tag:blogger.com,1999:blog-80775030500502165352024-02-07T21:14:08.639-08:00The Association Executive BlogThe Association Executive Blog from the <a href="http://www.csae.com/Chapters/OttawaGatineau.aspx"><strong>Ottawa-Gatineau Chapter of the Canadian Society of Association Executives (CSAE)</strong></a>.Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.comBlogger107125tag:blogger.com,1999:blog-8077503050050216535.post-87131551566254928692019-01-14T11:00:00.003-08:002019-01-14T11:00:58.748-08:00EXECUTIVE Winter 2019 Edition<a href="http://www.csae.com/Portals/0/Winter%202019%20Executive%20Final%20(reduced).pdf?ver=2019-01-14-112127-220" target="_blank">Executive Winter 2019 Edition </a><br />Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-44029711732010089402018-07-11T12:23:00.002-07:002018-07-11T12:23:25.297-07:00<br /><a href="http://publications.virtualpaper.com/d-e-systems/executive-2018-summer-edition/#1/" target="_blank">EXECUTIVE Summer Edition 2018</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-60743794411824460502018-02-06T09:57:00.000-08:002018-02-06T09:57:39.206-08:00Top 10 Reasons This Year’s CSAE Tête-à-Tête Was The Best Ever<div class="separator" style="clear: both; text-align: center;">
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#10 FREE parking<br />
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#9 Easy set up and tear down with no stairs, elevators or escalators to contend with.<br /><br />
#8 Great coffee and water stations not to mention all the other delicious food at breakfast, lunch and throughout the day.<br /><br />
#7 Sponsor videos that were in line with this year’s event theme: Break Convention - Venture out. They were engaging, fresh, fun and had us singing along to them (“Such a lovely place. Bring your business here”)!<br /><br />
#6 Words of wisdom from our keynote breakfast speaker, Chris Bailey: “it’s not how busy you are but rather did you accomplish what you set out to do today? Productivity is found in the overlap where time, attention and energy meet.”<br /><br />
#5 Numerous opportunities to connect, network and engage with delegates throughout the day whether it was sitting down with them at the breakfast or lunch or meeting up with them on the tradeshow floor. <br /><br />
#4 Great organization and thinking outside the box, by the Special Events Committee lead by co-chairs Heather Cleat and Riccarda Galioto, and Kathryn Cyr with AMCES. As a result, we had not only the best of past practices but new ones too including an exhibitor and delegate lounge, an “Ask the Expert” kiosk, Connect@CSAE workstations and simultaneous interpretation at the breakfast and luncheon.<br /><br />
#3 Outstanding creativity, energy and enthusiasm from all the exhibitors who put great thought into how best to showcase their goods or services. Their attention to detail and sense of fun is what makes this event so special.<br /><br />
#2 Huge thanks to our sponsors who make this day possible: AV-Canada, Business Events Toronto, Center Stage AV, Coast Hotels, Conventions Regina, DE Systems, Discover Saint John, Discovery Halifax, EY Centre, Fairmont Hotel & Resorts, Fredericton Tourism, Freeman, Hilton Wordwide, Le Groupe Germain, Marriott International, Marsh Canada Limited, Meetings & Conventions PEI, Miller McConnell Signs, Ottawa Tourism, Pendleton Translations Limited, Quebec Association of Convention Professionals, Quebec City Business Destination, resiada, sensov/event marketing, Shaw Centre, Speakers' Spotlight, The Personal Insurance, Tourism London, Tourism Vancouver, Tourism Whistler, Tourism Winnipeg, Tourisme Montérégie, Tourisme Montréal, Yukon Convention Bureau<br />
<br /><b>And the #1 reason that this year’s Tête-à-Tête was the best ever….</b><br /><br />
The Debaters Live comedy show at the luncheon that was spectacularly good and provided an outlet of genuine laughter from every person in the room. Moments to remember: Steve Patterson’s rendition of Oh Canada, Erica Sigurdson’s Spanx “body tsunami” and Dave Hemstad’s experiences as a new father. <br /><br />
Such a welcome relief to be able to laugh like that in the middle of the day (and on a Wednesday no less!) surrounded by good friends, colleagues and clients. <br /><br />
<b>Thank you CSAE Tête-à-Tête. You knocked it out of the park!</b><br />
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By Martha Tobin, Staples Promotional ProductsOttawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-9898283580936865002018-01-24T10:02:00.003-08:002018-01-24T10:02:46.867-08:00<b>Please find the 2018 T<span style="background-color: white; color: #222222; font-family: arial, sans-serif;">ête-à-Tête </span>Program. </b><br />
<b><br /></b><b><a href="http://publications.virtualpaper.com/d-e-systems/csae-ottawa-gatineau-tete-a-tete-2018/" target="_blank">Tete a Tete 2018 Program </a> </b><br />
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Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-80272746428001546842018-01-24T09:58:00.000-08:002018-01-24T09:58:46.899-08:00Winter / Spring 2018 At a GlanceHere is the Winter / Spring 2018 Edition of the OG CSAE At-A-Glance.<br />
<a href="http://publications.virtualpaper.com/d-e-systems/a-glance-winter_spring-2018/" target="_blank">At A Glance Winter Spring 2018</a><br />
<br />Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-78823092269078763062017-12-19T08:48:00.001-08:002017-12-19T08:52:17.231-08:00EXECUTIVE - 2017 Winter Edition Please find the latest Edition of OG CSAE Executive.<br />
