the opinion - autumn 2015

TENACITY & GRIT | AUTUMN 2015

“I don’t throw in the towel easily.

“

+CHANGEMAKER PROFILE: MOYA GREENE, CEO, ROYAL MAIL

IMPOSTER SYNDROMEIS IT HOLDING YOU BACK?

WAYS TO COMBAT A CRISIS6

BOOST YOUR CAREER SMART RISKS, NETWORKS, DIVERSITY

Search tips FOR EXECUTIVES IN TRANSITION

WXN

1 CANADA | WXNETWORK.COM11 CANADACANADA | | WXNETWORK.COMWXNETWORK.COM

JOIN A WXNWISDOM PEER MENTORING GROUPto enhance your leadership skills, share business strategiesand connect with other women leaders who areexperiencing the same challenges and striving forsimilar career objectives.

You will become part of a group of six to ten professional women who are all looking to boost their careers to the next level. Through the guidance of a facilitator, you will meet for over 15 hours, over several months, to learn from and be challenged by others. This group becomes your extended network through the program—an external resource that helps you build even more connections and further grow your career. You’ll leave Wisdom Peer Mentoring with strategic contacts, knowledgeable guidance and a level of confidence to help you take that next professional step.

Visit the WXN website to see our Fall 2015 and Spring 2016 lineup. New groups are starting soon near you!

Special group rates available for interested organizations. Support your female talent and sponsor them today!

JENN LOFGREN, CHRP, CPCC, PCCLeadership Coach & Consultant

Incito Consulting Inc

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AUTUMN 2015: THE OPINION 2

5 Self-Care 101

6 Innovative Companies are Good for Women

7 Opening Doors to Growing Careers

8 Boost Your Career: Embracing Smart Risks, Networks and Diversity

9 What It Takes: Characteristics of Entrepreneurial Women

12 Daily Mantras to Realign Your Attitude in a Difficult Workplace

13 Flying Beyond the Gender Gap

14 Why Being Great Won’t Get You What You Want

15 Strategic Search Tips for the Executive in Transition

16 Skin Care for Every Decade

17 Increasing Gender Diversity at the Leadership Level

19 Changing the Face of Corporate Canada

21 Community accessibility

23 Message de la fondatrice

24 Propulser votre carrière en favorisant des risques calculés, le réseautage et la diversité

25 Au-delà du plafond de verre

26 Accroître la mixité des sexes parmi les dirigeants des plus grandes sociétés canadiennes

29 Making Flexibility Work

30 Inspiring Entrepreneurship in Children

31 Tenacity in a World of Technology

32 Crisis Management Advice

35 Changemaker Profile: Moya Greene

37 From Financial Crisis Comes Opportunity

TENACITY & GRIT | AUTUMN 2015

CANADA: ENGLISH

3 Letter From our Founder CANADA: FRANÇAIS

IRELAND

UK

13 25

9

32

37

CONTENTS

3 CANADA | WXNETWORK.COM

This October, WXN welcomed London, UK into our global community with a spectacular cocktail event to launch our Speaker Series. Featuring a keynote from Royal Mail CEO Moya Greene, the evening combined networking opportunities for our new members and powerful professional development around the topic of championing change. It was a milestone for us, fi lled with celebration after months of planning and hard work. But it was also a reminder: we still have miles to go.

Moya Greene, one of Canada’s Most Powerful Women: Top 100 Award Winners, is the subject of our cover (see page 35) not just because of her keynote address at the London launch, but because she is an infl uential example of what’s achievable when we set what may seem like impossible goals. When we refuse to throw in the towel!

In 2011, Lord Davies released his landmark report, urging the FTSE 100 to raise the percentage of board seats held by women from 12.5 to 20 per cent by 2013 and 25 per cent by 2015. He favoured targets but warned that quotas would land back on the government’s agenda if signifi cant progress was not achieved. Progress reigned.

The annual review released in March, 2015 showed 23.5 per cent, just shy of the overall goal (which was reached this past July and then surpassed this October, up to 26.1 per cent). “The evidence is irrefutable: boards with a healthy female representation outperform their male-dominated rivals,” said Business Secretary Vince Cable, who commissioned the review in 2011. “I am confi dent we will reach our target this year, but our work is not complete.”

Recognizing this milestone in the UK showed the country and so many others, Canada and Ireland included, what change is possible and how to make it happen.

In Canada last year, the Province of Ontario took inspiration from the UK’s introduction of “Comply of Explain.” It included a requirement for companies to establish a written board and executive offi cer diversity policy—or explain publicly why they won’t. Seven of ten provinces and two of three territories followed suit, adopting their own mandates.

The OSC recently convened a roundtable discussion on their latest review, of which I was pleased to be a panelist (see page 17). The review showed 15 per cent of 722 TSX-listed issuers have added one or more women to their boards this year and 49 per cent have at least one woman on their boards.

It was a weak start and a questionable milestone. In order for the country to keep moving forward, three fundamental actions need to be taken by companies to grow the pipeline of executive women: a well-communicated, high-profi le commitment to diversity from the CEO and the executive team; women’s development programs that include mentoring, sponsorship, internal and external networking and skills building; and, HR policies around unconscious bias training (hiring, pay and promotion), career fl exibility, logistical fl exibility and competency-based performance reviews.

In Ireland, WXN Media Partner Irish Independent reported the country ranked second lowest in Europe for board gender diversity, noting even the threat of quotas could get more women on boards. However, the Institute of Directors (IoD) polled Irish female executives to fi nd only 23 per cent thought quotas were the solution.

And maybe they’re not the solution. Each country must fi nd its own unique approach for increasing gender diversity in the boardroom, given the strong correlation between board diversity and fi nancial performance. Regardless of the approach, there needs to be forward movement. For Ireland, no reason is more glaring than the 2008 global fi nancial crisis, the effects of which are still being felt.

But with crisis comes opportunity. Corporate culture, which drives an organization’s behaviour, is in the spotlight as a cause for the fi nancial meltdown (see page 37). With all this attention, now is the ideal time to bring gender diversity into the boardroom—and with it fresh ways of thinking—to make changes from the top down.

Whether you look at the UK, Canada or Ireland, the system is broken—or rather, it was never properly formed. Without gender diversity on our boards, driving our economies, we are standing without strength and power of two full legs.

Now, each country is in a different stage of redevelopment, milestones behind and before us. We need a collective, unrelenting pursuit of gender equity, full of tenacity and grit, before we can globally stand on the strong legs of humanity’s full potential.

PAMELA JEFFERYWXN FOUNDER

WHETHER BIRTHDAYS OR BUSINESS ACHIEVEMENTS, WE CELEBRATE MILESTONES NOT ONLY TO MARK THE END OF A CHAPTER, BUT TO GIVE US THE BOOST NEEDED TO KEEP GOING.

LETTER FROM OUR FOUNDER


THREE KEYNOTES.

FOUR DYNAMIC PANELISTS.

HUNDREDS OF SMART WOMEN AND MEN INSPIRED TO LEAD.

ONE AFTERNOON YOU DON’T WANT TO MISS.

DON’T JUST CELEBRATE CANADA’S MOST POWERFUL WOMEN. LEARN FROM THE ENTIRE COMMUNITY.

Join WXN for the 2015 Top 100 Leadership Summit, an outstanding opportunity for unique and meaningful professional development—not to mention the chance to be a part of a national report on the power of collaboration.

2015 TOP 100 AWARD WINNER

A top executive for one of the most innovative technology companies

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SIMON FISH General Counsel

BMO Financial Group

2015 TOP 100 AWARD WINNER A high-ranking public

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A rising star with revolutionary ideas about international

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Selfcare 101

At Clinic Intrinsic, we stress the importance of self-care. We fi rmly believe that “self-care is the new health care.” By this we mean that a strong self-care routine can truly prevent and heal illness and make for a healthier, happier you!

Sadly, however, many of us do not make our self-care a priority. We are rushed in both work and life with to-do lists that run off the page and stress levels that are off-the-charts. It seems like there is never enough time to take care of our work, family and friends—not to mention taking care of ourselves.

To help you make sure your self-care is up to par, here are our top three tips.

1. Sit down and make a list of what YOU NEED to be happy, healthy and authentically you. This is what Marie Forleo, who has been featured by Oprah, calls NNT: non-negotiable time! During this time, you get the opportunity to do simple activities to help you keep your self-care in check—daily, weekly, monthly and so on. For daily NNTs, we suggest planning for the morning, if possible. That way, you establish a routine to start each day that ensures self-care and sets you up nicely for the rest of the day. Our top NNTs include time for:

Exercise: We all know it—exercise helps keep your body toned, blood sugar levels in check, your mind clear and so much more.

