

Open Enrolment CoursesCanadian Management Centre offers over 100 courses that will inspire you and your team to outperform.

Below are our top 26 most desired courses, which have proven to help organizations achieve individual and team success.

Assertiveness Training for Managers

Assertiveness Training for Women in Business

Canadian Management Centre’s 5-Day “MBA”

Coaching: A Strategic Tool for Effective Leadership

Communicating Up, Down and Across the Organization

Communication Techniques for Strong Work Relationships

Critical Thinking

Effective Business Writing

Effective Presentation Skills

Fundamentals of Finance and Accounting for Non-Financial Managers

Fundamentals of Strategic Planning

Getting Results without Authority

How to Communicate with Diplomacy, Tact and Credibility

Improving Your Managerial Effectiveness

Improving Your Project Management Skills: The Basics for Success

Interpersonal Skills for Managers

Leadership through People Skills

Leading With Emotional Intelligence

Making the Transition to Supervising and Managing Others

Management Skills for New Supervisors and Managers

Moving from an Operational Manager to a Strategic Leader and Thinker

Negotiating To Win

Preparing for Leadership: What it takes to Take the Lead

Successfully Managing People

The Comprehensive Project Management Workshop

Time Management

Still haven’t found what you are looking for?

YoucanalsosearchaccordingtoAreaofInterestbyclick-ing on the categories below to view the different CMCcoursesavailable.

CommunicationsCommunication skills are a necessity. Become a natural communicator.Enhanceyourcommunicationskillsandtechniques to gainmore credibility, confidence and co-operation.Effectiveandconsistentcommunicationearnsrespectandgainsbuy-inforyourideas.Accomplishyourobjectivesfasterandsteponlesstoes.

ManagementDevelop practical knowledge and skills to achieve suc-cess in an ever changing work environment. Supervising andManagingistheartandscienceofgettingthingsdonewithandthroughothers.Changesindemographics,virtu-alteams,workplacesandeconomicconditionsallimpacthowwesuperviseandmanagepeople.

LeadershipTrue Leaders strategically inspire excellence, stimulate change, transfer best practices and achieve buy-in at all levels of the organization. Canadian Management Centre offersLeadershipandstrategicmanagementseminarsforemergingleaderstoseniorexecutives.Fromunderstand-ing and creating vision to executing strategy, leading ateamoranentireorganization,ourcoursesprovidethefoundationandpracticaltoolsforhighpotentialemployees.

Project ManagementAre you an accidental project manager? Perhaps you havesuddenlyfoundyourselfresponsibleformanagingaprojectbutyouhavelittleornoformaltraininginProjectManagement.YouknowthatsomeProjectManagementtrainingwouldbeuseful,buthavenoneed to learn so-phisticatedmethodology.HundredsofprofessionalshaveturnedtoCanadianManagementCentreforthepracticaltoolsandtechniquestohelpthemachievehighqualityre-sults,ontimeandwithinbudget.

Business FunctionsExpand your areas of expertise. Gain the training you needtosucceedinfunctionalareassuchasfinance,pur-chasing,manufacturingandIT.Everyoneisbeingaskedtowearmultiplehats.Ourcourseswillhelpyoudeveloptheskillsyouneedtonavigatethroughdifferentresponsibili-tiesandareasoftheorganization.

Human ResourcesEncourage employee development and discover inno-vative ways of recruiting.AsanHRprofessional,neworexperiencedyouneed todemonstrateunderstandingofyourorganization’schallenges.YouneedtoequipyourselfwithbestpracticesandcurrentknowledgeofbusinessaswellasHRknowledge.Yourorganization’sperformancecanbepositivelyimpactedwhenyouareanessentialval-ue-providing business partner.

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http://www.cmctraining.org/area-of-interest/communications

http://www.cmctraining.org/area-of-interest/management

http://www.cmctraining.org/area-of-interest/leadership

http://www.cmctraining.org/area-of-interest/project-management

http://www.cmctraining.org/area-of-interest/business-functions

http://www.cmctraining.org/area-of-interest/hr-training

http://www.cmctraining.org/manager-assertiveness-training

http://www.cmctraining.org/business-women-assertiveness-training

http://www.cmctraining.org/5-day-mba

https://www.cmctraining.org/coaching-effective-leadership

http://www.cmctraining.org/communicating-organization

http://www.cmctraining.org/communication-techniques

https://www.cmctraining.org/critical-thinking

http://www.cmctraining.org/effective-business-writing

https://www.cmctraining.org/effective-presentation-skills

http://www.cmctraining.org/fundamentals-finance-accounting

http://www.cmctraining.org/fundamentals-strategic-planning

http://www.cmctraining.org/results-without-authority

http://www.cmctraining.org/communicate-diplomacy-tact-credibility

https://www.cmctraining.org/improving-managerial-effectiveness

http://www.cmctraining.org/improving-project-management-skills

http://www.cmctraining.org/interpersonal-skills-managers

http://www.cmctraining.org/leadership-through-people-skills

http://www.cmctraining.org/leading-emotional-intelligence

http://www.cmctraining.org/supervising-managing-others

http://www.cmctraining.org/management-skills-supervisors-managers

http://www.cmctraining.org/operational-manager-strategic-leader

http://www.cmctraining.org/negotiating-to-win

http://www.cmctraining.org/preparing-for-leadership

https://www.cmctraining.org/successfully-managing-people

https://www.cmctraining.org/comprehensive-project-management

http://www.cmctraining.org/time-management

06 07


Times have changed and expectations have evolved.

The corporate ladder has really transformed into

something that looks more like a rock climbing wall.

By: John WrightJohn WrightisPresident&ManagingDirectorat

Canadian Management Centre

Theideaofcareerdevelopmentwastra-ditionallytiedtotheconceptofclimbingthecorporateladder.Progressioninone’scareerwasonlyoneway,upward.Peoplemayhaveaspiredtobecomesupervisors.Theywaitedtobetappedontheshoulderwithanoppor-tunity.Apromotionmighthavemeantmoremoney,abiggerofficeandextraperks.

Therearedifferentroutes tosuccess.Someof themoveswemake couldbe lateral,wemay change directions, there are differentlevelsofdifficultyalongtheway,andthede-cisionofwhattodonextismoreandmoreinthehandsoftheclimber. Career development today should be moreofanemployee-ledprocess.Traditionalviewsofleaderaccountabilitytoinitiatede-velopmentconversationshavebeenwashedaway by shifts in the demographics in theworkforce. Gen X and Gen Y employees inparticularplacesignificantvalueondevelop-ment opportunities. They have aspirations to learnandgainexperience,tomakeamean-ingfulcontribution,toadvancetheircareersandtomaintainbalanceintheirprofessionalandpersonal lives.Theyexpect their effortintheworkplacewillberecognizedwithaninvestment in their development. They are morethanhappytotakeownershipforcre-ating a plan, but they require their leaderstohelpfacilitatetheprocess(bechampionsfor them) and they expect their organiza-tiontosupportthem(whetherfinanciallyorthroughthelearninganddevelopmentinfra-structure available internally). In exchange(and when done right), organizations willbuild loyalty and will optimize the perfor-manceandpotentialoftheiremployees. It’s important to note that career devel-opment opportunities extend beyond theclassroom.Theycan include things suchas

on-the-job learning, opportunities to workonnewprojects,tobementoredbyamoreexperienced member of the team, to holdinterim leadership responsibilities, or to be delegated new tasks or responsibilities.Theseoptionsdon’thaveatangiblecostas-sociatedwiththemandareincrediblyeffec-tive. Yet, only halfofrespondentswhopar-ticipatedinourBuild a Better Workplace™ engagement research (2012) agreed theirmanager creates opportunities for them togrowanddevelop.Giventheexpectationsofemployees in theworkforce today, limitingdevelopmentopportunitiesmayactuallyin-crease theriskemployeeswillbe less loyaltotheorganization.Inaddition,yousacrificetheabilitytomaximizetheperformanceandpotentialofemployees intheircurrentroleandthecontributiontheycanmaketoyourbusiness–nowandintothefuture.

F ocusingoncareerdevelopmentisim-portant for individuals and for orga-nizations. For individuals, it’s about

establishing a personal vision for yourselfandforyourownneeds.Pursuingyourpas-sionandtakingownershipforthedirectionofyourcareer.Foranorganization,it’sabouttappingintothestrengthsandfullpotentialof your people – aligning them to the pur-poseandobjectivesofthecompanytodriveengagementandresults.Andyet,thesecriti-cally important career conversations fall tothebottomofour‘todo’lists. In some of the consulting work we dowithourclients,we’veheardfeedbackfromindividuals, leaders and HR professionalsabout hesitation for initiating developmentconversations.Thereluctanceappearstobefear-based.Fearofaskingforwhatwewant,fearof settingunrealistic expectations, andfear that if an investment is made into anindividual’s development – they may then choose to leave the organization. Unfortu-nately, these fears are barriers to progressandcanhaveadamaging,long-termimpacton everyone involved.

When’s the last time you thought about what’s next in your career?

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Advance Your Career - Call 1-877-262-2586

Inthiseditionofourcatalogue,wewantedtoshareacollectionofarticlesthatrepresentvariousperspec-tivesontheimportanceofcareerdevelopment.Ourobjective is togetyou thinkingaboutdevelopment–whetherforyourselfasanindividual,formembersofyourteamortheopportunitiestodeveloptoptal-entwithinyourorganization.We’vealsoincludedadevelopment plan template that you or your people canusetostartthinkingaboutwhat’snext.Tohelpinspireyou,wehavealsohighlightedorganizationslikePythianandSAPCanadawhorecognizetheim-portanceofsupportingemployeedevelopmentandhaveestablishedpracticeswithintheirorganizationthatservethebestinterestoftheemployeeandtheirbusiness.