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<a href="http://publications.virtualpaper.com/d-e-systems/executive-2017-winter-edition/" target="_blank">EXECUTIVE - 2017 Winter Edition</a><br />Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-80316192752725520052017-09-12T13:25:00.001-07:002017-09-12T13:25:51.220-07:00Fall2017-At-a-glance<a href="http://www.vdocshop.com/doc/d.e.-systems/fall2017-at-a-glance-v4/2017091201/#.WbhCyRmwKiY.blogger">Fall2017-At-a-glance</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-17378351222112787902017-09-12T07:11:00.002-07:002017-09-12T07:11:35.476-07:00<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhJ7R5zutji3D2ngp12KheyHQZRZCAwZBe0Q_ptia5nMTccwK1mYsL-DY3rfkLn3Al1E9CQNIbF1eRNVj8gXsaSiJ_6QbMuP11jN-eCi9hDmSYngpBWxnhXsL6Hty1aupuiki2uy6ZiQHYc/s1600/Optimum+Talent+-+David+Roy.bmp" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhJ7R5zutji3D2ngp12KheyHQZRZCAwZBe0Q_ptia5nMTccwK1mYsL-DY3rfkLn3Al1E9CQNIbF1eRNVj8gXsaSiJ_6QbMuP11jN-eCi9hDmSYngpBWxnhXsL6Hty1aupuiki2uy6ZiQHYc/s320/Optimum+Talent+-+David+Roy.bmp" width="320" height="235" data-original-width="287" data-original-height="211" /></a></div><br />
David Roy<br />
Practice Lead, Talent Development<br />
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<b>Succession Planning or Talent Management</b><br />
In many of the meetings we have with Senior Executives and within the HR community the topic of Succession Planning invariably comes up. I have worked with and for organizations that have thought of Succession Planning as just that, a plan or annual exercise to provide names to the executive and the board should a position need to be replaced. Given the competition for talent, it is critical that organizations attract the right talent but also ensure that they have the right opportunities and support infrastructure to retain that talent. The Succession Planning process is really the challenge for organizations to identify, develop and retain leaders. In other words, create a process to manage and maximize their human resource assets.<br />
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<b>Why is this so important?</b><br />
Attracting, and more importantly developing and retaining, high performing employees is critical to the lifeblood of an organization. This is increasingly critical as the world of work is faced with continuous change. This change is driven by forces such as, technological innovation, globalization, new competitors and a looming demographic tsunami as the largest demographic group, the boomers, head off to retirement. This is particularly true for membership based associations which need to maintain relevancy in the world of choice and to ensure the needs of a wide demographic base of members and employees are met. The succession planning process is really about creating practical solutions for building your organizations potential. Jocelyn Berard, Optimum Talent’s Senior VP & National Practice Leader, Organizational Psychology, has written a book “Accelerating Leadership Development”. The book provides a guide that can assist organizations to develop high potential employees to assume critical roles, develop leadership competencies and create organizational intellectual and knowledge capital.<br />
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<b>The Leadership Success Profile</b><br />
There is a world of difference between doing a particular job and leading people that are doing those tasks. All too often organizations promote their highest performer to a people manager role and later find out that the competencies or behaviours that made them a high performer are not necessarily the competencies required as a leader. In simple terms, the Leadership Success Profile is a clear definition of what it takes to be an effective leader in your organization. This is a combination of ability, background, values and competencies required to provide leadership to a team. There is a vast amount of academic research and writings on the areas of competencies and personality traits in relation to leadership development. The success profile is a clear description of the requirements of a job or level in an organization which will change based on the job and level. Does your organization have a clearly defined set of competencies required for various levels of leadership? We refer to this as the “Ladder of Leadership.”<br />
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<b>Diagnosing Development Needs</b><br />
When an organization has identified and documented the leadership success profile it then needs to effectively and efficiently identify each high-potential leaders strengths and “potential blind<br />
spots” so they can leverage strengths and develop areas where there is a need to improve. I have participated in many “Succession Planning” sessions where an antidotal comment based on personal bias has derailed a high potential leader’s career. All too often the diagnostic has no linkage to a real development need but based on a perception which may or may not be linked to reality. The process should be similar to a visit to physician, where a Doctor would never prescribe a solution without a diagnostic. Attached a link to an Optimum Talent article which elaborates on this key step in the succession planning process. There are many tools available to assist in this critical step of Succession Planning which includes 360 feedback and psychometric assessments. It is important to create self awareness for an individual to develop and grow their leadership attributes.<br />
<a href="http://blog.optimumtalent.com/you-must-diagnose-before-you-can-prescribe">http://blog.optimumtalent.com/you-must-diagnose-before-you-can-prescribe</a><br />
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<b>Prescribing Development Solutions</b><br />