Healthy, clean, nourishing food: You really are what you eat, so choose quality, clean, whole foods—to feel and look your best, avoid the processed, artifi cial stuff.

Meditation: Studies continually show the health benefi ts of meditation for stress reduction, chronic pain, mental clarity—the list goes on! This can include praying, singing or sitting quietly. Our recommendation to patients is mindfulness meditation. Don’t know where to start? Try Headspace.com for an app that walks you through meditation step-by-step, starting with 10 minutes for 10 days.

2. Learn to say “no.” We have all heard this before, but how many of us practice it on a regular basis? Being clear about what you can and cannot do—with yourself fi rst and foremost—can be life-changing. Saying “yes” to others at the expense of your own self-care is a huge cause of burn out, and no one benefi ts. When you start to say “no,” you reclaim a lot of your time and are able to focus on your health goals. Before saying yes to something you’ve been asked to do, fi rst make sure that you are

not saying no to yourself. Nothing should come before your own health and well-being.

3. Learn to be self-ish. A lot of women feel guilty and have a hard time putting themselves fi rst. When we talk to our patients about their self-care, we explain that putting their needs fi rst is paramount. We explain to them that being “self-ish” is actually a good thing—and healthy. We don’t want to be self-less or self-centered, but right in the middle, where you are recognizing and honouring the self while still honouring and giving to others, is the sweet spot. The difference is, when you’re self-ish, you give to others out of your abundance, not from a place of depletion. We love Audre Lorde’s quotation: “I have come to believe that caring for myself is not self-indulgent. Caring for myself is an act of self-preservation and love.”

So when it comes to managing stress, losing weight or whatever your health goals are, remember self-care is the best health care.

About Clinic Intrinsic: Clinic Intrinsic is a mobile naturopathic clinic offering concierge medicine to patients in the comfort of their home, offi ce, or through the convenience of a Skype/phone visit. Newly-minted in June 2014 by best friends and naturopathic doctors Maryska Taylor, ND and Rachel Corradetti, ND, their unique mobile service allows them to guide the health choices of Canadians. Follow them @clinicintrinsic.

BY MARYSKA TAYLOR, ND AND RACHEL CORRADETTI, ND

Drink your lemon waterTake your supplementsMove your body (exercise)Take a hot & cold showerEat healthy, whole foodsPractice mindfulness & meditationConnect with those you loveLive your passionGive gratitudeSleep well

@clinicintrinsic

www.clinicintrinsic.com

Daily Self-Care ChecklistNaturopathic Doctor-Approved


INNOVATIVE COMPANIES ARE GOOD FOR WOMEN...AND WOMEN ARE GOOD FOR INNOVATIVE COMPANIES, TOO!

Corporate Canada has been abuzz with talk of innovation, with virtually every business publication dedicating space to this important issue, often with a full feature on a prominent innovation “leader,” if not an

entire edition. At the same time, an article in The New York Times said there

are more men named “John” among leaders of S&P 1500 firms than all female CEOs in that same group. Knowing this, it can be daunting indeed to convince ourselves that we as women can be the leaders who will innovate and rise.

But, in companies that embrace a culture of innovation, women—and men—of any rank have the ability to transform their organization and demonstrate leadership skills. That’s because innovation is at its best when the entire organization is engaged, and employees from across all levels are charged with the task of coming up with new ways to drive business value.

At Accenture, we define innovative companies by the organization’s willingness to consistently identify, explore, develop and bring to scale new ideas that help drive new value. This requires building a culture of innovation and building a collaborative nature across all divisions, as well as with third party partners outside of the company.

Truly innovative companies, however, are few and far between—despite most leaders’ desires for innovation. In fact, a recent Accenture study showed that while 93 per cent of enterprise-level executives said they think innovation is critical to their business, only 34 per cent said they believe they have a well-defined innovation strategy in place.

The key to success is treating innovation as a business discipline enabled by strategic planning, well-defined processes and a structured governance model to encourage open ideation and collaboration.

The skillset required for leaders in the modern world of work includes sharing, cooperation and communication—these skills are more often associated with women, according to John Gerzema and Michael D’Antonio, authors of The Athena Doctrine: How Women (and the Men Who Think Like Them) Will Rule the Future. For the last half-century, women have increasingly challenged the same issues that typically stifle innovation: organizations that are unwilling to change their hierarchical structure and operational structures, amid complacency with the status quo.

In other words, women have the grit it takes to innovate, just as much as men do—if not more so. And there’s every reason to make innovation a top priority: it’s how you grow market share and differentiate your organization from competitors, while reducing the risk of losing market share to more innovative disruptors inside or outside your industry.

Together with my Accenture colleagues, I have outlined six guiding principles for companies seeking to gain market share through innovation in a new report, “A Guide to Self-Disruption: Driving Growth through Enterprise Innovation Strategies in the Digital Age.”

1. Focus on Customers: Establish an innovation agenda defined in terms of the value it brings to the end customer.

2. Pervasive Leadership Commitment: The leadership—usually represented by the CEO—elevates the innovation agenda to a strategic priority and pushes the commitment to exploring new ideas to drive new value throughout the organization.

3. Empowered Facilitation Team: An innovation leader or leadership team is set up to facilitate a collaborative approach to innovation across the organization, encouraging a holistic consideration of the customer experience.

4. Embrace of Openness – Inside and Out: In innovative organizations, employees (and sometimes even customers) are seen as a source of value-creating idea.

5. Parallel Processes and Metrics: A set of business processes, decision-making criteria and performance metrics—different from those used within the core business—is set up to explore and develop innovative ideas.

6. Ecosystem Building: Investing in collaborative and strategic partnerships with third parties to enhance value propositions.

These principles can take time to establish; but once the basic building blocks are in place, the possibilities for innovation and new value open up. If your company isn’t there yet, lead or encourage the change—put your hand up and ask questions to help drive the change you want to see.

Tamara Zimmerman is the Canada Innovation Lead at Accenture. For more information on the report, visit www.accenture.ca/EnterpriseInnovation.

BY TAMARA ZIMMERMAN


OPENING DOORS TO GROWING CAREERSHOW FINANCIAL COMPANIES CAN ENCOURAGE MORE WOMEN TO BECOME ADVISORS

I was recently having a conversation with my university-bound daughter, who’s already anxious about what career she’ll have upon graduation. This reminded me of the times we ask children “What do you want to be when you grow up?” and often get responses of well-known professions such as teacher, doctor, lawyer, etc.

Young people simply don’t know all of their career options. The conversation with my daughter led me to wonder yet again, where are all the women financial advisors?

I’ve been in the financial services industry since 1987 and am now the head of Raymond James Ltd.’s Network for Women Advisors in Canada. Women currently represent 15.6 per cent of our overall advisor base. When I took this role, I was naively pleased our firm was slightly above the national average.

However, if you compare this to university statistics, the number clearly isn’t where it could be. In 2010, there were nearly a million students in full-time, undergraduate and graduate degree programs in Canada: 56 per cent of these university students were women.1

The most popular programs for full-time undergraduate students in 2007 were business and management, followed by liberal arts and sciences, general studies and humanities, and then social sciences.2 All are potential fertile training ground for future advisors.

WHY SHOULD WOMEN CONSIDER BECOMING A FINANCIAL ADVISOR?• It’s a career that can offer independence and flexibility, giving

more opportunities to balance career and personal life.• Women tend to have higher emotional intelligence, which

means they can build trust and understanding with clients—key soft skills for a successful advisor.

• Women in general are getting more involved in their own finances and might prefer to talk to a female advisor.

WHAT CAN FINANCIAL COMPANIES DO TO ENCOURAGE MORE WOMEN TO JOIN THE INDUSTRY?1. Walk the walk Studies show that women only raise their hand for a stretch position when they think they meet 100 per cent of the criteria for the role. With men, that number is 60 per cent. Sometimes it

only takes the knowledge that your contributions are recognized by your leaders, and the promise of support, to give someone the confidence to put a hand up.

Raymond James’ goal is to have women represent 25 per cent of our advisor base by 2025. With women representing almost 60 per cent of university graduates and 46 per cent of MBA graduates, there should be a huge talent pool from which to draw! We need to show them they are wanted and suited for our industry.