Itistheemployee’sroletocreateavisionforwhattheywanttoachieve.Theymustreflecton their strengths and perceived develop-mentopportunitiestocreatearealisticplan.Theyshouldseekfeedbackandidentifyop-portunities to learn and grow. To increasetheir likelihood of obtaining support fromtheirorganizationtheyshouldclearlyidenti-fyhowtheirdevelopmentgoalsaligntoandsupport the short-and long-term strategicprioritiesofthecompany.

Take some time out for YOU and use this template to think about how you can continue to develop and grow your career.

Step 1: Reflect on Your Career AspirationsEnvision where you see your career going. Reflect upon the skills and talents you want to leverage. Think about experiences you want to have to enrich your career. Initiate a conversation with your manager.

Step 2: Identify your Strengths and Areas of DevelopmentReflect on the feedback from your leader, insights from training programs, past successes and failures. Identify your key areas of strength as well as areas of improvement.

Step 3: Create a PlanEffective development plans are highly-focused and specific, challenging, and yet realistic. Identify 1-2 skills you want to focus on developing. These may be strengths that can be upgraded or gaps that, if not addressed, could hold you back from achieving your goals.

Development Opportunity(Strengths to upgrade or areas of development)

What will I do? How will I know I was successful? What support do I need?

Career Aspirations

My Key Strengths

My Key Development Areas

Theprimaryroleoftheleaderistoencour-age development and create the space foremployees to think about their careers.They can be a sounding board. Theymustprovide objective and honest feedback onan employee’s development plan. They canhelptheemployeeunderstandhowtheycanmakeacontributiontotheorganization.Themosteffectiveleaderswillalsocreatedevel-opment opportunities, remove barriers and hold the employee accountable for imple-menting their plan.

The HR Department leads the process tofacilitate the organization’s commitmentto development. The processes in place tosupport Performance Management usuallyalign employee priorities to the needs and interestsoftheorganization,butalsoserveasa trigger fordevelopmentconversations.WhiletheHRrolewastypicallyperceivedas‘owning’careerdevelopment,theirprimaryfocusisnowtoensurethetoolsandresourc-esareaccessibletosupportcareerplanningand development.

Investing in yourpeople is the equivalentof in-vesting in your company. The greatest results areachieved when the plan is purposeful and wellalignedtothestrategicprioritiesandneedsofyourbusiness.Itissomethingweallneedtobethinkingabout.

Roles in Career Development

John Wright is the President & ManagingDirectoratCanadianManagement Centre

Implementing Your Plan:• Setupsometimetotalkaboutyourcareeraspirationswithyourleader.Helpthemunderstandyourgoalsandaskfortheir support where you need it.

• Identifyresourcesyoucanleveragewithinyourorganization–opportunitiesfortraining,internaltools,peerrelationships, development opportunities or projects.

• Buildyournetwork.Gettoknowdifferentpeoplewhomaybeabletoprovideyouwithguidance,adviceorwhomaybewillingto mentor you.

Taking Some Time For You

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Conventional wisdom says that if employeeswork hard and do their jobs well, they arelikely to be promoted. However, today, good

performancealoneisnolongeraguaranteeofcareeradvancement. In an uncertain and rapidly changing businessenvironment, companies all around the world arelooking to invest in their current talent to ensurethat their most valuable resource—their people—maximizestrengthsandhelpthecompanycompeteintheglobalmarketplace.Theyuse leadershipandemployee development programs to enhance theirinternal talent pool. Oncewe examine companies’ efforts to preparetheir high-potential employees for advancement, itbecomes clear that employees themselves can actto enhance their position in the organization, linethemselvesupforemployeedevelopmentprograms,andultimately,forpotentialpromotion.

• Don’t expect others to tell you how to contribute. Moving ahead takes more thanjustmeetingexpectationsandfulfillingyourbasicjobresponsibilities.Manytalentedmanagersandprofes-sionalsasktheirboss,“WhatexactlydoI need to do to get promoted?” That’s a dangerouslypassivemindsetthatcanactuallyhinderaperson’sprospectsforpromotion.Thosewhosuccessfullyriseupthroughtheranksknowhowtoproactivelymanagetheirpersonalbrand.Theydon’twaitforsomeoneelsetodefinetheroadmapforthem,butrathertheyaggressivelyseekwaystostandout.Askingwhatyoucandoforyourcom-panyshowsalackofinitiative.

• Do your homework.Lookforalterna-tivemethodsforstreamliningprocesses.Onceyou’vedonetheresearchandhaveprovensuccessandmetricstobackupyourideas,presentyourfindingstomanagement and try to sell them on your ideas.Theseactionpositionyouasaninnovator and visionary.

• Showcase your capabilities.Participat-ing in and taking the lead on intradepart-mentalprojectsorinitiativesisafirststeptowardshowcasingyourcapabili-ties—notonlytoteammembersbutalsotosupervisorsandmanagers.Ifyourteamvaluesyourcontributions,theyarelikelytobecomesomeofyourstrongestadvocates.

• Communicate your accomplishments constructively. Accomplishmentsneverspeakforthemselves.Theyrequireaspokesperson: you. You need to “toot yourownhorn”—butconstructivelyandselectively.Ifyouraccomplishmentsareinvisible to your boss or higher-level executives,yourperceivedpromotabilitywillbemuchlowerthanthatofpeerswithcomparableaccomplishmentswhoknowhowtopromotetheirachieve-ments.However,takecarenottocomeacrossasself-serving,asthatcouldcreateriftsinyourcorporaterelation-ships.Ifyouhavesuccessfullyengagedinaprojectwin,besuretoacknowledgeyourinvolvement,aswellasotherswhocontributedtotheproject’ssuccess.Notonlywillthiscreateateam-orientedandcollaborativedynamic,butitwillalsoshowcaseyourcapabilitiesinaprofes-sionalway.

• Expand your internal network. Most peoplerecognizetheimportanceofbuildinganexternalnetworkfortheircareersuccessbutfailtogivesufficientattention to building their internal network.Aswithexternalnetworking,thekeyhereisto“givebeforeyouget”bybeinghelpfultoothers.Thisapproachwillenhanceyourvisibilityandreputa-tionandgoalongwaytowardincreasingyourcareeradvancementprospects.Incontrast,aself-serving“what’s-in-it-forme”approachtointernalnetworkingwillbe transparent to others and diminish yourreputation.Astheoldadagegoes,“There’sno‘I’inteam,”soit’sveryrarethatasingleemployeeisabletoac-complishanythingonhisownwithouthelpfromacolleagueorteam.Besuretoacknowledgetheassistanceyoureceiveandreachouttopeoplewhocanhelp

youadvanceinyourgoalsandinyourat-temptstosellyourideas.Acollaborativedynamicthatisrichingive-and-takewillhelpyoucreateastronginternalnetworkofsupporters.

• Adopt an expanded definition of your role.Simplyfillingyourjobdescriptionisnolongerenough.Whentheeconomywasatitsworst,manypeoplefoundthemselveswearingnumeroushatstohelptheircompanymoveforward.Thesedays,rolesaredynamic;tasksandproj-ectschangeconstantly.Showthatyouarewillingtoengageinhighdiscretion-aryeffortoutsideofyour“dayjob”(e.g.,volunteerforacommitteeortaskforce).

• Be a good corporate citizen.Findwaysto“giveback”totheorganization.Con-siderbecomingamentortoayoungeremployeeoutsideofyourdepartment.Additionally,helpingco-workerswiththeirownprojects,whileprovidingsometypeofmentorshipintheprocess,canpositionyouasavalidresourceinadvancingthecompany’sefforts.Oncecolleaguesareabletorecognizethiskindofvalueincertaincolleagues,theop-portunitytocreateapositivereputationintheorganizationmakesitselfreadilyapparent.

Basically, increasing your promotability issimply a matter of increasing your profes-sional visibility. This involves connectingwithyourfellowteammembers,offeringas-sistanceandmentorshipwhereneeded,andcommunicating your accomplishments in aconstructive way. Your own career aspira-tionsandcorestrengthswillhelpdeterminehowtobestpositionyourselfinthecompany.Notallpeopleareappropriate formanage-ment.Infact,notallemployeesevenwanttobecomemanagers.Valuableemployeeswhoshowtrueengagementintheir jobsaretheoneswhowillstandout.

Here are some strategies that will increase your chances of being promoted:

HerbGreenberg,Ph.D.,isthefounderandCEOofCaliperaninternationalmanagementconsultingfirm.HecoauthoredtheNew York Times bestseller Succeed on Your Own Terms aswellasHow to Hire and Develop Your Next Top Performer.

Thisarticlewaspostedonwww.amanet.org

Written By Herb Greenberg, Ph.D.,

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Featured Facilitators

Experienced. Collaborative. Interactive.

Prior to joining the Canadian Management Centre faculty in 2012, Shawn held senior positions with organizations such as Magna Interna-tional and Bruce Power. His experience in managing and leading teams in both unionized and non-unionized environments has helped him to understand the importance of building, nurturing and managing rela-tionships. Shawn ensures his experience stays up-to-date by remain-ing closely connected to industry through consulting engagements and regular contribution to industry publications. He has contributed articles on the topics of Operational Performance and Leadership to many publications including The Globe and Mail and CFO.com. Shawn’s dedication to his own continuous education has included completing his certifications as a Purchasing Manager, Supply Chain Management Professional, Master Mentor and Six Sigma Green Belt. Shawn’s areas of expertise include Management and Supervisory Skills, Process Im-provement, Team Development and Operational Strategy.

Shawn Casemore

Inspiring. Energetic. Influential.