Without the diagnostic stage, development is often left to the individual employee and manager as part of the annual evaluation process where the question becomes, “what training would you like to go on next year”. In fact most of our learning comes from on the job experience. I am sure that each of you can think of a number of “learning” experiences while on the job that have been significant factors in your career success. There is a simple rule that states that 70% of our skill set comes from on the job learning, 20 % is gained from others (coaching, mentoring and feedback and just 10% from formal training. A formal documented development plan is important to ensure potential leaders have an opportunity to grow those leadership attributes that the organization requires to lead in today’s complex business environment.<br />
<a href="http://blog.optimumtalent.com/stop-paying-lip-service-to-the-702010-2/">http://blog.optimumtalent.com/stop-paying-lip-service-to-the-702010-2/</a><br />
In summary when succession planning becomes talent management it is a day to day process that provides individuals with clear opportunities to personally grow while addressing the reality of the changing business requirements.<br />
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<span style="color: #1f497d;"> <a href="http://www.csae.com/Education-Events/Details/ArticleId/2721/Round-Table-Discussions">“Attend our session on November 15th to get started and learn how to facilitate relevant change that improves our organizations and our world.”</a></span><br />
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David has a history of building strong teams in a wide range of customer related service organizations. He is skilled at engaging work forces to drive positive results and create sustained competitive advantage. In today’s volatile, uncertain and highly competitive market place strong leadership supported by a commitment to talent management are critical to organizational success. David passionately believes that coaching is a key enabler to maximize the potential of individuals and teams.<br />
In joining Optimum Talent David brings with him a proven track record in Sales, Business Development, Marketing and Product Development, as well as Customer Service and Operations, in a number of leadership roles with Bell Canada and Canada Post. Most recently he has been engaged in International Business Development in the renewable energy field.<br />
David has completed the Advanced Coach Development Program at Ericson College. He is the practice lead at Optimum Talent for Coaching and Leadership Development. In addition to his current role delivering individual and team-based coaching engagements, David has coached The Canadian National Sailing team and represented Canada in International Sailing events. David has a BA from Carleton University coupled with professional development courses in Finance, Negotiating and Management Strategic Alliances and a certificate in Strategic Thinking and Management from Wharton University. He serves on the Advisory Council for Algonquin College School of Business. In addition David is a part-time professor in the Global Business program at Algonquin where his passion for developing and coaching is demonstrated as he prepares graduate students to enter the complex competitive world of global business.<br />
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Optimum Talent<br />
190 O’Connor Street, 7th Floor<br />
OTTAWA, ONTARIO CANADA K2P2R3<br />
TELEPHONE : 613.238.6266<br />
WWW.OPTIMUMTALENT.COM<br />
Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-88263950827413320922017-09-12T06:48:00.000-07:002017-09-12T06:48:28.630-07:00<div class="MsoNormal">
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<b><span lang="EN-US" style="font-family: "Cambria",serif; font-size: 10.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-hansi-theme-font: minor-latin;">Kristen Lwin, PhD Candidate</span></b><span style="font-family: "Cambria",serif; font-size: 10.0pt; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><o:p></o:p></span></div>
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<b>Enhancing Your
Membership (Membership Management)<o:p></o:p></b></div>
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Membership organizations have the ability to meet, and even exceed,
the needs of members; often, however, they are based on historic governance and
operational models. Membership
organizations are a great approach to linking people with similar needs. These needs may change over time though, which
then requires organizational change. <o:p></o:p></div>
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Many for-profit non-member organizations are popping up and
meeting the needs of people originally met by membership organizations. Communication and delivery methods historically
used by many membership organizations have since become obsolete. Mail out flyers, user-unfriendly websites,
and lengthy text documents are something that seems agonizing for many people
these days. Because it’s not their focus, membership
organizations typically have a difficult time keeping up with the newest
technological frameworks, marketing strategies, and leadership models. Being open to change and ready to take risks
will support membership organizations in their quest to become sustainable and
exceed members’ expectations. <o:p></o:p></div>
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Because membership organizations often fill a unique demand,
there is a gap in the research literature about how to enhance membership. Case studies offer suggestions on areas of
focus to become a stronger organization.