2. Empower hand-raising from withinTraditionally, a large number of women enter our industry in support roles, then develop and build on their experience. If they are interested in moving into an advisor role, we need programs in place to encourage and support their transitions. A 2009 poll by the Financial Planning Association found that 88 per cent of financial advisors have worked in a different profession or role before becoming an advisor, so a new or “second” career in the financial service industry is possible.

3. Promote financial literacy in young people At Raymond James, we feel we have a responsibility to help our clients with their financial literacy—and that extends to their children and grandchildren. We can help educate youth to be wise about money but also introduce the great career opportunities in our industry to children in a way that intrigues them to investigate further. We need to get them excited to learn what it means to be a “protector of wealth.”

4. The value of mentorship Whether it’s a formal or informal relationship, mentorship is invaluable and shows what success can look like. Having a mentor, regardless of sex, can increase a new advisor’s understanding of the industry and promote best practices. Female mentors can help guide a young woman through the unique circumstances she will likely face in the business.

UNTAPPED POTENTIALIn Canada, on average, women outlive their husbands by approximately five years. This means many women will be 100 per cent in charge of the couple’s wealth at some point. Now consider that 70 per cent of women change their financial advisor within a year after their husband’s death. Firms have a responsibility to offer more options to these women investors; more female advisors is one of the answers.

The financial industry offers women great growth opportunities. We need to understand why there is a lack of female representation, educate the youth of today about the opportunities in the financial industry and cultivate support for women to become leaders in finance.

BY ADRIENNE GLIGORIC

1 Trends in Higher Education | Volume 1. Enrolment | 12 Trends in Higher Education | Volume 1. Enrolment | 9

Adrienne Gligoric is the Head of the Network for Women Advisors at Raymond James Ltd.


BOOST YOUR CAREEREMBRACE SMART RISKS, NETWORKS AND DIVERSITY

TAKING RISKSFor many people, a career begins by choosing a study path, often long before knowing where that choice will lead. After more than 25 years in the industry, I am still happy with the choice I made to study information technology. My training opened the doors to many interesting possibilities over the course of my career, leading me to take on more responsibility in managerial roles, such as the one I currently hold at VIA Rail Canada.

To get ahead, you have to have confi dence in your abilities, be self-assured enough to apply for and take on senior level positions, and dedicate the time needed to fulfi ll that position. The work itself, the motivation and the desire to succeed must also be a part of the equation. I don’t shy away from hard work and have had to “roll up my sleeves” many times. Over the years, I’ve taken risks. A couple times—once at the beginning and once mid-career—I decided to change my career path, even though work was going well and I was getting promoted, in order to diversify my skill set and gain new experience. These moves ultimately demonstrated my versatility, which eased accession to more senior positions. I also learned to take responsibility for my choices and their consequences.

For me, being successful has always been its own reward. I feel accomplished and motivated to push myself farther. However, professional success is measured differently by all, and doesn’t necessarily mean taking on leadership roles. For those who do want to climb the corporate ladder, there are no shortage of challenges—or opportunities. Success has many defi nitions—it’s up to you to fi nd yours.

BUILDING YOUR NETWORK FROM THE STARTMany people wonder where to start. In my opinion, right from the beginning of their careers, young professionals should fi nd one or several mentors who can advise them and are willing to answer important questions to help them get ahead.

The other priority is to establish a good professional network. Whether it be by becoming a member of an association or by joining a group within an organization, getting involved from the start is key. The advantages of building a professional circle are undeniable. As well as being able to discuss industry challenges and best practices, a good network puts people in a better position to seize career opportunities that are being offered by its members.

DIVERSITY IN ORGANIZATIONSMany ambitious women have had to face resistance in their fi elds, but my experience shows that the contrary can also be true. I’ve worked in organizations where I always felt that anything was possible. I’ve held several important positions where the majority of my work peers were men.

Today, more corporations try to make sure women have equal access to leadership roles. At VIA Rail, we lead by example: the Board of Directors, composed of fi ve

women and fi ve men, is a leader in gender parity among Canadian corporations in both the private and public sectors. This diversity becomes a strength within the various departments of the organization.

The statistics are undeniable: there is still a lot to be done before there are as many women as men holding leadership positions in organizations. I believe it’s easier to get there in this day and age, thanks to both the men and women who believe in equal opportunity and who have helped paved the way. Regardless of the position you may have in a company, you can make a difference.

Every person can take action to support inclusion and diversity in the workplace. Don’t be scared to take risks and go for it.

Sonia Corriveau is the Chief Business Transformation Offi cer at VIA Rail.

BY SONIA CORRIVEAU


Over the past 25 years, I’ve raised four wonderful children, been married for 39 years (to the same man!), and have managed to carve out an exciting and rewarding career. As Ringo Starr sang, “You know it don’t come easy”—that’s what my journey has been about. Life has been a balancing act; there are many days I feel like I’m on a tightrope, not sure which way I will land. Along the way, I’ve developed characteristics to persevere through the ups and downs and maintain balance in my life.

Through it all, I’ve learned being smart and working hard is important, but those are not the only characteristics of being a successful entrepreneur. What has driven me to wake up early each morning, clear my emails, work out, walk my two German Shepherds, then head into the office and give it my all is based on having two things: tenacity and true grit. You need to have persistence, determination, doggedness, a strength of purpose and passion for those long-term goals—whether you’re working for yourself or for a larger organization.

ENTREPRENEURIAL SPIRITBeing an entrepreneur or starting a new career or even new position requires the courage to step out of your comfort zone. If you have a strong passion and work ethic, along with a successful, well thought-out idea, there’s a greater chance of success. Along the way come the ups and downs of success and failure, which is part of the journey. Failure is never easy to accept, but each time you fall, you must analyze what you have learned. I can promise you will never make the same mistake twice.

DIRECTNESSIt’s always best to state what you need and be as direct as possible. Being open, conscientious and detailed helps prevent many mistakes and improves negotiations. I also set the precedent of what I expect early on in my business with my colleagues, clients and staff.

THE DIFFERENCE BETWEEN THE OWNER AND STAFFEntrepreneurs work tirelessly and put 100 per cent of themselves into their work—sometimes only drawing a low salary to offset expenses. But other staff do not necessarily have the same vested interest. They want regular hours and a steady salary. Often it’s difficult not to get disappointed when staff are reluctant to

stay after hours or work weekends at busy times. By fostering a sense of community among your employees, leaders can create an environment where every member of the team is on board for the company’s success.

RESILIENCEOver time, the thick skin you’ve had to develop going through the highs and lows of your career may begin to wear thin. To get up each day to do it again and again, you need an unwavering resilience. This means you have to keep reminding yourself of what your core purpose is and maintain your integrity when the unexpected happens. It helps to be a “glass half full” person. Optimism, creativity and confidence will help get you back on track when you hit a bump in the road. You have to believe you can affect the environment you work in, which will in turn affect the outcome. The ups and downs you will experience will lead to your future growth, without a doubt.

INSTINCT Learn to listen to and trust your instincts. This gives you the confidence to pursue the right goals in the most strategic way.

CHANGE LIKE A CHAMELEON A chameleon is able to change colours based on environment. My career has always examined the current surroundings and changed to match what fits at that specific time. I have tried to diversify my business interests in order to not have all my eggs in one basket. My cookbooks have been a way to get my philosophy across. From there, healthy catering was where I focused my interests, since this was an untapped area 10 years ago. As the health trend grew, I saw the opportunity for delivering healthy meals right to a customer’s door. Getting into the school lunch rooms has been my most recent endeavour. Using my speaking and media opportunities is another part of my career that also indirectly supports my other businesses.

GET ONE THING RIGHTFinally, I live by a philosophy of getting one thing right. Perfection is impossible, but if one thing goes right, there’s a domino effect—you will continually build on each successful endeavour.

Rose Reisman is the President of The Art of Living Well and a 2010 Top 100Award Winner.

WHAT IT TAKES: CHARACTERISTICS OF ENTREPRENEURIAL WOMEN BY ROSE REISMAN


Makes 4 servings.

8 oz boneless skinless chicken breast

Pesto1 large red bell pepper, roasted, cut into quarters1 garlic clove⅓ cup toasted pine nuts⅓ cup chopped sun-dried tomatoes½ cup fresh basil¼ cup fresh mint⅓ cup grated Parmesan cheese (1¼ oz)¼ cup olive oil¼ cup low-sodium chicken stockpinch of salt and pepper

Pasta8 oz farfalle pasta½ cup chopped basil½ cup sliced red bell peppers

1. Grill or sauté the chicken breast just until cooked or temperature reaches 165°F (74°C), about 4 minutes per side. Let cool, then slice thinly.2. To make the pesto: Place the peppers, garlic, half the pine nuts, sun-dried tomatoes, basil, mint, half the Parmesan, oil, stock and salt and pepper in a food processor and purée until smooth. (If too thick, add more stock.)3. Meanwhile cook the pasta just until al dente.