Susan has been a member of the Canadian Management Centre Facilitator Team since 2000. An experienced facilitator, author and coach, Susan has been responsible for leading and managing teams in customer service, sales and professional environments. Before focus-sing her career in training and development she held Manager and Director positions, recruiting, training and setting policy and procedure for a national financial organization. With over 20 years of experi-ence, Susan is able to bring critical concepts to life in her programs through stories and relevant examples. Her goal for each participant is that they walk away feeling enlightened, more confident and more knowledgeable than when they walked in. She has formal education in Behavioural Sciences and has also achieved her Diploma in Adult Edu-cation from St. Francis Xavier University. Her areas of expertise include Sales, Customer Service, Management & Leadership, Communication and Interpersonal Skills as well as Personal Empowerment.

Susan Armstrong

Need an exceptional facility for your meeting?At Canadian Management Centre, we train over 15,000 people a year, so we know how to create and deliver effective meeting and training solutions.

If you need a meeting room, we are conveniently located in the financial district of Toronto. Our training centre is ideal for gatherings up to 100 people. It is a great alternative to hotels. Our full service and à la carte options will provide you with the most flexibility and best value in planning your next event.

For more information, and to obtain pricing information please contact Carol Hacker at [email protected]

Go to cmcmeetingrooms.com for a virtual tour

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I amalmost29yearsold.Ihavebeenin theworkforcefor7ofthoseyears,under 4differentemployers.Ihavestudiedas well,completingmysecondBachelor’sDegreewhileworkingafull-timejob.Iam a Millennial.

Youknowme.Youhavepeoplelikemeinyourownworkplace.Wewereonceascarytopicofdiscussion.Whenwe firstemergedin the workforce people were flocking totraining sessions trying to understand us and learn how to manage us effectively.Over the yearswe’ve established ourselvesamongstouremployersandsomeofusarealreadyinmanagementpositions.Organiza-tionshave learnedhow toworkwithusasmuch as we’ve learned how to work withthem.Aswesettleinandfindourplaceintheworkforce,werealizethatwearestillearlyinourcareers–theworldisstillouroyster. Career development is on the mind ofeveryMillennial.Withapproximately thirtyyearsofworkinglifeaheadofus,weareea-gertostartbuildingtheskillsandknowledge

basethatwillgetusahead.Whereexactlyisthat“ahead”destination?TosomeitwillbetheCEO’soffice,whileothersmayplantousetheirexperiencetobuildtheirownconsult-ing firm.While the destination is differentforeveryone,onefactremainsthesameforall–careerdevelopmentisajourney,notanevent. At the core of career development is anemployee’s needs, values and wants. As agenerational cohort,Millennials are knowntoneedreassuranceandfeedback,opportu-nitiestolearnfromtheirownmistakes,andaccess to their leaders on a regular basis.They tend tovalueachievement, civicduty,anddiversity,andtheytendtowantflexibil-ityinworkinghours,opportunitiestocollab-oratewithothersandtobepartofthelargerorganizationalvision.LeadersofMillennialsmustunderstandwhere theywant togo inorder to be able to facilitate their develop-mentprocess.I, forexample,haveaweeklyone-on-onemeetingwithmymanager.Thisis my opportunity to give updates and re-ceivefeedbackontheworkthatIdo,anditreassuresmethatmymanagerisapproach-ableandopentodiscussingmycareer.Ialsorun twoblogson the side.Mymanager re-spects that I have passions outside of theworkplace,andwhenneeded,allowsflexibleworking hours to accommodate my extra-curricularwork.Becausesheisawareofmyneeds,values,andwants,mymanagersup-portsmycareerdevelopment inawaythatresonateswithme. Thekeyhereistobeopen.20yearsago,to include development opportunities thatwould benefit an employee outside of theworkplacewouldbeabsurd.Today’syoungemployees are typically managing otherprojects outside of their work life and arelooking for opportunities that will allowthemtonotonlygrowintheirpositions,butalsobeeffectiveinotherareas.Ofcoursethequestioncomesup,whywouldweinvestindevelopmenttheywilluseoutsideoftheor-ganization?Arewesettingthemuptoleave?Employers must understand that showingopenness and respect for aMillennial’s lifeoutsideofthecorporateworkplacewillearntheirrespect.Showingyoucareabouttheir

overall well-being, and investing in theirgrowth as people, not just employees, willgive the Millennial reassurance that yourcompanyistheplacetobe. ThereisalotofdiscussionaboutMillen-nialsnotbeingloyalandjumpingtooquicklyfromonejobtothenext.Itisessentialtore-memberthatcareerdevelopmentisemploy-ee-owned and supervisor-facilitated. Thismeans the employee needs to be the driver behindhisorherdevelopment.Lookatitthisway: If careerdevelopment is a journeyonthemapofaMillennial’scareer,thesupervi-sor is the tour guide and the employee is the tourist.Both the tourguideand the touristmustbealignedonwheretheyareheaded,for only thenwill the guide knowwhat toshowhim.Ifthetourguidemakesspecialef-fort tomake the journeyas interestingandvaluable to the tourist as possible, the tourist is less likely to get on another bus. Those of us born in the first half of theMillennial generation have shown that wedon’tactuallyhaveexpectationsofbecomingtheCEOtomorrow.Whilewemaystillhaveoureyesonthatcorneroffice(orwhateverouraspirationsare),wearelookingforem-ployers and supervisors to invest the time andresourcesintobothourprofessionalandpersonalsuccess.Thiswillshowusthatwearetrulyvaluedascontributorstotheorga-nization, and that you believe in our poten-tialasmuchaswedo.

DevelopingMillennialsThinkingOutsideof theWorkplace

InstructionalDesignerat Canadian Management Centre

Written By Anjali Handa

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W hy is it that the best or-ganizations do a better jobofsuccessionplan-ning than the average ones? What reasonswouldamanagerhavefornotthinkingabout

andcommunicatingaplanaroundpotentialreplace-ments for himself? Have you ever wondered howyourteammighthandlethelossofakeyindividualoryourselfandhasthethoughtconcernedyou? Great leaders and great teams think long term and thinkintermsofcontinuousgrowth.Yetmostcompa-niesprocrastinatenotonlyonleadershiptransitionsbutthedevelopmentandcareerpathsoftheirbestperformers.Asaresultofpoorsuccessionplanning,manyofthebestpeopleleave.Intheworstsituations,whenanunexpectedvacancyinleadershippresentsitself,itisnotunheardofforcompaniestocrumble. Why Succession Planning?1. Goodpeoplearelookingforchallenges.Somethinkthattheymightbestuckinthesamejobwithnoprospectsornewchallenges,andtheymaybeginlisteningtomoreinterestingchallengesofferedtothembyyourcompetitors.Whenagoodemployeeknowsthatthereisalong-termcareerpathforhimbecausehehasactuallydiscusseditandunder-standswhatisexpectedfromhimtobeworthyofmorechallengingfutureopportunities,heismorelikelytobemotivatedandremainwithyourteam.

2. Goodsuccessionplanningmakesyouthinkaboutwhatyoumustdotodevelopyourpeoplebeforeitistoolate.Crosstraining, mentoring,andotherdevelopmenteffortsareoftenseenastheleasturgentandevenunimportantactivitiesandthusareputoffindefinitely.

3. Asuccessfulsuccessionplanningstrat-egywithadequateamountsofcrosstrainingandpreparationsforadvancementsinpositionpreparespeopletobereadyfortheinevitabletemporarycrisisthatwillcomeup.Whensomeonegetssickorinjured,yourcompanymaybeabletohandleitwithoutmissingabeat,insteadofscurryingonlytomakeapooreffortatmeetingthechallenge.

What Must You Do? Unlessamandatecomesdownfromonhighfor every leader to identify his eventual orpotentialreplacement,thenitjustwon’thap-pen.Themoreinsecureapersonis,themorelikelythatindividualwillfeelfeelthreatenedabouttheconversationofhisorherreplace-ment. Make the discussion and planningmandatoryandmakeitcompany-wide.Youshoulddiscuss thepeople,plans,andalter-nativesinsmallgroupswhereeveryonehassomefamiliaritywiththepeopleandrespon-sibilities.

Wehavebeenamazed inour consultingabout the fact thatmost of our clients thatneedtofacilitateorexhorttheexecutionofthis strategy have all the key people they needtomakeagoodplan.Yettoooftenlead-ersfretabouthowpeoplewilltakehavingtoplanfortheirreplacement. You must also guard against you or your team thinking that no one isworthy of re-placingyou.Therewill bemany times thatyourfirstchoicewon’tfeellikeanadequatechoice;thatisok.Youwillbebetteroffchal-lenging a person with aggressive develop-menteffortsandseeinghimcomeupshortofworthyofthefutureroleearlierratherthanlater. You will also benefit by the fact thatmostparticipantswillbecomemoreproduc-tive and engaged. If you eschewperfectionism around theeffortandbegin immediately,youwon’tre-gretit.Oddsarethatyouwillnotonlybeginseeingimmediatebenefitsbutstartmakingadditional decisions that will impact salesandprofitabilitydowntheroad. Sincemanagementandknowledgework-ersrarely leveragetheir talentsasmuchasthey could, here is another simple processyou can regularly walk your managementand teams through that will help them tospendmore time doing the work that willmostimproveperformance.