The common factor in any study is the necessity to understand your
organization. What does your
organization do well, and what does it not do well? <o:p></o:p></div>
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If you have identified a need to enhance your membership you
need to first understand, to what degree does your organization need to
change? Once you have answered this
question, you can strategically develop a plan to enhance your membership. <o:p></o:p></div>
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To build a sustainable membership organization, it has been
suggested that minor changes are often not enough. Minimal modifications may not be felt or even
recognized by members, and may have only a minor and short-term effect on
membership. To make a sizeable enhancement
to membership, sizeable modifications need to be made. <o:p></o:p></div>
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Important areas for membership organizations that will allow
meaningful change are: a dedicated and passionate leadership (executives and
board members), an adaptable funding model and operations, the resources and
capacity to develop effective services/products, ongoing network of
organizations to learn from, and an effective technology strategy. <o:p></o:p></div>
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The following areas can be thoroughly assessed and
identified for advancement:<o:p></o:p></div>
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</span></span><!--[endif]-->Governance model;<o:p></o:p></div>
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</span></span><!--[endif]-->Enhance staff expertise;<o:p></o:p></div>
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</span></span><!--[endif]-->Define member market;<o:p></o:p></div>
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</span></span><!--[endif]-->Identify required changes to products/services;<o:p></o:p></div>
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</span></span><!--[endif]-->Build a strong technology framework.<o:p></o:p></div>
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Within each of these areas there are factors you need to
consider.<o:p></o:p></div>
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</span></span><!--[endif]-->Time: These days people have far less time to do
things they want to do, and even things they don’t want to do. How can you reduce the amount of time Board
Members are required to spend on the organization? To save your members’ time, how can you
modify your services?<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]-->Value expectations: What are your members’
expectations of the organization and the services or resources you provide? <o:p></o:p></div>
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</span></span><!--[endif]-->Specialization: What does your organization
specialize in, and what value do you bring to your members?<o:p></o:p></div>
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</span></span><!--[endif]-->Member differences: Who are your members and are
there generational differences between them?
<o:p></o:p></div>
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</span></span><!--[endif]-->Competition: Who is your competition? How do these organizations compete (e.g.,
time, membership, resources)?<o:p></o:p></div>
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</span></span><!--[endif]-->Technology: How is it being used and how can it
be used?<o:p></o:p></div>
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</span></span><!--[endif]-->History: What actions, values, operations are in
place because of history versus practicality or more effective processes?<o:p></o:p></div>
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Understanding your members’ needs, and how you
organizational operations and governance meet those needs is imperative. Your willingness to take risks will set the
stage for change and ideally support membership enhancement. <o:p></o:p><span style="background-color: white; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 13.3333px;"> </span><a href="http://www.csae.com/Education-Events/Details/ArticleId/2721/Round-Table-Discussions" style="background-color: white; color: #462aff; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 13.3333px;">Attend our session on November 15th to get started and learn how to facilitate relevant change that improves our organizations and our world.</a></div>
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<span lang="EN" style="color: #333333; font-size: 10.0pt; mso-ansi-language: EN;">Kristen is currently serving as the Executive Director of
Practice and Research Together (PART), a national non-profit membership
organization focused on knowledge translation for the field of child
welfare. In her current position, Kristen has lead the development of a
curriculum focused on promoting research evidence use in child welfare workers
and supervisors, focused on promoting the learning culture within a child
welfare organization. Kristen is working towards her Doctorate in social
work at the University of Toronto, and has previously earned a Master of Social
Work Degree, Bachelor of Social Work Degree, Hon. Bachelor of Arts Degree
(psychology), and diploma from the Assaulted Women and Children Counsellor
Advocate Program. Kristen has experience in child welfare program
evaluation and research and as a child welfare practitioner and in the criminal
justice system. Kristen is interested in organizational behaviour,
qualifications for effective practice in child welfare, and decision-making
research and implications for service users</span><o:p></o:p></div>
Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-49164345805019330212017-08-28T09:27:00.001-07:002017-09-12T07:11:55.802-07:00“Attend our session on November 15th to get started and learn how to facilitate relevant change that improves our organizations and our world.”<span style="color: #1f497d;"> <a href="http://www.csae.com/Education-Events/Details/ArticleId/2721/Round-Table-Discussions">“Attend our session on November 15th to get started and learn how to facilitate relevant change that improves our organizations and our world.”</a></span><br />