4. Add the chicken and pesto to the pasta and garnish with the remaining pine nuts and Parmesan cheese, basil and bell pepper.

Preparation time: 15 minutes Cooking time: 28 minutes

Nutritional Information per ServingCalories 409Carbohydrates 47 gFibre 5.8 gProtein 22.5 gTotal fat 16.5 gSaturated fat 3.2 gCholesterol 37 mgSodium 414 mg

FARFALLE WITH SUN-DRIED ROASTED RED BELL PEPPER PESTO, CHICKEN, PINE NUTS AND PARMESAN

Source: The Best of Rose Reisman (Whitecap Books) by Rose Reisman / Photo: Mike McColl, from The Best of Rose Reisman (Whitecap Books)


[email protected]+1 416-361-1475 x221WXNETWORK.COM

JOIN US AND BE RECOGNIZED AS AN EMPLOYER OF CHOICE AND A LEADER IN THE ADVANCEMENT OF WOMEN.

AT WXN, WE INSPIRE SMART WOMEN TO LEAD. We promise our members will learn from thought leaders, connect with smart women and celebrate accomplishments.

Founded in 1997, WXN is Canada’s leading organization dedicated to the advancement and recognition of women in management, executive, professional and board roles. WXN has a global community of 19,500 smart women and 100+ organizations, working to promote gender diversity at all levels of leadership. We are thrilled to announce we have launched in the UK, our next step in building a global community.

TheWXN

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National Post Full Page Adv Oct 2015_v2.pdf 1 2015-10-28 10:42 AM


5 DAILY MANTRAS TO REALIGN YOUR ATTITUDE IN A DIFFICULT WORKPLACE

Work life can be hard sometimes. Between high-pressure environments, difficult colleagues and the voice inside your head telling you it’s all too

overwhelming, there is always one solution: change your mind. As in life, everything is malleable. Transform your professional reality by repeating these life-altering sentences to yourself every single day.

When your work environment feels stressful, remember your purpose. You are here because you make the company a better place. The way you conduct your role helps put out a better product and service. Not to mention, your positive attitude makes the company culture more enjoyable. This will continue to be true as long as you exude the same optimistic, productive energy every day. Your environment is as sensitive to you as you are to it. Use this mantra to propel you forward in the face of adversity.

When the people who work with you are being reactive, negative or aren’t performing to your standard, remember that in reality you are only in control of one person: yourself. It’s unfair for you to put the same expectations you have for yourself on everyone else, because everyone approaches work in their own way. Rather than focusing on how others can become better, focus on how you can become the best version of you ever. You’d be surprised to see how this will transform your daily outlook and interactions with people.

Unless you are working for free, your job is providing you with autonomy, and unless you are actively ignoring your surroundings, you will see there is always something to be learned from every situation. Foster growth by creating empathy—you will quickly find more understanding about yourself, different personalities and the inner workings of your company as it applies to the larger world.

How do others benefit from your intelligence, kindness and special skills? Who depends on you? Who benefits from the work you do? Look back on a time when you did something well in your job. Your contributions create a positive impact on a daily basis. In ways both big and small, and make the world a better place. Don’t forget that!

Let friendliness and curiosity support you. It’s easy to become unconscious and detached from your daily surroundings, resulting in neglect of your responsibilities and a loss of motivation. Instead, aim to have a fresh perspective. Counter your normal reactions with the exact opposite of what you are thinking. It’s entirely possible that indeed, things are not as they seem.

Victoria Spadaccini is a Communication and Content Executiveat Michael Page, a worldwide leader in specialist recruitment. @michaelpageca

BY VICTORIA SPADACCINI


FLYING BEYOND THE GENDER GAP

There was justifiable fanfare recently when Judy Cameron, a Boeing 777 captain and Air Canada’s first female pilot, retired after 37 years of flying. But the occasion was significant in another way too, marking

as it did almost 40 years since a woman at our airline entered a still male-dominated profession. Captain Cameron’s pioneering career and those of many other women at Air Canada give us pride in being a progressive employer that offers equal opportunities, regardless of gender. Nearly half of our 27,000 employees are women. They occupy positions throughout the company— working alongside their male colleagues not only in flight decks

and on board our aircraft, but also in airports and machine shops, legal and accounting departments and right up to the offices of senior management. Indeed, in the executive suite, women hold the most senior roles in Revenue Management, Information Technology, Cargo, Corporate Communications, Human Resources, Customer Service and Corporate Secretariat.

Yet despite this encouraging progress, we intend to do more. Our Board of Directors has committed to achieve 25 percent female board representation by 2017 under the Catalyst Accord, a global initiative to expand opportunities for women in business worldwide. As well, we have established our own Women in Aviation forum, a well-attended female leadership development series featuring successful women who share their career and personal experiences in breaking through glass ceilings.

We also work to draw more women into our industry through outreach, job fairs and targeted job postings. For example, the Women of Air Canada Maintenance recently hosted a day for young women aged 10 to 17 that brought them to an Air Canada hangar to learn about aviation. The event, which attracted about 35 girls, showed participants that there are many opportunities in non-traditional professions.

Of course, Air Canada has a self-interest. In our hyper-competitive, globalized world, success requires drawing upon all available intelligence, talent and skill—so why would we deprive ourselves of the wonderful diversity that is available out there?

From piloting our aircraft to working in machine shops or occupying senior management roles, the women of Air Canada play an increasingly vital role in the airline’s success.

Reprinted by permission of Spafax Canada Inc., publisher of Air Canada enRoute.

Calin Rovinescu is the President and CEO of Air Canada.

BY CALIN ROVINESCU


If you are interested in exceptional, this one is for you. Sometimes I say things and then regret them. Sometimes I reconsider my regret. I was passionately discussing innovation and radical problem solving with a table of Canadian CEO titans

this week and the following conversation ensued:

Me: If you want an exceptional solution, you must at some point decide you are willing to embrace something previously viewed as an exception to the decision-making process. You must at some point decide you’re willing to embrace something yet to be done, proven or accepted as the norm. Exceptional requires not following the usual rules.

CEO: We turn out consistently exceptional results. Why would we risk that for something radical which could harm the business? Me: Not embracing exceptional in its innovative form is what will harm the business. Doing nothing is choosing to do something, whether you see it today or not.

Perhaps I could have chosen less pointed phrasing or dropped

the topic all together, but in my experience, both as an employee, founder and now consultant, I have found having the tenacity and grit to bring oneself or ones ideas from the fringe to the implementable centre is a skill that mints careers and organizations.

If you want to move up, be known or leave a legacy (depending on where you are in your career trajectory), you must understand and implement the following four things:

1. Most great innovations, ideas and intentions start out at the edges, the fringe. Whether you want to embark on a new direction in your career or you have an idea that can help the organization, the idea will behave like a seed planted just outside of the garden gates. It will appear, some will wonder if it is a weed and will pull it to maintain order. Some will watch it grow and decide if it adds value. Some will decide that even though it adds value, plants do not belong on this side of the gate. Others will see the plant for what it is, valuable, and will use the tools they have to transplant it into the garden so that others can begin to see the plant for what it is, not all of the things that it is not.

2. Always remember exceptional things start as exceptions to the rule.It requires tenacity and grit when responding to reluctance or push-back when something, or someone, shows potential to bend or break the known rules. You must be able to firmly grip the reason(s) why this new idea or behaviour will set the project or person apart. You must identify and communicate these things clearly and with perseverance.

Remember, you can often only pull exceptional things from the fringe in toward the centre so far before you encounter those who need to “see it to believe it.” Don’t let them deter you—continue.

3. There is a difference between characteristics of determination, tenacity and grit versus ego and stubbornness.Be wary of the line. As your exceptional idea grows, be objective: as much as you want it to bloom into a flower, it may be a weed after all. Not all things that are exceptions to the rule will bloom into exceptional solutions.

4. If you have created something exceptional and have some proof, people will get out their tools to help you bring it into the garden. We all love to embrace the proven exception.But what in the case of a weed, a mistake? Great leaders take time to reflect on the weed after it lacks a bloom. Was this effort to reach for exceptional a failure?

I offer you this: often times it’s the weed, the unassigned solution, which ultimately becomes the most exceptional of all. What if penicillin were tossed to the side without a second look?