Onefacetofthedefinitionofmanagementisleveragingthestrengthsofindividualsandresources while minimizing the impact oftheir weaknesses. If you keep that defini-tioninmindandconsiderthefactthatmostpeopleknowwhattheyneedtodoinordertobecomemoreeffectiveintheirrole,thenyou’llseethatyourtaskbecomestofacilitateregular discussion on what it will take foryourteammemberstodomoreofwhattheydowell,andthusdeliverahigherROIandac-celerationofgrowth.Forallthat,oneofthemost important management questions is,“What should we stop doing?” The follow-ingrole-clarificationexercisewillhelpyourteamtodo lessofwhat isholding themupfromfocusingonthegrowthobjectives. Inmore than20yearsof facilitating thefollowingexercise,ourexperiencehasbeenthatmostpeoplewill beveryaccurateandhonestinansweringthefollowingquestions.Butyoumustensurethatthisexerciseiscon-ductedinasafeenvironment.Attheendofthisoutline,we’llofferafewideasthathelptoopenthedoorsofcommunication.Thesequestions follow a strategic pattern so asto engender a healthy dialogue among your team members about role development and focus.

Your People and Company

How to

MarkFaust(@MarkFaustSr)isheadof EchelonManagement,agrowthandturn-aroundconsultancy,andauthorofGrowth or Bust: Proven Turnaround Strategies to Grow Your Business.


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Myprofessionalskillstrengthsastheyapplytobeingapartofthisteamare:

TheactivitiesImostwanttobedoingonaregularbasisforthisteamare:

Myprofessionalskillweaknessesastheyapplytobeingapartofthisteamare:

TheworkactivitiesIleastwanttobedoingonaregularbasis,yetmightbenormallyrequiredfrommeinmyposition on this team, are:

Thestrengthsofmypersonalitythataffectmyrolesinthis team are:

Thecurrentdefinitionofmyroleandresponsibilitiesonthis team is:

Theweaknessesofmypersonalitythatputadragontheeffectivenessofmyrolesinthisteamare:

ThechangesIwouldliketoseeinmyroleandresponsi-bilitiesonthisteam(or,whatIwouldliketoseemynewroleandresponsibilitiesbecomeinthenearfutureinorderformetomosthelpaccelerategrowth)are:

01 05

02 06

03 07

04 08

Have your team members answer them in order.

Thepresenterof thoseeightpointswill thenbeunderabanofsi-lence,andeachmemberoftheparticipatingteamwillgivefeedbackonthefollowing:

- WhatIseetobeyourkeystrengthsandwhatIrecommendyou domoreoforfocusmoreintentlyon. - WhatIormyteamcandotobettersupportyouinyourroleor intheevolutionofyourrole. - Thingsyoucouldreduceoreliminatetofreeuptimeforyour priorityfocusareas.

Whatwe find fascinating inusing thisquestioningstrategy is that,mostofthetime,participantsaresurprisinglyaccurateandhonestabouttheirweaknessesandpriorities. Werecommendthatthehighest-rankingleadergofirstintheex-ercise.Hisorherhonestywillinspiretheotherstofeelsafeinopen-ingupaboutweaknessesaswell.Also,thefirsttogocansettheex-ampleofbeingreceptiveandsilentduringthefeedbackphase.Taketheactionsintheabovetwoareasandwatchindividualandor-ganizationalproductivityimprove!

These passes allow individuals the opportunity to participate in an unlimited number of open enrolment courses at one budget- friendly price. Enhance your skill, and advance your career faster than ever before with unlimited training.

Some conditions apply. Visit cmcoutperform.com/annual-pass

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A saHumanResource&TalentDevelopmentprofessional,I’vereadandresearchedalotaboutthetopicofemployeeengagement.Thenotionthatemployeeengagementleadstooutcomesofimprovedproductivityandbusinessresultsisn’tadifficultcon-

ceptforanyofustogetourheadswrappedaround.Researchprovesit,leaderspreachit,yet,fewdoitsuccessfully.SowhenIhavetheopportunitytoconnectwithotherprofessionalswhoareinfact‘livingthedream’,I’minspiredtoshare. Everyyear,CanadianManagementCentreinitiatesaNationalThoughtLeadershipSerieswherewehavetheopportunitytogoacrossthecountryandsharekeyinsights.Whileontheroad,westriveto learnmoreaboutwhatorganizationsaredoingtodeveloptheirpeople,fosterengagement,andenhanceperformanceandproductivity.Onourlasttour,wewerefo-cusedonthetopicofEmployeeEngagementandintroducingourBuildaBetterWorkplace™research.Whenweconsiderthefindingsfromtheresearchandtheengagementmodelwe’vecreatedinpartnershipwithIpsosReid,wecanclearlyidentifythecomponentsthatinfluenceengagementandthedriversthatmakeadifference. Inthediscussionswehadaswemovedacrossthecountry,thereweretwoorganizationsthatstoodout:SAPandPythian.Wewerethrilledwhentheyagreedtobeprofiledinthisedi-tionofourcataloguesothatwecouldsharesomeofwhatthey’redoingintheirorganizationstodeveloptheirpeopleandcreateacultureofengagement.

Making

Employee Engagement At Work

PEOPLEa PRiORiTY

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We invite your organization to become a Canadian Management Centre Corporate Member and take advantage of all the benefits –includingaccessforeveryoneinyourorganizationtoexclusiveperks and discounts such as:

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22 23

Talkaboutanorganization that canmake something seemingly invis-ible like ‘data’ and elevate it to itsprominentroleinbusiness,societyandlife.Pythian(pronouncedpith-ian)specializesinremotedatabaseservicesandconsulting.Withtheir

worldwideheadquarterslocatedinOttawa,Ontario,Pythianemploysapproximately250people inover22 countries. Giving new meaning to the phrase‘small, butmighty’, Pythianhas learned to tap intothestrengthsandtalentsofeveryemployeeinordertosuccessfullydeliverresults.Theirapproachtoen-suringemployeesareengagedandenabledforsuc-cesssetsanexamplewecanalllearnfrom. IhadtheopportunitytospeakwithHeidiHauver,Pythian’s Director of Human Resources. An expe-riencedHRprofessional,Heidi knows that there issomething special about their organization – andparticularly,theirpeople.“Asaprofessionalservicescompany,ouremployeesareessentialtooursuccess.Theyarewhodeliverqualityservicetoourclients,”sheshared.Thisisechoedbyclienttestimonialsontheirwebsitethatcan’tsayenoughaboutPythian’srelationship-basedapproachandaccoladesfortheirteam. Hauverpaintedapictureofadiverse,collabora-tiveanddynamiccorporateculture.“Ouremployeesshareacommontrait–theylovewhattheydoandhaveapassionforworkingwithdataandemergingtechnologies.”EmployeeEngagement isakey focusforPythian.Theyconductsurveysannuallyandtaketheresultsveryseriously.TheirHRteamisconsid-eredastrategicbusinesspartnerandisinvolvedinall key decisions and business planning, to ensure

employeeneedsarealwaysconsidered.Hauverem-phasized that the leadership team at Pythian rec-ognizes that “[employee] engagement is what setsPythianapartanddifferentiatesthemfromthealter-nativesavailabletotheirclientsandemployees”. Sowhatdoesthislooklikeinaction?WhenIcon-sider the Build a Better Workplace™ EngagementModel(seepage30),itisclearthatPythianactivelyfocusesonmanyofthekeydriversthattrulyimpactengagement. A few that we discussed in detail in-clude:

• Team Collaboration: Asaglobalorganization,Pythianhasidentifiedtheneedandopportunitytoimprovehowtheycommunicateandcollabo-rateinavirtualworkenvironment.“OneofHR’smandatesistogrowafantasticworkingenviron-mentforallofouremployees,”shesaid.Tohelpfacilitatethis,theyestablishedacommitteein2012comprisedofpeoplewhoworkremotely.Theseindividualsserveasthevoiceofallremoteteammembers.Theyprovidefeedbackandiden-tifywaystoimprovecommunicationandlaunchinitiativestoimprovetheirabilitytoworkfromadistance.Anemployee-ledTeamSpiritCommit-teehelpstoaddalittlefunintotheirenviron-ment by managing global events like Geek Day. “GeekDayhappenseveryMaywherewelearnmoreabouteachother’sgeekness.Weweargeekt-shirts,costumesandhaveapotlucklunch.Itisalotoffunandachanceforustocelebratebeinggeeks”saidHauver.(P.S.GeekPrideDayisanactualcelebrationofgeekcultureeveryyearonMay25th.Seriously,lookituponWikipedia!)

PYThianSPOTLighT

For more information about Pythian, please visit: www.pythian.com

• Innovation & Improvement: In an orga-nizationwithasmanybrilliantmindsasPythian,itisgoodtoknowtheyinvestalotoftimeandefforttocontinuouslyfindwaystogetbetter.“Wehavetocontinueto strive to be innovative” Hauver stated. PythianCEOAndrewWaitmanencour-agesallPythianitesto‘UpTheirGame’.Thisrelatestotheirday-to-daywork,whattheycandeliverfortheirclients,andtheirowndevelopmentasemploy-ees.Hauversharedthat,“Up-ingourgamemeansthatwearealwayslookingforwaystoimprove”.

• Career Development: Pythian promotes self-awarenessandtheestablishmentofemployee-drivengoalsforleader-ship,technical,andprofessionalskillsdevelopment.Everysixmonths,employ-eesandleadersconnecttodiscusshowthey’re progressing and their aspira-tions.“Wefocusoncareergrowthanddevelopment.Wedon’trateemployees’[performance],insteadwefocusoncelebratingsuccessesandwefocusondevelopingtheircareersatPythian,”saidHauver.SomeofthebenefitsofworkingatPythianincludeinternalgrowthandpromotionopportunitiesandan‘Awe-someTrainingAllowance’(Iknow,justhearingthat,makesyouwantonetoo!).TheHumanResourcesteamisrespon-sibleforLearning&Developmentwithintheorganizationandisconstantlywork-ingonprogramsinternally.Recognizingtheneedtofocusondevelopingleadersat Pythian, Hauver shared they have a mandatetodeliverprogramstocultivatetheskillstheyneedtoempower,coachand mentor employees.