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Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-32148243260256549962017-08-28T06:22:00.001-07:002017-09-05T05:43:41.877-07:00Making change happen in 21st century: from amateur cook to master chef[1]<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm;">
<b><i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Making change happen in 21<sup>st</sup>
century: from amateur cook to master chef<a href="file:///C:/Users/Frank/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/Content.Outlook/2Z6YTVX4/change%20management_CSAE_2017_v2.docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><b><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 115%;">[1]</span></b></span><!--[endif]--></span></a><o:p></o:p></span></i></b></div>
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<span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">There is little doubt that we are all currently
facing unprecedented challenges in a world characterized by volatility,
uncertainty, complexity and ambiguity (VUCA). Most of us feel the pressure to
grow and improve our services while resources are under greater pressure than
ever. We are asked to keep on top of a huge workload while juggling competing
priorities. It’s often hard to predict what will happen next; the future is not
like the past and the scale of disruption is large as we are all required to
change the way we do things. No one has immunity from the threats and
opportunities this new normal presents. <o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Change is an inevitable part of organizational life
in the 21<sup>st</sup> century so we need practical and effective ways to bring
about change. As if there is not enough change already, the way we change is
also changing and we need to adapt to the new reality of the 21st century. Most
organizations still use step-by-step, plan-driven change approaches </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">conceived in more stable times when change was
slow, gradual and there was time for the dust to settle before the next change
emerged. </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">This is pure fantasy in our
fast-paced, complex world. Like everything else our change approaches need to
be more dynamic and responsive involving and equipping leaders and change
agents. This mismatch of change approaches for our current complex
context results in failure of our change efforts. Indeed many experts estimate
that 70% of all change projects fail to achieve their desired outcomes. </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">In this context there is no place for the old linear
models of unfreeze-change-refreeze, instead we need different and effective
approaches. This shift requires us to let go of following a step-by-step recipe
the way of an amateur cook and be more able to act like a master chef altering
a recipe depending on the changing context (available ingredients, the season,
needs of the customer, etc.).</span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">The good news is there is growing evidence emerging
from academics and change leaders around the world that gives us useful ways to
make change happen that is successful, sustainable and puts us into the 30%
category of successful change efforts. In a departure from traditional
approaches to change a few key principles and practices have been consistently
identified as important enablers of successful change. What they all have in
common may surprise you. Essentially they focus away from linear, plan-based
methods and instead focus on people and stakeholders and on developing
leadership, true engagement, relationships, trust, influence, alignment and
collaboration. Dr. Peter Fuda, an international authority on
transformation, suggests that a robust change process is a people thing and a
community thing and not an intellectual thing. He goes on to say that
successful change is 10% technical competence (phases, steps, expertise)
and 90% emotional intelligence. While there is still a need for some
process, unprecedented change requires a much greater focus on people in order
to build a solid foundation for change. Capturing the minds and hearts of
intelligent people comes down to a few simple (yet not easy) things. </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">There
is a strong link, supported by recent research, between successful change and these
people-driven approaches.</span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Create relevant and shared
purpose for the change</span></b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<li class="MsoNormal" style="line-height: normal; mso-list: l3 level1 lfo1; mso-margin-bottom-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Provide a powerful why and story that captures
the goal and what people want. Help people see it and feel it.<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; mso-list: l3 level1 lfo1; mso-margin-bottom-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Make it a community priority.<o:p></o:p></span></li>
</ul>
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<b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Build energy and readiness for
change</span></b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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</span></span><!--[endif]--><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Work with
people, start small and grow a community for the change.<o:p></o:p></span></div>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-list: l5 level1 lfo2; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Build trust by involving people. Give people a
stake in it and a hand in shaping the future. The more complex the change