If you want to be exceptional, you must embrace the exception, weave it with resolve into a solution and be prepared to have some uphill battles along the way. This will of course take tenacity and grit but not doing so could mean the failure of in-action.

Look to the fringes and embrace the exceptions—that’s how we truly move forward.

Kelsey Ramsden is the President of Belvedere Place Development and Sparkplay, a 2012 & 2013 Canada’s Top Female Entrepreneur by Profit/Chatelaine W100 and a 2013 Top 100 Award Winner.She is a consultant and coach for global organizations and entrepreneurs alike. kelseyramsden.com

WHY BEING GREAT WON’T GET YOU WHAT YOU WANT …OF COURSE, THAT IS, IF YOU WANT TO BE EXCEPTIONAL BY KELSEY RAMSDEN


STRATEGIC SEARCH TIPS FOR THE

A career transition, especially one that is unexpected, can be daunting. Uncertainty around knowing what the next step looks like can be an emotional journey that forces individuals to reconsider their respective paths. A job search is in and of itself a full-time job requiring planning and persistence. However, using such a transition to take stock of your career can be a valuable growth opportunity.

Part of our work at Boyden sees us regularly connect with executives in transition. We listen to experiences with the aim of sharing some ideas and feedback.

A recent LinkedIn article by CEO in transition Lori Abittan titled “Executives in Transition - a humbling experience,” describes one such experience. Lori is a member of the Phoenix Executive Network, a group of executives in transition that meets weekly. As colleagues, the group collaborates on projects, discusses networking strategies and shares their wisdom. Recently, we were invited to share our perspective with the group and were encouraged to publish some key strategic career transition tips, with the hope this may serve others.

ENSURE STRATEGIC OUTREACH Key resources for an executive in transition are executive search fi rms. Though there may be some anxiety around approaching fi rms unsolicited, keep in mind that recruiters stand to benefi t equally from connecting. While executive recruiters are client-driven—meaning they are retained on behalf of clients as opposed to job-seekers—building relationships with executives is very much a priority, particularly with individuals who may impart valuable market intelligence or become candidates on their assignments. The majority of executive recruiters see value in these relationships and will want to connect—perhaps even becoming your search partner. Executives often ask about how frequently they should check-in. After the initial exchange, checking in quarterly and sharing market feedback, candidatesuggestions and discussing active/forthcoming assignments is most welcome.

It’s important for executives to connect with the right executive recruiter. Get recommendations from peers and HR contacts, and explore bios of potential search partners within your market to identify those aligned to your experience. The majority are specialized by industry and/or function, so it’s important to connect with ones who have relevant practices. Take time to focus on the three to fi ve fi rms/consultants who work in your world and can serve you well.

MANAGING THE PROCESSRemember to be selective when formally applying for roles. Taking time to fi gure out your short- and long-term goals, and what’s important to you in your next role, will focus your efforts. Be prepared to talk about your transition (i.e. the circumstances around your recent departure). Be honest and forthright, without disparaging your former company. Remember to also stay open and fl exible—there may be opportunities you wouldn’t have normally considered that allow you to leverage your skillset and

years of experience.

CONSIDER YOUR OPTIONS One useful service often provided by employers during a time of transition is an outplacement service. These services include facilitating networking sessions, CV assistance, coaching and psychometric evaluation (measuring strengths and weaknesses). Another option is exploring interim roles. There are fi rms with strong interim practices that help executives in transition “get off the bench”—these can also yield permanent positions.

Staying engaged is highly recommended during your transition. Consider attending networking events, joining new membership organizations and exploring board/committee roles related to your expertise.

As Lori describes, the process can be a humbling one. Be open, diligent and proactive and you will land in the right place.

About Boyden:Boyden, a global leader in executive search, has proudly served organizations and institutions for over 70 years. We are committed to excellence in leadership and value diversity as an essential force towards achieving this commitment. www.boyden.ca @BoydenCanada #BoydenView

Article contributors: Joanna Goncalves, Director Client Services & Marketing; Gordon McCullough, Principal; Ian Collyer, Partner

BY BOYDEN TORONTO EXECUTIVE SEARCH TEAMEXECUTIVE IN TRANSITION


Just as fashion and habits change as we age, so should our skin care regimen. Age-specific treatments and routines can airbrush evidence of poor practices, smooth your skin’s texture and reveal a reflection that’s the best and most

refreshed version of you.

AT ANY AGE Because 90 per cent of visible aging is sun damage, sunscreen is your best defense. As a bonus, it also helps prevent skin cancers. After sunscreen, I recommend adequate sleep and avoiding cigarettes. It’s amazing how eight hours of beauty rest and healthy living can give you a natural radiance. Recommendations: My favourite sunscreens for the face are those created by the companies Elta MD, Skinceuticals and LaRoche Posay Anthelios. These are all high-quality products because they contain specific UV filters that give excellent protection from harmful rays. IN YOUR 30sThis is your skin’s sweet spot. Everything is in balance. However, you may start to notice you can’t get away with late nights and poor eating habits as much as you did in your twenties. The skin can start to thin and lose collagen in this decade. Recommendations: In terms of topical treatments, I recommend retinol, a chemical compound that’s produced naturally in the body, a form of vitamin A. Using it on your face boosts the health of the epidermal layer by increasing the levels of collagen and increasing cell turnover. This leaves your skin smoother, with less visible wrinkling and decreased pigmentation.

In-clinic treatments include options like salicylic acid peels, ideal for women who are suffering from acne but are starting to see the subtle signs of aging. Peels in general work by removing surface layers of the skin, encouraging more skin turnover and revealing more even-toned skin.

IN YOUR 40sYou might start to see fine lines become more entrenched and sun damage appear more obvious. There could also be hint of volume loss, which can make the mouth area appear sad. In some women, rosacea also may develop or become noticeable at this time.

To decrease the inflammation and breakouts associated with rosacea, consider topical treatment gels like brimonidine and metrogel, as well as the newest topical medication Ivermectin. You can also choose a once-a-month laser option (we call it the anti-rosacea boot camp at Medcan) to reduce redness.

Recommendations: Antioxidants work together with your sunscreen to reverse sun damage and help with collagen production. The most important antioxidant is topical vitamin C (or L-ascorbic acid). Your topical vitamin C product should ideally be pharmaceutical-grade vitamin C product should ideally be

pharmaceutical-grade (purchased through a dermatologist or a plastic surgeon) and should be in serum format. IN YOUR 50s AND BEYONDThe fifties and sixties can be challenging, especially for women going through menopause. Varying hormonal levels can have an impact on our skin including loss of elasticity, adult acne and dryness. The face and its underlying structures can lose volume; you start to get thinner in the middle of your face and wider along your jaw line.

Recommendations: Moisturization is key for keeping skin looking its best. Dry skin can accentuate fine lines. Try adding an oil or serum to your routine. One of my go-to’s is Skinceuticals B5 Hydrating gel. I use it before my daily moisturizer and never fly without it.

WHEN IN DOUBT, CHECK IT OUTBeyond the cosmetic aspects of skin care, abnormal dark spots could indicate a health concern. If any spots appear suddenly, grow quickly, are asymmetrical or have different colours, book an appointment with a physician right away.

Dr. Julia Carroll is the Director of Dermatology at Medcan, a lecturer at the University of Toronto, and the consulting dermatologist for L’Oreal Paris Canada.

About MedcanMedcan has over 65 physicians and specialists on site, alongside a broad roster of complementary health-care disciplines. Medcan provides an innovative range of diagnostic assessments, health improvement programs and year-round care for individuals, families and organizations.

SKIN CARE FOR EVERY DECADEA DERMATOLOGIST’S TIPS ON SKIN CARE AT ANY AGE BY DR. JULIA CARROLL


Increasing the number of women on corporate boards and in senior executive leadership is a top of mind issue globally. Here in Canada, a new “Comply or Explain” disclosure requirement

was adopted on December 31, 2014. In September, the Canadian Securities Administrators Staff Review of Women on Boards and in Executive Positions reported on how Canada’s largest public companies responded. The results are lacklustre.