• Senior Leadership: Akeydriverforengagement is to ensure that senior lead-ershipisseenasapproachable–some-thingHauverfeelsverystronglyaboutatPythian.“Ultimately,SeniorManagementcreatesaplacethatfromdayone,ourpeoplefeelthattheycantrusttheleader-shipteamtoactintheir(best)interests.”Quarterly‘AllHands’meetingsatPythianprovideemployeeswithanoverviewofwhat’shappeningintheorganization.EmployeeshaveaccesstoSeniorLead-ersthroughPythian’sopendoorpolicy,Suggestion Program and through initia-tiveslikeCoffeewiththeCEO.Pythianalsostarteda‘BookClub’whereSeniorLeadersselectabookthatissharedwithanyonewhoisinterestedinparticipatingandaweb-baseddiscussion(webinarandblogforum)isthenledbyPythian’sCEOandHR.Thisnotonlyfacilitatesanopportunityforlearning;italsobuildsaconnectionbetweenalllevelsanddepartments.

‘Small,butmighty’meansthatallemployeesatPythianworkhardtomaintaintheirsta-tusasthetopdatabaseservicescompanyintheworld.TheLeadershipTeamknowstheyneedtoattract,engage,andretaintoptalentto deliver on their ambitious goals and to de-liverpremiumservicetotheirclients.ThisisreallyashortlistoftheeffortPythianinvestsinto keeping their employees happy and en-gaged.AndwhileHRmayberesponsibleforfosteringtheenvironment,Hauverwasclearthatitistheleadersintheorganizationwhoare responsible for facilitating it.WhenwediscusstheperceptionthatPythianis‘livingthedream’ofotherHRprofessionals,Hauveragreed they are fortunate to have a lot ofsupport.“WhenHRisviewedasastrategicpillarintheorganization,itisveryempow-ering.TheHRdepartmentworkshardinallorganizations,butwiththesupportfromthetop,theycanbemuchmoreefficientandef-fective.”

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24 25

Leoni explained the ‘corporate DNA’ as beingunitedinthebeliefthattheirpeoplearetheirmostimportantasset.Alignedallthewayfromlineman-agerstotheGlobalManagingBoard,thereisaccount-abilityforemployeeengagement.“Everymanagerisresponsible for [and measured on] our corporateperformancerelating tocustomersuccess,employ-ees success, and revenue/margin,” said Leoni. “Wecanseetheresultsinthegrowthofourbusiness.” The organization is structured to ensure therearenomorethanfourlevelsbetweenemployeesandexecutiveleadership–creatingamoredirectlineofsighttocorporateperformance,butalsotoimprovetheflowofinformationbetweenemployeesandse-niorleaders–akeydriverofengagement.“Thereisnobarriertoemployeesbeingabletoprovidefeed-backortojoinprojectsofinterest,”hestated.Theav-erageageofanemployeeatSAPCanadais35yearsold.WhenyouconsidertheexpectationsGenerationX employeeshave for their leaders and their orga-nization,thecorporatestructureatSAPfulfilstheirneedforopenandtransparentcommunicationandtheopportunitytobeinvolved.Furthertothat,SAP’scommitmenttosocialresponsibilityallowsemploy-ees to deliver on the vision ofmaking theworld abetterplaceintheirowncommunities.

it’s hard to not be moved by the enthusiasm andpassionMárcioLeoni,Manager-SAPAc-tiveGlobalSupport,hasforhisorganizationandtheworkhedoes.AsubsidiaryofSAPAG,SAPCanadaisheadquarteredinToronto,On-tario.Withover2,200employeesacrossthecountry,SAPisamarketleaderinenterprise

applicationsoftware.Theircorporatevisionissim-plystated:‘tohelptheworldrunbetter’.Chancesareyou’vebenefittedinsomewayfromSAP’ssoftwareonyourlastpurchasewithoutevenknowingit-63%oftheworld’stransactionrevenuetouchesaSAPsys-tem(SAPAnnualReport2012). Sowhat’s so great about SAP?Lots actually. It’sdifficultnot toget lured in toapply foraroleafteryouspendjustfiveminutesonthecareersectionoftheirwebsite.As I explored theSAPcorporate cul-ture with Mr. Leoni, he described an open, trans-parent and collaborative environment. The perfectbreedinggroundforengagedemployeestoflourish.Márciotoldmethatafocuswasplacedonemployeeengagementwithintheorganizationsometimeago.“Ifwetakeengagementseriously,wecanbesuccess-ful,”hesaid.Everyyear,apeoplesurveyisconductedand the results are shared openly. Employees are invitedtoprovidetheir inputandtheir feedback istaken seriously. “We actually have people in eachteamwhodedicatepartoftheirtimetoemployeeen-gagementactivities.Theycollect feedback,mitigaterisks, address rumours, and ensure employees have accesstotheinformationtheyneed.Thiscommitteehelpsusrespondtoemployeecommentsorconcernsquickly.”

SaP CanaDa

SPOTLighT

For more information about SAP, please visit: www.sap.com/canada

This ‘mushroom’ delivers happiness in the formofrewardsandrecognition.Theperceptionformostisthatinordertoadvanceyoursalaryorcareeroppor-tunity–youmustmoveintoamanagementrole.Butasmanyofushave learned fromexperience, thereareoftenpeoplewhomoveintoleadershippositionsbecauseoftheirstrongtechnicalexpertise,butwhoprobably shouldn’t be in a role where they man-ageorleadothers.SAPremovestheriskoflimitingemployee potential and/or placing people into thewrongrolesandinsteadputsemployeesinapositiontopursueacareerthatcapitalizesontheirstrengthsforthelong-termbenefitoftheorganization.Simplybrilliant. “The leader’s role is toactasacoach.Wedon’t tell employees where they should focus; in-steadweaskpowerfulquestionstohelpguidethemandprovidefeedback,”Leonicommented. Aswewrappedupourdiscussion,Ithinkhewassomewhatamusedatmyeffusiveresponsestowhathe’d shared about the great things they’re doing at SAP.Therearemanyorganizationswhoarelivingthedream,buttherearefarmorewhoarestillstrugglingtoalignandinvolveemployeesandtocreateculturesofengagement.After10yearswiththeorganization,thishasclearlybecomethenormforMárcioanditisevidenthecan’tquiteimaginewhyanyorganizationwouldn’tmodelthesameapproach.Heappreciatestheremaybealotofleaderswhointellectuallybuyinto the idea that engaged employees deliver better results;butmayfeelthattheycan’taffordtospendapercentageof their timeoreffortonengagementactivities.However,heencouragesallleaderstocon-siderspending20%oftheirtimeonactivitiesrelatedto engaging and developing their employees - “Your business won’t be compromised by empoweringyouremployees,”statedLeoni.

Weknowacommitmentfromthehighestleveloftheorganizationmakesallthedifferencewhenalign-ingtofosteranengagedworkforce.LeonigivescredittoSAP’sco-CEOsBillMcDermottandJimHagemannSnabefortheircommitmenttomakingpeopleapri-ority.Heexplained,“Theyareverydrivenandhavean amazing vision, but they are also humble lead-ers,whoareveryapproachableandgiveemployeespersonalizedattention. I couldsend themanemaildirectlyandthey’dreplytome.” As we go through the checklist of engagementdrivers,SAPappearstohaveitallfiguredout.ButitistheircommitmenttoEmployeeDevelopmentthatprobablyhadmethemostawestruck.“Wetakede-velopment very seriously and all employees have a development plan,” said Leoni. Every individual isin control of their own future at SAP and they aregiven the opportunity to leverage their strengths andtoseekoutopportunitiesthataregoingtoful-fil their careeraspirations.Tomanage this, SAP le-verages its ownproduct, SAPSuccessMaps,whichhelpsemployeesbuildtheirowncareerplan.Leonidescribed tomewhatmany at SAP refer to as the‘MushroomofHappiness’.Thistranslatesintothreeseparategatewaysforemployeestoadvancetheirca-reersatSAP.Dependingontheindividual’sstrengthsand goals, they can either pursue a path to be a:

• People Manager: arolethatwillfocusonleadingothers

• Functional Expert:arolethatwillcontinuetobuildontheirtechnicalexpertise

• Project Manager: arolethatwillprovidetheopportunitytoworkonandmanagevariousprojects

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Technology-enabled learning for your dispersed teams

Canadian Management Centre offers our corporate clients virtual classroom and other online options to deliver learning and development programs to dispersed target audiences. Employees can participate in a collaborative and interactive learning program regardless of the physical location of your target group while maintaining a high-quality learning experience.

Technology-enabled learning can be used for:

CourseDelivery–manyofourpopularinstructor-ledprogramscanbedelivered in a highly interactive virtual classroom format. Courses have been designed to have shorter modules delivered over multiple days to ensure participants can remain fully engaged during the delivery.

BlendedLearning–manyofourclientshaveengagedvirtualclass-rooms as a way to extend learning beyond the physical classroom and to facilitate the transfer of knowledge and skill back on the job.

e-Learning–thisisusefulinprovidingjust-in-timeaccesstolearningcontent as a self-study option or a pre- or post-course reference tool.

Turn Your DesktopInto a Classroom

Virtual Learning Options

Canadian Management Centre makes access to learning more convenient through our affiliate American Management Association’s catalogue of Live Online courses. These seminars offer you our world-class training without ever leaving your place of business. Virtual classroom seminars are live, interactive sessions that use web conferencing technology to engage learners. Delivered by expert facilitators, these seminars are specifically designed to be as effective and engaging as an instructor-led classroom while eliminating the need for travel and the cost of training facilities. The Live Online format delivers courses in easy-to-manage lesson installments that won’t disrupt your work week.