the more involvement is required. <o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; mso-list: l5 level1 lfo2; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Go local. Contact and trust your community -
those who need to adopt the change. Know where people are at by monitoring
and understanding levels of support and doubt. <o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; mso-list: l5 level1 lfo2; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Connect and influence. </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">It's the community being built as a result
of our change efforts that will determine if the change is successful,
relevant and sustainable. </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></li>
</ul>
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<b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Get started</span></b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="line-height: normal; mso-list: l0 level1 lfo3; mso-margin-bottom-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Make it less onerous and focus on elements
that will make the greatest difference.</span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></li>
</ul>
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<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; font-size: 10.0pt; line-height: 115%;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span lang="EN-US" style="font-size: 10.0pt; line-height: 115%; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Start with early adopters who will model the new way and begin to build
momentum.<o:p></o:p></span></div>
<ul type="disc">
<li class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-list: l0 level1 lfo3; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Change
habits. </span><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Habits are the building
blocks of behavioural change. All change is behavioural change. <o:p></o:p></span></li>
</ul>
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<b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";">Provide support and learn
together</span></b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Learn together, leverage learning in the
community and adjust based on lessons learned.<o:p></o:p></span></li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Remember this is not a one-time execution but
a journey.<o:p></o:p></span></li>
</ul>
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<b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Achieve and monitor Results</span></b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="line-height: normal; mso-list: l2 level1 lfo6; mso-margin-bottom-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Make progress visible starting with the small
early wins.<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; mso-list: l2 level1 lfo6; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Go for progress and not perfection.<o:p></o:p></span></li>
</ul>
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<b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Develop ourselves as change
agents</span></b><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="line-height: normal; mso-list: l6 level1 lfo7; mso-margin-bottom-alt: auto; tab-stops: list 36.0pt;"><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Develop and practice new relational skills. We
need more than our expertise, knowledge and analytical abilities. <o:p></o:p></span></li>
</ul>
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<span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">In a VUCA world
where change is constant and complex, where we are all required now to bring
about positive change, and where there is a gap between our current change
approaches and what works, the only viable solution is to up your
change-ability. <a href="http://www.csae.com/Education-Events/Details/ArticleId/2721/Round-Table-Discussions">Attend our session on November 15th to get started and learn how to facilitate relevant change that improves our organizations and our world.</a><o:p></o:p></span></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">Rhonda St.
Croix is a leadership<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">coach
specializing in change<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">leadership. She
works with leaders<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">and teams to
apply new change<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">thinking to
create positive change. She<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">is change
adviser at the Royal<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; mso-bidi-font-family: "Times New Roman";">College of
Physicians and Surgeons<o:p></o:p></span></i></div>
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<i><span lang="EN-US" style="font-size: 10.0pt; line-height: 115%; mso-bidi-font-family: "Times New Roman";">of Canada.</span></i><span lang="EN-US" style="font-size: 10.0pt; line-height: 115%;"><o:p></o:p></span></div>
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<a href="file:///C:/Users/Frank/AppData/Local/Microsoft/Windows/Temporary%20Internet%20Files/Content.Outlook/2Z6YTVX4/change%20management_CSAE_2017_v2.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><span lang="EN-US"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 115%;">[1]</span></span><!--[endif]--></span></span></a><span lang="EN-US"> This metaphor comes from Dr Peter Fuda, international authority on
transformational change<o:p></o:p></span></div>