Among the key findings:

• 49 per cent of the 722 issuers required to comply or explain have at least one woman on their board

• 60 per cent have at least one woman in an executive officer position

• 15 per cent have added one or more women to their board this year

• Only 14 per cent have adopted a written policy for identifying and nominating women directors, whereas 65 percent decided not to adopt a written policy; when asked why, 84 per cent cited merit

The Ontario Securities Commission (OSC) convened a Roundtable on September 29, 2015 to assess what it all means and to pave a way forward. As Founder of the Women’s Executive Network and the Canadian Board Diversity Council (CBDC), I was invited to participate, along with Victor Dodig, CEO of CIBC and Chair of the 30% Club Canada; Fiona Macfarlane, Chief Inclusiveness Officer at EY and WXN Top 100 Award Winner; and Kathleen Taylor, Chair of the Board of Royal Bank of Canada (RBC) and WXN Top 100 Award Winner, among others. As CIBC, EY and RBC are all Founding Members of CBDC, this event proved to be a meaningful opportunity for both the WXN and CBDC community to join forces.

The discussion was rich and realistic, calling for stronger measures to up the urgency for corporations to get serious about diversity. While change is slower than expected, a shift is happening. Canada can learn from the lessons of the UK, which now requires listed companies to establish a board diversity policy and has mandated its 350 largest public companies to disclose the proportion of women on boards, in senior executive positions and across the company. Today, all FTSE100 companies have female representation on their boards.

The CBDC has three recommendations based on these best practices that we believe will accelerate the pace of change in Canada:

1. The OSC provide further guidance around detailed disclosure of the number and percentage of women in executive officer and board roles. It’s disappointing that only 15 per cent of issuers provided this information.

2. The OSC require issuers to establish a written board and executive officer diversity policy.

3. The OSC require issuers to report on aspirational targets for women at the board level and in executive officer roles.

Beginning in 2010, the CBDC set aspirational targets: 20 per cent female representation on boards by 2014, increasing to 30 per cent by 2018. These targets were at the heart of our made-in-Canada approach to increasing gender diversity on boards. To be clear, these were aspirational targets, not quotas. But this is about more than numbers. “A target without a plan is doomed to fail,” says CIBC’s Victor Dodig.

The plan has to include third-party recruiting beyond traditional networks. I can tell you unequivocally that the 88 per cent of Canadian issuers who don’t consider women for executive officer appointments because they believe there are no women with the necessary skills aren’t looking beyond their own networks. In my 31 years as a woman in management, executive and public sector board roles, companies that are successful in recruiting and non-profit promoting women into executive officer roles share a few key characteristics:

• A well-communicated, high-profile commitment from the CEO and the executive team that diversity is integral to overall strategy and their compensation in part reflects this.

• Women’s development programs to increase the number of potential women leaders through mentoring, sponsorship, internal and external networking and skills building.

• HR policies that support the advancement of women. This includes unconscious bias training, career flexibility, logistical flexibility, competency-based performance reviews and addressing bias in hiring, pay and promotion. What’s more, in order to support women, we need workplaces that support men as well.

At CBDC, we track and report the opinion of directors with respect to board diversity in our Annual Report Card; this year, our 2015 report will be released November 19. We look forward to seeing what has changed over the last twelve months.

Pamela Jeffery is the Founder of the Canadian Board Diversity Council (CBDC) and the Women’s Executive Network (WXN).

INCREASING GENDER DIVERSITY AT THE LEADERSHIP LEVEL IN CANADA’S LARGEST COMPANIES BY PAMELA JEFFERY

IN ASSOCIATION WITH:

THURSDAY, NOVEMBER 19TH5:30 PM – 7:00 PMKPMG333 Bay Street, 46th floor Toronto, ON

Annual Report Card Reception

1www.boarddivers i ty.ca

2015ANNUAL REPORT CARD

In association with:

The Canadian Board Diversity Council cordially invites you to attend the launch of our 6th

Annual Report Card.

CLICK TO RSVP BY NOVEMBER 12TH, 2015If any questions, email [email protected]


CHANGING THE FACE OF CORPORATE CANADA

Launched in 2012, Diversity 50 was developed by the Canadian Board Diversity Council (CBDC) to address the “visibility barrier” of board-ready diverse candidates. In the first four years, Diversity 50 has seen 22 board

appointments to FP500 or Fortune 500 organizations, demonstrating its effectiveness in overcoming existing barriers to greater board diversity in Corporate Canada. It acts as a resource for directors and search firms when seeking board candidates beyond their own networks. The 2015 cohort adds 50 board-ready candidates to the existing Diversity 50 database.

Among them is Melanie Debassige. Melanie recently took on a new leadership role as Chief of Staff with the BC Assembly of First Nations. Among her other achievements, she was appointed by the Lieutenant Governor to the Ontario Clean Water Agency Board of Directors in October 2013, where she leads the provincial First Nations Task Force.

I had the opportunity to speak with Melanie about her selection as a Diversity 50 Candidate and her career plans. “Board diversity is important to me because it’s an integral part of Canada’s economic frontier,” she says. “Individuals that bring various elements of diversity to the boardroom should complement many decisions that affect the economy. Board diversity means recognizing that First Nations have a place in

Canada’s corporate boardrooms that will enhance decision-making. CBDC, through the Diversity 50 initiative, is breaking down these barriers.”

Melanie points to the new “Comply or Explain” disclosure requirements as opportunities for “to open the doors to Diversity 50 candidates. This selection means that I will have a chance to exercise my corporate board skills and utilize my business and governance education.”

Her successes to date—despite challenges she has faced along the way—underscore Melanie’s tenacity: “A fellow Councillor told me I would never make it, that the dream of being a corporate director would never happen,” she says. “That comment made me work even harder. I now have a seat on a Crown Corporation: the Ontario Clean Water Agency.”

But Melanie still has goals to achieve. “The tenacity, determination and belief that I have in myself is reflected in my corporate success. I know the next step is a Federal Crown Board or a publicly-traded company,” she says. “My advice to others is to live your dream. If you believe it and work hard, you will be a success.”

Melanie’s story is not uncommon. According to a TD Bank Group paper released in July, 2015, Aboriginal women are “leading the way in labour markets” across Canada:

“Aboriginal women have seen the ‘largest bounce back’ in employment since the 2008–2009 recession, compared with Aboriginal men and the non-Aboriginal population.” Employment trends for Aboriginal women are high in “service sector jobs, such as finance and professional services—typically well-paying, stable jobs.”

Like many of the other Diversity 50 Candidates, Melanie has experienced challenges throughout her career. Her path to success wasn’t simple or straightforward. Yet her perseverance will inspire the next generation of Aboriginal women and business leaders.

Paul-Emile McNab is the Manager of Research at the Canadian Board Diversity Council (CBDC).

BY PAUL-EMILE MCNABA CONVERSATION WITH DIVERSITY 50 CANDIDATE MELANIE DEBASSIGE


SARA L. AUSTIN

CATHERINE BARKER-HOYES

SONIA BAXENDALE

MEL BENSON WILLA BLACK CHARLOTTE BURKE

JOSE A. CASTILLO

TERESA CONWAY

MICHELLE CORMIER

MARY ANNE DAVIDSON

MELANIE DEBASSIGE

MANINDER DHALIWAL

DIANE DOU SUSAN DUJMOVIC

NORMAN FRASER

BRUNA GAMBINO

PATRICIA A. GRAHAM

KARNA GUPTA SHAHIR GUINDI

KELLY JUHASZ DALE LAWR DORIAN LO JACOLINE LOEWEN

NICOLAS MARCOTTE

ELIZABETH A. MARTIN

JENNIFER MCGILL

ESTELLE METAYER

FARAH MOHAMED

JOSÉE MORIN

NANCY ORR MARIA PATSIOS

SHARON PEL SHARON RANSON

TRACY REDIES PAULA BARBARY SHANNON

NATASHA SHARPE

DAVID SHARPE VICKY SHARPE LISA SKAKUN

MARGARET SODEN

KIRSTEN SUTTON

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ERIKA TSE ODETTE UY ELISE VÉZINA MARY-ALICE VUICIC

JODY WILSON-RAYBOULD

MARYAM ZARGAR

SYLVIA CHROMINSKA

THE CANADIAN BOARD DIVERSITY COUNCIL IS PROUD TO ANNOUNCE THE 2015

The Canadian Board Diversity Council (CBDC) is the leading Canadian organization advancing diversity on Canada’s boards, expanding the traditional board definition of industry experience, management experience, functional area of expertise, education, geography and age to also include such considerations as ethnicity, Aboriginal status, and gender.

Diversity 50 was created in 2012 by the CBDC to address the lack of diversity on Canada’s corporate boards. This year, under the leadership of the 11 Diversity 50 CEOs and Chairs, the CBDC has added another 50 candidates to the list, further establishing this database as the definitive resource for Corporate Canada.