•Interactive, instructor-led course in a user-friendly platform

•Talk and text with faculty and peers via chat and VoIP

•Share files and work in breakout group activities

•Access live, 24/7 customer support throughout your AMA learning experience

•USB headset delivered to your door at no extra charge

•Lessonsaredividedintomanageable3-hourblocks

Canadian Management Centre offers a wide range of seminars in the following professional development categories:

•Business Enhancement Skills

•Communication Skills

•Finance and Accounting

•Human Resource Management

•Leadership

•Management and Supervisory Development

•Marketing

•Office and Administrative Support

•Project Management

Visit our website for the most up-to-date list and schedule of Live Online courses at cmcoutperform.com/live-online

Contact us to learn how you can use technology-enabled learning to create an impactful learning experience

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Join our online community of peers and subject matter experts for useful and entertaining commentaries on some of today’s most important topics. Whether through Twitter, videos or LinkedIn groups, you will always find interesting, thought-provoking opinions and perspectives.

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Our professional development events offer fresh perspectives, world-class approaches and practical solutions our clients can put into action right away.

They feature highly acclaimed strategists and practitioners and provide unique opportunities to exchange ideas and interact with experts.

Whether it’s insightful and innovative nationwide events or virtual sessions you can watch wherever you happen to be, you’ll experience thought-provoking events delivered by experts and designed to take you beyond the everyday.

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Build a Better WorkplaceTM:Decoding Employee Engagement for Business Leaders

Need to maximize the performance and potential of your team?

Whether you are a business leader or HR professional, we are all faced with similar challenges in our workplace. The solutions we are working towards all centre on one key theme: maximizing the performance and potential of our employees and organization.

Our ability to deliver results or respond to any key business issue is directly correlated to our ability to successfully engage our employees.

Build a Better WorkplaceTM takes a comprehensive look at the Canadian employee population and includes a detailed analysis of their perceptions on what impacts job satisfaction and their level of engagement at work. We explored the top two drivers of employee engagement: Leadership & Communication.

What if we told you we had the key to unlocking the performance and potential of your people?

Improve productivity Focus on the customer

Enhance performance Foster innovation

Grow your business Lead through change

Deliver shareholder value Develop and retain talent

©2012 Canadian Management Centre Ipsos Reid. All Rights Reserved.

A Do It Yourself ToolkitWhether you have completed engagement surveys in the past or you are now venturing to create a survey – there is value for you!

With access to our Build a Better Workplace Toolkit, you will:

• Leverage turnkey strategies to Build Your Better Workplace

• Acquire current data that will act as a barometer for how your organization measures up against Canadian norms

• Evaluate the effectiveness of your leadership team against key drivers that facilitate engagement

• Adopt tools to prioritize your internal efforts to maximize the investment and resources you dedicate to engagement initiatives

• Benefit from using our predictive simulator to quantify the impact on engagement as organizational components change

•Study initiated August 2012, report released January 2013

•Survey of 1,200 Canadians

•Representative of the Canadian population (employees in organizations with 100+ employees)

•Data reported by gender, generation, size of organization, and sector

•Parallel study conducted of over 484 HR Professionals to compare and contrast perceptions

•Data has been benchmarked against the Ipsos Representative Employee Database RED©

About the Research:

About Ipsos Reid

Ipsos is one of the world’s leading survey-based marketing research firms and has offices in 84 countries. Since 1975 Ipsos has been delivering insightful expertise across six research specializations: advertising, customer loyalty, marketing, media, public affairs research, and survey management. Ipsos research clearly shows that best performing organizations are characterized by strategic and cultural alignment: staff efforts and willingness to “go the extra mile” are oriented in the same direction, which contributes to the achievement of corporate goals.

About Canadian Management Centre

Canadian Management Centre is Canada’s premier talent transformation company, engineering and accelerating individual and organizational success with the goal of helping them outperform.

Have you thought about how you can improve engagement in your organization?

The Build a Better Workplace™ Report is available for purchase for $9,500. CMC & Ipsos Consulting Services are also available. To inquire or purchase, please contact: 1-877-262-2586 or visit www.cmcoutperform.com/babw

Build a Better WorkplaceDecoding Employee Engagement for Business Leaders

TM

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Whether your goal is to stay ahead of the competition, expand your business or find creative ways to navigate a turbulent economy, Canadian Management Centre can help. We’ll work with you to define your real-world goals and create a training program that inspires, delivers impact and helps you and your team outperform.

With team members across Canada, we have the local perspective to partner with you on a solution that fits your organization’s needs.

Visit cmcoutperform.com/cls/meet-your-cls-team-members to find someone in your area.

Canadian Management Centre in your regionLearn more by visiting cmcoutperform.com/cls/meet-your-cls-team-members

National Presence - CMC Team in Your Region


Energetic. Dedicated. Motivating.

Val has been a member of our team since 2008. She adds value to our clients through her years of experience delivering in the corporate, public and non-profit sectors both in Canada and overseas. She has lived and worked in a variety of countries, giving her a global vision of the workplace. She is a true facilitator in her approach and her inten-tion in the classroom is to have her participants find their own ‘a-ha’ moments through the content she is delivering. With a focus on enjoy-able, results-oriented sessions, Val consistently receives great reviews for providing information in a way that can be easily assimilated and remembered. She genuinely believes in the value of continuous learn-ing and works hard to maintain her CHRP & CTDP designations. Her relaxed, inclusive approach engages participants in her workshops, seminars or keynote deliveries. Val’s areas of expertise span across Communication & Interpersonal Skills and Customer Service.

Val Carter

Professional. Compassionate. Captivating.

Brigitte has been a Canadian Management Centre Facilitator since 2008. A clinical therapist, wellness educator and trauma counsellor, Brigitte brings a wealth of practical experience to the classroom. As a certified stress and wellness consultant with a major employee support provider, Brigitte has first-hand experience helping individuals and teams work through personal and professional stress and conflict. Her facilitation approach creates a safe environment for participants to discuss sensitive situations and topics. Her unique blend of compassion and assertiveness encourage participants to explore their own triggers and challenges and inspire an opportunity to focus on their personal and professional development. Brigitte is a graduate of McMaster University and holds her M.A. in Counselling Psychology from the Adler School of Professional Psychology. Brigitte’s areas of expertise span across Managing Stress and Emotions, Conflict Resolution and Com-munication & Interpersonal Skills.

Brigitte Atkins

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On-Site Business Learning Solutions

Delivering unique learning solutions, your way, when you need them, where you need them

Corporate Learning Solutions

Whether your goal is to stay ahead of your competition, expand your business, or find creative ways to deal with the impact of the changing economy, adapting requires learning. Our National Account Directors work together with our team of experts to develop and implement learning strategies and solutions that support the achievement of your business goals.

We’ve helped some of Canada’s leading organizations address complex business issues and achieve measurable results. Our learning solutions address and solve issues like boosting employee retention, enhancing employee motivation, and improving organizational performance and productivity.

Our clients come to value the strength of our partnership skills, the quality of our work and the level of expertise we bring to each project. Our team has a genuine passion for making a meaningful difference in the organizations we partner with and while we always strive to become your learning partner of choice, we know and appreciate that we must earn this recognition by first becoming your trusted advisor in all that we do.

To earn your confidence, you can count on us to:

• Collaborateandsupportyouasweexploreways to best become an extension of your team• Buildadeepunderstandingofyourbusiness, culture, and the unique challenges of your industry• Designanddelivercreativeandsustainablesolutions that work within your business environment• Offerproactive,honestadviceandrecommendations based on global best practices and extensive adult learning expertise and experience• Deliverourserviceswithcare,ensuringeach project exceeds the outcomes promised

For more information call 1-877-262-2586 or visit cmcoutperform.com/corporate-learning

Improve the impact of learning in your organization

On-Site Solutions Delivery AdvantagesIncrease the value of your training experience by tailoring or customizing your programs to fit your priorities and culture. Modular content can be easily adapted to deliver cost-effective unique learning objectives. By integrating your templates, methodologies, specific case studies, and your language, your participants’ learning experience can be significantly enhanced thereby accelerating results.

Delivery OptionsCanadian Management Centre offers flexible delivery options. Depending on the needs of your organization and the focus of your curriculum, you can choose the best-fit for your audience and the desired learning experience.

Instructor-Led Classroom Our classroom sessions are designed to be highly interactive and relevant to the needs of the audience. This option continues to be the most popular modality since participants enjoy the in-person interaction, sharing of diverse experiences, networking with their peers, and applying their learning in a safe environment with the benefit of real-time coaching and feedback from their facilitator.

Blending Learning SolutionsOur blended learning solutions integrate a variety of delivery modes including active instructor-led classroom, on-line components and opportunities for self-study to create a continuous learning experience for participants. This approach ensures we can maximize retention and increase the likelihood of transferring learning back on the job.

Virtual ClassroomA virtual classroom is a live, interactive session using web conference technology to engage learners. These pre-scheduled sessions offer an alternative and effective approach to reach a broader target audience. Delivered by one of our expert facilitators, these sessions are designed to replicate many of the same benefits of an instructor-led classroom experience session while eliminating the need for travel and the cost of training facilities.

e-Learninge-Learning programs leverage technology to provide access to content anytime, anywhere. Designed to provide a self-study option or reference tool for participants for just-in-time access to information. e-Learning programs can be developed as independent learning programs or as a blended learning tool to support instructor-led or virtual classroom sessions.

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Partnering with you to prepare your people for future success

Talent Development Solutions

Talent development is more important than ever to prepare, motivate and retain top employees to support an organization’s future growth. Most organizations have undergone tremendous change in the last few years alone. Required shifts in strategy to navigate through this period have had an impact on your organization’s structure, processes, resources and approach to market. Are your people prepared to execute your growth strategy and deliver the expected results within your new business reality?