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Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-11850387162377096332017-07-24T14:07:00.001-07:002017-07-24T14:07:28.168-07:002017 Summer Executive<a href="http://www.vdocshop.com/doc/d.e.-systems/2017summerexecutive/2017072401/#.WXZf0oAeF-s.blogger">2017 Summer Executive</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-27051349900174011422017-06-16T08:48:00.001-07:002017-06-16T08:48:59.523-07:00CSAE Ottawa-Gatineau Tête-à-Tête<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/s3UK9C4pWbs" width="480"></iframe>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-12887298988747766942017-05-29T10:45:00.001-07:002017-05-29T10:45:26.447-07:002017 Spring Edition<a href="http://www.vdocshop.com/doc/d.e.-systems/2017-spring_issue_final/2017052901/#.WSxeL4AdaDk.blogger">2017 Spring Edition</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-59366589917484892352017-03-24T13:05:00.001-07:002017-03-24T13:05:40.197-07:002017 Winter Edition<a href="http://www.vdocshop.com/doc/d.e.-systems/2017-winter-edition/2017032401/#.WNV8CVruvWo.blogger">2017 Winter Edition</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-70773127124430930822017-01-23T12:16:00.001-08:002017-01-23T12:16:48.280-08:00Tête-à-Tête 2017 Program<a href="http://www.vdocshop.com/doc/d.e.-systems/tat-program_2017_final_web2/2017012301/#.WIZkoGQj9Dk.blogger">Tête-à-Tête 2017</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-7115691218528584732017-01-13T05:25:00.001-08:002017-01-13T05:25:35.229-08:00Winter 2017 At-A-Glance<a href="https://www.dropbox.com/s/rkr5urwlwhng17u/Winter-2017-At-A-Glance_final_web.pdf?dl=0" target="_blank">Winter-2017-At-A-Glance</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-56474780763126611652017-01-05T09:05:00.003-08:002017-01-05T09:05:11.482-08:00editedVideo 2016 12 23 94642 AM<iframe width="480" height="270" src="https://www.youtube.com/embed/_Z3ZVvMsQ_I" frameborder="0" allowFullScreen=""></iframe>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-32545403352226973812016-12-19T05:16:00.001-08:002016-12-19T05:16:12.062-08:002016 Executive-Fall-automne<a href="http://www.vdocshop.com/doc/d.e.-systems/2016-fall_issue_final_web/2016121801/#.WFfdlvMIPAo.blogger">2016 Executive-Fall-automne</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-68491216140447486452016-11-29T08:35:00.000-08:002016-11-29T08:35:12.198-08:00When “NO” is Perfectly Acceptable<div class="MsoNormal">
<b><span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">When
“NO” is Perfectly Acceptable<o:p></o:p></span></b></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Article Written by Darlene Kelly-Stewart, <i><u><span style="color: #0070c0;">STONEHOUSE
Sales & Marketing Services</span></u></i>, MPI Ottawa Chapter Member<o:p></o:p></span></div>
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<span style="color: red; font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">MPIOttawaChapter, #Meetingindustry, #NOisOK<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Let’s discuss something that seems to be sliding off the
end of the iPad - Etiquette, in this case business etiquette; as a refresher, “Conventional
requirements as to social behavior; proprieties of conduct as established in
any class or community or for any occasion.” <o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">How does this impact us on a daily basis? It is basic
manners. Sometimes beyond being polite to each other by using please and thank
you but also to common occurrences or requests.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Great examples in our industry would be THE INVITATION,
THE MESSAGE, THE QUESTION all equally important to suppliers and planners
alike.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">When an INVITATION has been sent to you, what you do vs.
what should you do? <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Action
1 </span><span style="font-family: Wingdings; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Wingdings;">à</span><span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;"> Do
you Skip it? Open it? Read it? Trash it? Ignore it? Forget it? Move on….<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Action
2 </span><span style="font-family: Wingdings; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Wingdings;">à</span><span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;"> Or
do you open it, read it, consider it, see the RSVP and reply, yes or no? and
then move on<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Why should you pick Action 2? Certainly you realize that there is a cost
associated with the event, the time effort and thought put into organizing it,
the care and consideration in selecting the people to invite to the event and
they actually invited you. The host is waiting to hear if you will or will not
come to the event. They really do need
to know. General etiquette would require that you reply: Yes or No.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">If you cannot attend, say No, or even No Thank You. This
gives the organizer the opportunity to ask someone else, change their plans,
adjust their guarantee or whatever, but at the very least there is no
speculation; you will not be attending.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">If you are positive that you can attend or would like to
attend, say Yes or Yes, Thank you. Secure the event in your calendar and be
respectful enough to show up. IF for some reason your plans must change whether
that is minutes after you have replied yes, or minutes before the event starts,
be courteous and send a note by email or text or call, provide a brief
explanation: work plans have changed, illness, double booked in error –
whatever it is, at least there is no speculation, you will not be attending.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Recently I had said yes to an industry event, because I
have always been reliable, when I was a little late showing up the host was
genuinely concerned that I was OK because I had never no-showed without reason
or notice. I had sent a colleague a text that I was running late and to let the
host know, but was quite surprised that the host noticed enough to ask and was
touched by her concern.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">The MESSAGE<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Be it a phone message or email message, a quick call or