MEDIA PARTNER: PR PARTNER:PLATINUM PARTNERS:

FOR MORE INFORMATION ON THIS YEAR’S DIVERSITY 50, PLEASE VISIT BOARDDIVERSITY.CA.


COMMUNITY ACCESSIBILITYHOW WE CAN MOVE TOWARD “HEALTHY” INNOVATION

Advances in health care and medicine have increased our life expectancy. In 2011, Canadians over the age of 65 comprised approximately 14.4 per cent of the population. As the proportion of seniors rise, persons over the age of 65 will represent between 23 and 25 per cent of the Canadian population by 2036 and approximately one-third of the population by 2061—with similar trends seen internationally.

As perhaps a consequence of living longer, there’s also a signifi cant rise in the incidence of those living with chronic conditions, such as diabetes, hypertension, heart disease and arthritis, all affecting independent mobility. When these conditions are combined with declines in vision, muscle strength and balance that typically accompany healthy aging, there’s a notable increase to injury risk and issues of independence within our communities.

Similar to the changing age demographics, the proportion of persons (of any age) living with a disability is growing. As defi ned by the World Health Organization, “disability” is an umbrella term describing the complex interaction of health conditions and capabilities of the individual and the context of the environment, including physical, mental, sensory, psychiatric and learning disabilities.

Approximately 15 per cent of the world’s population live with a disability. According to Statistics Canada, one in seven Canadians live with a disability. But what does it mean to live and work with a disability or simply age in our society when we consider community accessibility?

Although demographics are changing, community and building design has not necessarily followed suit on a large scale. This disparity creates defi nite challenges but also opportunities for us to demonstrate innovation toward healthy living.

Barriers to accessibility are presented on a daily basis. These may include information and communication barriers, technological barriers, systemic barriers—which occur through policies and procedures—and architectural or structural barriers.

When considering only the latter, inaccessible environments signifi cantly impact daily function, quality of life and injury risk

for vulnerable individuals. Traditionally, our infrastructure was designed and maintained with an able-bodied person in mind, resulting in unintentional discrimination against older adults or persons with a disability. For example, one or two steps at a building entrance or even a slight “step-up” (or raised threshold) restrict a wheelchair user or older adult with an assistive device from entering the building without an alternative ramp option. A person with low-vision may have diffi culty detecting these hazards, placing them at greater risk of falls. The lack of power-door operators at building entrances often limits persons with mobility impairment from using the facility or business. All these barriers have solutions.

For those who currently work or own a business in Ontario, you may be aware of the Accessibility for Ontarians with Disabilities Act (AODA), with a target date of implemented a fully accessible province by January 2025. This is no small task.

When it comes to structural changes to buildings, the costs may seem prohibitive (in the case of AODA, only new or substantially renovated structures must comply in an effort to curb these costs).

For other provinces or countries, similar accessibility requirements may not exist. However, providing barrier-free workplaces and businesses makes good sense for companies. It has been estimated that people with disabilities have an approximate spending power of ~$25 billion annually in Canada.

Accessible businesses can attract a wider range of customers, and improve consumer satisfaction rates. Implementing structural changes to create accessible environments may mean taking an innovative approach within your business, but can certainly set you apart from competitors. Physical access plays a very important role in creating and supporting an inclusive society—it supports diverse participation in workplaces, educational programs, health care, community, transportation, and social and recreational activities. Everyone benefi ts.

For more information about making your organization or business accessible, The Center for Inclusive Design and Environmental Access (iDEA Center, University of Buffalo) provides signifi cant education resources. Visit the iDEA Center website at http://idea.ap.buffalo.edu.

For information regarding AODA specifi c requirements, visit the Government of Ontario website at www.AccessON.ca.

Dr. Alison C. Novak is a Scientist on the Home, Community, and Environment R&D Team at the Toronto Rehab Institute-UHN, researching fall prevention and aging-in-place strategies.

BY ALISON NOVAK

WXNWISDOM AND TOP 1OO PARTNERS

THANK YOU TO OUR WXNWISDOM FACILITATORS

THANK YOU TO OUR CORPORATE MEMBERS

THANK YOU TO OUR BREAKFAST SERIES, COCKTAIL SERIES,


Cet automne, WXN a accueilli Londres au sein de sa communauté mondiale lors d’un grand cocktail coïncidant avec le lancement de notre série de conférences. La soirée, à laquelle Moya Greene, chef de la direction de la Poste royale britannique, avait été invitée à prononcer une allocution, a été une formidable occasion de perfectionnement professionnel sous le thème de la promotion du changement et une opportunité de réseautage pour nos nouveaux membres. Ce fut un cap important pour nous, et un moment festif concluant des mois de préparation et d’efforts, qui nous a néanmoins rappelé qu’il reste encore beaucoup de chemin à parcourir.

Nous consacrons un article (voir page 35) à Moya Greene, une des lauréates des prix Top 100 : Les Canadiennes les plus infl uentes, non seulement parce qu’elle a prononcé une allocution au lancement de Londres, mais également parce qu’elle est une preuve éloquente de ce qu’on peut accomplir en se fi xant des buts qui pourraient sembler hors de portée et en refusant de jeter l’éponge!

Dans son rapport de 2011 qui est resté dans les annales, Lord Davies exhortait les sociétés FTSE 350 à augmenter la proportion de femmes dans les conseils d’administration de 12,5 à 20 pour cent d’ici 2013 et à 25 pour cent d’ici 2015. Il était favorable à l’idée de cibles, tout en précisant qu’à défaut de progrès notoires, le gouvernement devrait reconsidérer les quotas. Et il y a effectivement eu des progrès.

Le rapport annuel, publié en mars 2015, fait état d’une proportion de 23,5 pour cent, ce qui est légèrement en deçà de l’objectif global, objectif qui a d’ailleurs été atteint en juillet dernier. « Force est de constater que les conseils avec une saine représentation de femmes performent mieux que ceux dominés par des hommes », a indiqué Vince Cable, secrétaire d’État aux Affaires, qui a commandé l’étude en 2011. « Je suis convaincu que nous atteindrons notre cible cette année, mais nous avons encore du pain sur la planche. »

L’atteinte de ce jalon a montré au Royaume-Uni et à bien d’autres pays, dont le Canada et l’Irlande, que le changement est possible et ce qu’il faut faire pour qu’il devienne réalité.

L’an dernier au Canada, la province de l’Ontario s’est inspirée de l’approche consistant à « se conformer ou se justifi er » adoptée par le Royaume-Uni. Cette approche oblige les entreprises à adopter une politique écrite sur la diversité au sein du conseil et de la haute direction ou à expliquer publiquement pourquoi elles s’en abstiendront. Depuis, sept des dix provinces et deux des trois territoires ont suivi cet exemple et adopté leurs propres mandats.

La CVMO a organisé récemment une table ronde sur son dernier rapport à laquelle j’ai eu le plaisir d’être invitée comme panéliste (voir page 26). Selon l’étude, 15 pour cent des 722 émetteurs inscrits au TSX ont ajouté une ou plusieurs femmes à leur conseil cette année et 49 pour cent en comptaient au

moins une parmi leurs administrateurs.Il s’agit d’un début timide et d’un jalon discutable. Il

faut, pour que le pays continue d’aller de l’avant, que les entreprises adoptent trois mesures essentielles pour grossir le vivier de dirigeantes : un engagement en faveur de la diversité bien communiquée et hautement visible de la part du chef de la direction et des dirigeants; des programmes de perfectionnement pour les femmes incluant du mentorat, des commandites, un réseautage interne et externe, et l’acquisition de compétences; et des politiques de ressources humaines soutenant la formation sur les préjugés inconscients (embauche, paie et promotion), la fl exibilité professionnelle et logistique, et les évaluations de la performance basées sur les compétences.

En Irlande, l’Irish Independent, qui est un partenaire médias de WXN, a déclaré que le pays était à l’avant-dernier rang en Europe pour ce qui est de la diversité des sexes et note que rien, pas même la menace de quotas, ne contribuerait à ouvrir davantage les portes des conseils aux femmes. L’Institute of Directors (IoD) a toutefois constaté, après avoir interrogé des dirigeantes irlandaises, que seulement 23 pour cent pensaient que les quotas étaient la solution.

Les quotas ne sont peut-être pas la solution, en effet. Chaque pays doit trouver sa propre approche pour augmenter la diversité des sexes au conseil, étant donné la forte corrélation entre la diversité administrative et la performance fi nancière. Il faut aller de l’avant, quelle que soit l’approche. Dans le cas de l’Irlande, la crise fi nancière mondiale de 2008, dont les effets perdurent, en est la preuve la plus manifeste.