Let our award-winning Talent Development team partner with you to help prepare your leaders and employees to thrive in your new business environment. Our first step is to work closely with you to understand your organization’s corporate culture, challenges, objectives and your people. This knowledge is critical in ensuring that the customized solution designed for your organization will create an engaged workforce that is prepared to deliver results now and into the future.

Our Talent Development Solutions team is comprised of experienced talent advisors who have successfully implemented customized solutions for some of Canada’s leading organizations, including those in the public sector. Our highly collaborative approach ensures that our recommended approach is aligned to your priorities and will maximize your investment. A flexible curriculum can be created using a blended approach to combine instructor-led, virtual learning and self-study options to accommodate learning preferences as well as geographically dispersed audiences.

Canadian Management Centre’s award-winning Results-Driven Design™ approach will inspire engagement from both your participants and senior management to support learning in your organization, improve performance and achieve desired results.

Benefit from our expertise

Learning is not complete until it is applied successfully in your workplace. Our Results-Driven Design™ approach will help you create a learning culture that supports continuous performance improvement. Our Talent Development Solutions Team develops proven custom training solutions that:

• Translateintoimprovedperformance,bothon an individual and organizational level

• Incorporaterelevantexamplesand easy-to-use concepts

• Maximizetheuseofcontinuouslearningactivities to bridge the learning from the classroom back on to the job

• Integrateadultlearningprinciplesbothinthe design and delivery

• Enablefollow-throughmanagementsupportto assist in learning application and transfer

• Deliverontheexpectationofprovidingachallenging,interactive and continuous learning experience

• Contributetobusinessresultsthroughclose alignment with your corporate strategy

• Provideprogramdeliveryflexibilitywith blended learning options

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Canadian Management Centre’s Instructional Design Methodology

Award-Winning Results

Our unique Results-Driven Design™ approach for your success

We strive to ensure your organization achieves maximum results with our custom learning solutions. This aim is the foundation of our instructional design approach and philosophy.

We believe in partnering with you through each phase to ensure we develop a solution that is aligned with your culture, strategy, business practices, competencies and objectives. Our instructional design methodology for developing a solution that is uniquely yours involves the six step process on the following page.

Canadian Management Centre is the proud recipient of two Gold Awards for Canadian Training Excellence (CATE), an honour granted by the Canadian Society for Training and Development (CSTD). Achieved in collaboration with our clients, these awards are particularly meaningful to Canadian Management Centre as they serve as recognition of our ongoing commitment to create highly impactful learning solutions which support talent development and drive performance improvement for our clients.

In 2009, our Gold Award was received for a program designed in the Internal Learning Category. This category recognizes instructor-led programs designed for exclusive use within a company.

In 2007, our Gold Award was received for a program designed in the External Learning Category. This category recognizes instructor-led programs designed for sale on the open market.

Our Results-Driven Design™ Approach

01 Analysis Setting the Stage For Success

From the beginning, our approach is to understand the needs of your business and your people so we can construct a plan to meet your performance objectives and achieve measures of success.

04 Engagement Creating a Learning Culture

We will work with you to create a learning culture where proper sponsorship is in place and your people are engaged and committed to their learning.

02 Design Collaborating to Define the Vision

Our recommended approach will include all the critical factors that contribute to successful application and transfer on the job. Our design team will partner with you to ensure the content of your program is aligned with your identified objectives. In addition, we will consider the most effective method of delivering the training based on learner preferences, whether it is instructor-led, e-Learning, self-study, coaching or a blended learning approach.

05 Implementation Connecting Learning to the Real World

Our project management team will carefully manage each session to ensure a seamless implementation. A highly skilled faculty member will deliver an interactive high impact learning experience helping your people connect key learning to their individual challenges.

03 Development Developing a Solution Unique to you

We draw upon our proven content to develop a solution that is relevant to your target group, provides performance support tools and delivers on your unique needs.

06 Evaluation Committing to Action & Results

A key part of our mandate is to ensure that you achieve maximum results from your learning solution, immediately and over time. At the beginning of the development of your program, we will work with you to help you determine the level of evaluation that best suits the measurement of your objectives, based on our understanding of your requirements.

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Vibrant. Collaborative. Inspiring.

Bill has been a Canadian Management Centre Facilitator since 2006. He has been inspiring a variety of industries and business sectors across the country for over 20 years. His facilitation and solution-driven techniques consistently produce positive results, engaging individuals, groups, and teams with learning that has both immediate impact and longevity. In his senior leadership roles with a wide range of national corporations, Bill has filled a number of capacities, consis-tently achieving inspiring action and results. He has been responsible for creating visions, establishing missions, setting strategic directions and objectives, and rolling out plans to teams ranging in size from 2 to 200 people. Bill is well known for creating positive change with proven success in developing engaged teams to achieve corporate objectives and superb results. He received his Organizational Development Cer-tification from DePaul University in Chicago through Linage Inc. Bill’s expertise is widely varied and spans across leadership development, team interventions, conflict resolution, change management, coaching, organizational development, performance management, goal/objec-tive setting and competency development.

Bill Williams

Professional. Encouraging. Experienced.

Roxanne has been a member of our team since 1999. She currently fa-cilitates CMC public programs throughout Canada and has developed and delivered Corporate Learning Solutions throughout Canada and the U.S. Roxanne is a dynamic and motivational facilitator, who is able to help participants translate the learning concepts introduced in train-ingintomeaningfulactionplans–afactorthathasledtoparticipantsseeking her out for subsequent programs. With more than 20 years of business experience, Roxanne has worked for and consulted with a number of Fortune 500 companies. Her consulting work has taken her to Europe and throughout the US and Canada, working with clients in pharmaceuticals and nutraceuticals, health care, software develop-ment, financial services, chemical manufacturing, as well as energy and telecommunications. Roxanne is a registered nurse, holds a Bachelor of Commerce (Honours) in International business, as well as an M.B.A. in Marketing and Strategic Planning from York and Dalhousie Universities. Roxanne’s areas of expertise span Leadership, Strategic Management, Change Management and Marketing.

Roxanne Macleod

We are proud to bring you another approach to professional development with Canadian Management Centre. This approach offers organizations and individuals more flexibility in finding and scheduling a training course that best suits their unique needs.

Option 1: Flexibility for the Organization Your organization knows which Canadian Management Centre course they need and when they would like to take it, but may not have enough participants to make it happen. We can work with you to find other participants and provide support to run the course.

Option 2: Flexibility for the Individual You’ve found the right Canadian Management Centre course, but the time or location is not ideal. This option allows you to request an alternate date and city. Once minimum registration has been met, we will schedule and deliver the session.

For more information on this option, call 1-877-262-2586 or visit cmcoutperform.com/cor

Courses on request Flexible training for you & your teamTraining that’s flexible for the organization and the individual

Training When & Where You Want It - Request a Session

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42 43

W hathaveyoudone foryourHi-Pos lately? Hi-Pos are an organi-zation’s high-potential employ-

ees—itsfutureleaders.Ifyouwantthemtostick around, you’ll need to implement anenterprise-widestrategyaroundtheirdevel-opment. Inaworldwherebusinessagilityisprized,organizations seek to prepare their nextcadreof leadership talentmore thoroughlyand more quickly than their competitors.Inadditiontoidentifyinghigh-potentialtal-ent,providingthemwiththerightdevelop-mentalopportunitiesandselectingrelevant successmeasures,firmsareaimingtocreatea robust high-potential employee program that makes better leaders and acceleratestheir path to leadership. i4cp recently conducted a developmentstudyinconjunctionwithseveralcompanies in its peer working group, the ExecutiveLeadership Development Exchange. Thefindings—tobeexploredindetail ina laterreport—informa5-step framework linkingtheaccelerationofHi-Postomarketperfor-mance.

First,determineexactlywhatyouwanttoac-complish with your development program.How will you demonstrate success? High-performance organizations (HPOs—basedon revenue growth, profitability, customersatisfaction, and market share) use formalmeasurement tools to determine the effec-tivenessoftheirleadershipdevelopmentef-forts.i4cpconfirmedthatpractice’spositivecorrelationtomarketperformance.Togaugesuccess,measurequalityofmove-ment,whichtrackstheeffectivenessofpro-motions and critical roles filled, alongwithmore traditionalHRmetrics such as reten-tion rates and performance ratings. High-performance organizations also use 360assessments, administered pre- and post-program,andevencustomerretentiondata.

Knowwho youwant to attract to your or-ganization. A company’s brand can draw atalent pool that fits its culture. More thantwo-thirds of high-performance organiza-tionsuseassessmentstoscreenparticipantsfor theirHi-Podevelopmentprograms,andtodeterminewhencandidatesarereadyforpromotion,akeydifferentiatorofHPOsver-suslow-performingorganizations.Transparency in identifying Hi-Pos and in-formingthemoftheirstatushelpsorganiza-tionstoclarifythekindofbusinessskillsandbehaviorsthatarevalued.Three-quartersofstudyparticipantsfromHPOsidentifyhigh-potential employees.Yet,of thisgroup, just29% said they inform their Hi-Pos of thatstatus,while71%didnot.Don’t forget diversity, either. Develop yourHi-Potalentpoolwithaneyetowardbuild-ing a succession pipeline that reflects thediversityofyourcustomerbase.AtAIG,em-ployees in the firm’s People toWatch pro-gramare culled from the ranksofmidlevelmanagers. “Wehave somanydiversehigh-potentials around the globe,” said Courtney Williams,ProgramManager in theOfficeofDiversity and Inclusion. “People to Watchwas created to identify them and preparethemforafuturewithourcompany.”