reply can make all the difference. I recently was tasked to help arrange sales
missions. I had a long list of semi-qualified prospects to reach out to and
diligently started my approach to fulfill the in-person call quota and the
social invitation quota. There was substantial investment made by the group in
agreeing to participate in the missions. I felt the pressure to perform and
make the trips fantastic for them. After advance notification of the visits, weeks
of calls, direct follow-up messages and reminders not being returned, I was so
discouraged. My message was clear, the dates and times provided specific, the
call to action was simplified. Click here for yes, click there for no. So why
were close to 90% of these not answered? In my opinion, decidedly poor business
etiquette and bad manners. Although the missions were fine, they were <i>not</i> <i>fantastic</i>
– it still bothers me.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">The other side of that is when a supplier asks a planner
for a decision on a proposal, order or arrangement. Be as forthcoming as you
can about your decision, YES or NO, otherwise advise on when a decision can be
made, what might be holding your approval back or what circumstances you may be
facing that is slowing the YES or NO decision down. Suppliers need to know if
they will be moving forward or not. It is important for them to know for a
number of reasons and your decision has an impact.<o:p></o:p></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">The QUESTION<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Saying YES or NO makes a difference. Neither is good or
bad, it is an answer that people need to move their own plans forward and can
release you from further frustration. During site inspections I ask a lot of
questions, I usually set the framework in advance by letting the supplier know
that I will be asking questions and that NO is an acceptable answer. Suppliers
don’t like to say NO, they think it puts them in a bad light or that they are
not being flexible. To the contrary, I need to know the parameters of the
facility or service, if you know that the answer is NO – just own it. It will
save us all time and energy and the focus can move to the next item on the
list. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">When you are in this industry, I feel there is a certain
obligation to each other to be honest and fair and polite. It is a two-way
mirror. This is how relationships are established. This is how trust is earned
and kept. This is how we thrive.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Is there room for MAYBE as an answer? Absolutely, but you
cannot hover at MAYBE for long; you will need eventually to answer YES or NO.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">To summarize, if you are sent an invitation, that “RSVP” means
to reply YES <b><u>OR</u></b> NO. If you
say YES - show up or if after the fact of saying yes you cannot attend, reach
out and cancel. Equally if you have said NO, and your plans change and you have
an interest in attending, perhaps you still can, contact the host and find out.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">If you are sent a message and a reply is requested, take
a minute and do it. If you are asked a question and you know the answer to be
YES or NO – share it. IF you must reply
maybe, why leave someone on the edge of an uncertainty, where that limbo can
start causing a ripple effect on future business or relationships, eventually a
decision will be needed, so make it.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">Let’s try it out…. Did you enjoy this article?<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">YES – by clicking YES your reply will be added to our
poll response, you will be happier knowing you have good manners.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">NO – by clicking NO your reply will be added to our poll
response, we can all move on knowing you have good manners.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "Verdana",sans-serif; font-size: 12.0pt; line-height: 115%;">MAYBE – by clicking MAYBE, you will be returned to the
top of the article to read it again and reselect your reply, but at least you
have good manners.<o:p></o:p></span></div>
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<o:p></o:p></div>
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Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-78025499631257902482016-08-02T07:46:00.001-07:002016-08-02T07:46:15.726-07:002016 Executive-Summer_été<a href="http://www.vdocshop.com/doc/d.e.-systems/2016-executive-summer_ete/2016072801/#.V6CxXnHzvuA.blogger">2016 Executive-Summer_été</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-67612260446494149242016-06-02T06:05:00.001-07:002016-06-02T06:05:43.282-07:00OG CSAE SpringPrintemps2016Executive<a href="http://www.vdocshop.com/doc/d.e.-systems/2016-springissue_final/2016060201/#.V1AvIJx4oIM.blogger">OG CSAE SpringPrintemps2016Executive</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-79679098407567355192016-02-26T12:05:00.001-08:002016-02-26T12:05:05.536-08:00OG CSAE Winter-hiver-2016<a href="http://www.vdocshop.com/doc/d.e.-systems/jan_nov-2016-issue_final_web/2016022601/#.VtCv6Yt1BXg.blogger">OG CSAE Winter-hiver-2016</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-21264037710984637272015-12-18T12:12:00.001-08:002015-12-18T12:12:58.046-08:00OG CSAE Executive Fall-2015<a href="http://www.vdocshop.com/doc/d.e.-systems/og-csae-executive-fall-2015-issue_final/2015121801/#.VnRotue5nDg.blogger">OG CSAE Executive Fall-2015</a><br />
<br />
<br />Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0tag:blogger.com,1999:blog-8077503050050216535.post-79889263438096413712015-10-02T07:58:00.001-07:002015-10-02T07:58:53.209-07:00Fall-2015 At-a-glance<a href="http://www.vdocshop.com/doc/d.e.-systems/fall-2015-at-a-glance-final/2015100201/#.Vg6bncAUA6w.blogger">Fall-2015 At-a-glance</a>Ottawa-Gatineau CSAEhttp://www.blogger.com/profile/11297044819211634876noreply@blogger.com0