ONE Define successful outcomes for your high-potential development program.

TWO Choose talent purposefully; make branding and assessments work for you.

Launching High-Potential Employees Toward Leadership

DonnaParreyisseniorresearchanalystati4cp(InstituteforCorporateProductivity).Formoreinformationabouti4cp’sresearch,visitwww.i4cp.com


Written By Donna Parrey

The top differentiator that distinguisheshigh-performance organizations is theirwillingness to provide high-profile stretchassignments to targeted employees.Encourageteamworkbymanagerstoshareideasforchallengingnewprojectsthataren’tbeingaddressedandtomatchthoseprojectswith Hi-Po talent. i4cp member organiza-tion Intel tookthisonestep further. ItsDe-velopmental Opportunity Tool (DOT) is anonline talent marketplace for short-termassignmentsthatallowsprojectownersandemployeesseekingdevelopmenttofindoneanother.AmreenMadhani,HRManager,said,“Weweresosiloed.Everyonehadtheirowntools,buttherewaslimitedvisibilitytoem-ployeesacrosstheorganization.Wewantedan enterprise-wide solution.” DOT fulfilledthatneed, successfully facilitating the com-pletionof2,000assignmentstodate.

High-performanceorganizationsknowhowto guide their Hi-Pos toward leadershipreadiness. Two-thirds of those companiesusecoachingtoacceleratethatjourney,pro-vidingtheirHi-Poswithperformancecoach-ingandopportunitiestogainnewskills.i4cpfound that a coaching culture is a successfactorsignificantlycorrelatedtomarketper-formance.However,coachingiseasiersaidthandone.Provideopportunitiesformanagerstoprac-tice coaching skills. Experiential training(enabling managers to role-play coaching,for instance)canhelphone listening,prob-ing and feedback skills, in turn, helping tobuild managers’ confidence and their abil-itytogainthetrustoftheHi-Postheycoach.More coaching strategies are outlined inthe i4cp/AMA report Coaching: What Re-allyWorks,whichstressestheimportanceoftherightprofessionalandpersonalmatchofcoachandcoachee.

Three times as many HPOs as lower per-formerscreditabroadbusinesscurriculumas a success factor in their Hi-Po develop-mentprograms.Tobuildsuchacurriculum,involve senior leaders in designing foun-dationalbusinessprograms.AskC-levelof-ficers frommarketing, operations, sales, fi-nanceandotherkey functions toadviseonthe learning curriculum for Hi-Pos and toassistincreatinglearningtoolstouseinter-nally.Some organizations partner with or sendhigh-potential employees to external pro-grams. Institutions most frequently men-tionedwereINSEAD,Harvard,WhartonandStanford.

HowdoyouprimeyourHi-Posforsuccess?

THREE Excel at coaching; it is a key element.

FOUR Expose high-potential employees to a broad business foundation.

FIVE Focus on visibility and challenge to develop high-potential employees.

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Professional. Knowledgeable. Amiable.

Peter joined the Canadian Management Centre Facilitation Team in 2008.AsacertifiedPMPandITILV3certifiedpractitioner,Peterfindscreative ways to translate theory into practice in the classroom. Peter brings over 15 years of experience in project-driven environments in a variety of industries which lends credibility to his delivery style and approach. He has experience designing and tailoring training pro-grams to suit the needs of his target audiences and takes the time to learn more about his participants in order to create a relevant and practical learning experience. Peter tries to ensure a fun and effec-tive learning experience and draws on examples (his own and those of his participants) in order to bring the program content to life. Peter delivers a wide range of programs in the areas of Project Management, Supervisory & Management Development as well as Communication & Interpersonal Skills.

Peter Boyle

Experienced. Good-Natured. Knowledgeable.

When Reg joined the facilitation team in 2006 he brought more than 25 years of leadership experience in project and change management, business analysis, business and technical communication. His most current focus is on project and change management for organizations facing major challenges to corporate progress and performance. Reg has led teams dedicated to organizational restructuring and business transformation in private, public and not-for-profit environments. He is a PMP (Project Management Institute), a CMC (Institute of Certified Management Consultants of Ontario), is certified in Change Manage-ment (PROSCI Change Management Learning Centre) and Emergency Management (Canadian Centre for Emergency Preparedness, and BC Institute of Justice), holds a BAA in Journalism and is a graduate of the Canadian Land Forces Command and Staff College. A lieutenant-col-onel in the Canadian Army Reserve, he also serves on several Boards including of the Royal Canadian Military Institute and St John Ambu-lance. Reg’s areas of expertise include Change and Project Manage-ment, Communication and Interpersonal Skills.

Reginald Scotland

Project Management Skills Training

As a Project Management Institute Global Registered Education Provider, Canadian Management Centre provides the learning resources, Contact Hours and required Professional Development Units (PDUs) for professional certification.

Many of our seminars are aligned to the PMBOK® Guide and will help you prepare you for the Project Management Institute’s PMP®, CAPM®, PgMP®, PMI-SP® and PMI-RMP® certification. PMP, CAPM, PgMP, PMI-SP, PMI-RMP are registered marks of the Project

Management Institute, Inc.

CMC is your source for PDUsYou can rely on Canadian Management Centre to help you achieve and maintain your professional designation. We offer over 25 courses that qualify for PDUs with PMI®. Our courses include many critical soft skill competencies, such as leadership, management and communication delivered by expert practitioners.

Canadian Management Centre is a PMI® Global Registered Education ProviderFor more information, visit our website at cmcoutperform.com/pm

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Over the last decade the workplace has changed significantly. Many have faced the effects of the global recession, layoffs, decreased engagement levels, an impending retirement of Baby Boomers, as well as the emergence of Generation X and Generation Y in the workforce. This has caused organizations and leaders to redefine who they are, refresh their leadership perspective and reevaluate how to engage and lead their teams.

Effective leaders are not only able to connect with individuals to increase employee engagement and retention; they also improve productivity. The Go Beyond program is designed to establish common leadership practices to achieve desired individual and organizational goals.

For more information, visit cmcoutperform.com/go-beyond

Leadership is critical to sustaining the success of your organization by attracting, growing and retaining the talent you need to deliver results.

The Program Designed to Build Leaders

Canadian Management Centre has been fortunate to work with an impressive list of clients in both the public and private sector across Canada. We have had the opportunity to examine the leadership challenges organizations are facing today and to implement solutions to develop leaders and deliver results. Our clients benefit from our experience through our proven content and detailed recommendations which are designed to give leaders the tools they need to make a difference.

Based on best practice research, the Go Beyond program has been specifically designed to develop the competencies critical for the success of a leader today. The sequence of the modules has been aligned to ensure that each module builds upon the last, giving participants the opportunity to apply their learning back on the job in order to improve performance.

We have demonstrated our capability as a premier provider of leadership development solutions and have been recognized by TrainingIndustry.com as one of the Top 20 Leadership Training Providers. However, our true recognition comes from the positive feedback we receive from our clients based on their experience working with us.

What our clients are saying about our leadership solutions:

“What I really enjoy about these courses is having others share their experiences. It really helps to visualize some of the challenges that you could face as a leader in different situations. There is a lot of open discussion.” (Waterloo, ON)

“ This series has helped me to understand the challenges of leadership and it has given me tools to handle these challenges. I have started implementing some of the ideas, and I can already see positive changes.” (Ottawa, ON)

“This program helps leaders to have a good understanding of how to most effectively lead people based on their behavioural styles. It creates awareness that all people cannot be managed in the same way and that each individual has specific ways of thinking, acting, feeling, etc.” (Mississauga, ON)

“As the leader of 16 people, it is my responsibility to know when to act, when to correct, when to motivate, when to stand back and when to lead. I now have greater knowledge of the leadership and management skills required to do my job.” (Calgary, AB)

“There was a lot more interaction and group activities that provided a better learning environment. The format allowed for all to be accepted and you felt comfortable that in matters of confidence you could be assured your fellow colleagues honoured that.” (Calgary, AB)

“The facilitator was one of the best I’ve seen. She was a very knowledgeable trainer with a lot of relevant experience and had amazing personal [leadership] examples to support the learning. Excellent course to get you thinking!” (Toronto, ON)

“The 1-day modules made it easier to find the time in my busy schedule to participate and develop myself as a leader.” (Regina, SK)

“ Other leadership programs I had previously taken were more in the form of seminars that focused on one topic. This program is different in that each module built on a previous one and referred back to them. The core competencies are reinforced throughout.” (Calgary, AB)

“ I’ve noticed an improvement of my leadership skills as a result of what I’ve learned from the program, for example I understand staff much clearer, and know how to communicate more effectively with my team.” (Vancouver, BC)

Desired Outcomes This program will provide leaders with the skills to: •Empowerothers•Becollaborativeandinclusive•Communicateeffectively•Coachwithdirection•Adapttheirapproach•Establishpurpose-drivenwork•Successfullyleadchange

Building better leaders

REDUCE DESIGN AND DELIVERY TIME by using a turnkey leadership development series that is ready for implementation within your organization

RESEARCH VALIDATED topics have been selected to increase the capabilities of your leaders

CAPITALIZE ON PROVEN tools to increase leadership effectiveness and productivity when applied back on the job

LEVERAGE BEST PRACTICES from successfully delivered leadership programs

EASILY ADAPT MATERIALS to incorporate your organization’s logo, culture, language, processes and/or specific scenarios

SELECT A FLEXIBLE delivery format and module topic(s) to meet your business needs

HOW YOU WILL BENEFIT:

GO BEYOND

Creating Extraordinary Leaders

Corporate Leadership Development Program

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Here’s just a few organizations that we’ve helped outperform in the last 50 years:

50 Years of helping organizations outperform

Visit cmcoutperform.com for more information

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