Mais les crises ouvrent la porte aux possibilités. La culture d’entreprise, qui dicte le comportement d’une organisation, est mise de l’avant comme une cause de la crise fi nancière (voir page 37). Voilà donc le moment idéal d’introduire une plus grande diversité des sexes dans les conseils — et de nouvelles façons de penser — pour changer les choses, de haut en bas.

Le système, au Royaume-Uni comme au Canada et en Irlande, est brisé — en fait, il n’a jamais été bien conçu. À défaut d’avoir une diversité des sexes dans les conseils comme moteur de nos économies, il nous faut nous tenir debout sans pouvoir compter sur le soutien vigoureux et puissant de nos deux jambes.

Chaque pays est à un stade différent de restructuration, avec des jalons derrière et devant lui. Nous devons viser ensemble et sans relâche une équité entre les sexes, avec ténacité et détermination, afi n de pouvoir fi nalement prendre appui, partout dans le monde, sur le plein potentiel de l’humanité.

PAMELA JEFFERYFONDATRICE DE WXN

QU’IL S’AGISSE D’ANNIVERSAIRES OU DE RÉALISATIONS PROFESSIONNELLES, NOUS CÉLÉBRONS CHAQUE ÉVÉNEMENT IMPORTANT POUR MARQUER NOS ABOUTISSEMENTS, MAIS AUSSI, POUR NOUS MOTIVER À ALLER DE L’AVANT.

MESSAGE DE LA FONDATRICE

AUTOMNE 2015: L’OPINION 24

PRENDRE DES RISQUES Pour plusieurs, un choix de carrière commence par la sélection d’un domaine d’études, souvent bien avant de savoir de façon précise où cela nous mènera. Je peux dire, après plus de 25 ans sur le marché du travail, que je demeure très satisfaite d’avoir choisi le secteur des technologies de l’information. La formation que j’ai suivie m’a offert plusieurs possibilités intéressantes tout au long de mon parcours dans le monde des affaires, faisant croître mes responsabilités vers des postes de direction, comme celui que j’occupe en ce moment à VIA Rail Canada.

Pour grimper les échelons, il faut avoir une bonne dose de confiance en soi, se donner la permission de se voir confier un poste important dans une organisation. Le travail, la motivation et le désir de réussir doivent aussi faire partie de cette équation. Je me suis retroussée les manches plus d’une fois! Au cours des années, j’ai pris des risques. Par exemple, deux fois dans ma carrière, une fois au début et par la suite au milieu de ma carrière, alors que je progressais très bien dans mes fonctions et que j’accumulais les promotions, j’ai décidé de changer d’orientation car je tenais à acquérir des expériences diverses. Cela m’a permis notamment de démontrer une polyvalence m’a facilité l’accès aux postes de direction. J’ai aussi retenu qu’il faut assumer ses décisions et les conséquences qui en découlent.

Pour moi, avoir du succès dans mes mandats a toujours été une récompense en soi. Elle me procure une sensation d’accomplissement, me poussant à aller plus loin. Toutefois, il est certain que la réussite professionnelle ne se mesure pas de la même manière pour tout le monde et qu’elle ne passe pas nécessairement par l’accès à des postes de direction. Cependant, pour celles qui ont l’ambition de gravir les échelons dans une hiérarchie d’entreprise, les défis ne manquent pas. Le succès a plusieurs définitions, il ne tient qu’à vous de trouver celle qui vous convient.

CONSTRUIRE SON RÉSEAU DÈS LE DÉPARTPlusieurs se demandent par où commencer. À mon avis, dès le début de sa carrière toute jeune professionnelle devrait trouver un (ou des mentors) qui pourra la conseiller et lui permettre de se poser les bonnes questions pour mieux avancer.

L’autre priorité est d’établir un solide réseau professionnel. Qu’il s’agisse de devenir membre d’une association ou de faire partie d’un groupe à l’intérieur d’une entreprise, s’impliquer dès le début de sa carrière est primordial. Les avantages de bâtir un cercle professionnel sont indéniables. En plus de permettre d’échanger sur les meilleures pratiques ou sur les défis auxquels nous faisons face, un bon réseau nous permet d’être informés des opportunités de carrière qui y sont relayées par ses membres.

LA DIVERSITÉ DANS LES ORGANISATIONS Plusieurs femmes ambitieuses ont fait face à de la résistance dans leur milieu; mon expérience démontre que le contraire est aussi vrai. J’ai œuvré au sein d’organisations où j’ai toujours senti que tout était possible. Je me suis vue confier plusieurspostes d’importance.

Aujourd’hui, de plus en plus d’entreprises se soucient de l’accès des femmes à des postes de direction. À VIA Rail, l’exemple vient de haut : le conseil d’administration, composé de cinq femmes et cinq hommes en fait un chef de file parmi les entreprises canadiennes publiques et privées. La diversité devient alors une force palpable au sein de plusieurs équipes de l’organisation.

Les statistiques sont sans équivoque : il y a encore beaucoup à faire avant qu’il y ait autant de femmes que d’hommes qui occupent des postes de gestion dans les organisations. Je crois que s’il est plus facile d’y arriver aujourd’hui, c’est parce que d’autres femmes avant moi, ainsi que des hommes convaincus ont ouvert la voie. Peu importe la fonction qu’on occupe dans une entreprise, on peut faire une différence

J’invite chaque personne à poser des gestes concrets pour poursuivre ce travail d’inclusion et de diversité. Osez prendre des risques, c’est payant!

Sonia Corriveau est le Chef, Transformation des Affaires, VIA Rail.

PROPULSER VOTRE CARRIÈRE EN FAVORISANT DES RISQUES CALCULÉS, LE RÉSEAUTAGE ET LA DIVERSITÉ PAR SONIA CORRIVEAU


AU-DELÀ DU PLAFOND DE VERRE

Le récent départ à la retraite de Judy Cameron, commandante de Boeing 777 et première femme pilote d’Air Canada, après 37 années de vol, a fait beaucoup de bruit, à juste titre. L’occasion nous rappelait que près

de 40 années s’étaient écoulées depuis notre embauche d’une femme dans une profession encore à prédominance masculine. Nous sommes fiers d’être un employeur progressiste, offrant des chances égales, sans égard au sexe, à des femmes comme Judy et bien d’autres, de faire carrière à Air Canada. Près de la moitié de nos 27 000 employés sont des femmes. Présentes dans toute l’entreprise, elles travaillent avec des hommes, non seulement dans les postes de pilotage et les cabines d’avion, mais aussi dans les aéroports et les ateliers d’usinage, aux

Affaires juridiques et à la Comptabilité, ainsi qu’à la haute direction. En fait, les femmes sont au sommet des groupes suivants : Gestion du chiffre d’affaires, Technologie de l’information, Fret, Communications de l’entreprise, Ressources humaines, Service clientèle et Bureau de la Secrétaire générale.

Malgré ces progrès encourageants, nous voulons en faire plus. Notre conseil d’administration s’est engagé à atteindre une représentation de 25 % de femmes d’ici 2017, en vertu de l’Accord Catalyst, une initiative mondiale visant à élargir les possibilités pour les femmes en affaires. Nous avons aussi créé le forum Femmes de l’air, une populaire série sur le perfectionnement du leadership, où des femmes ayant réussi parlent de leur carrière et de leur expérience personnelle dans le franchissement du plafond de verre.

Nous cherchons aussi à attirer plus de femmes dans notre industrie par de la sensibilisation, des salons de l’emploi et des offres d’emploi ciblées. Par exemple, les femmes de Maintenance Air Canada ont récemment tenu une journée pour des filles de 10 à 17 ans, qui se sont réunies dans un hangar d’Air Canada pour découvrir l’aviation. Les quelque 35 participantes ont appris que les métiers non traditionnels offrent une foule de possibilités.

C’est bien sûr dans l’intérêt d’Air Canada. Pour réussir en cette ère de mondialisation hautement concurrentielle, il faut mettre à profit l’intelligence, le talent et les compétences disponibles. Alors, pourquoi se priver de cette belle diversité qui nous est offerte!

Que ce soit en pilotant les appareils, en travaillant dans l’atelier d’usinage ou en occupant des postes de cadres supérieurs, les femmes ont une responsabilité croissante dans le succès d’Air Canada.

Réimprimer avec permission de Spafax Canada Inc., éditeur d’Air Canada enRoute.

Calin Rovinescu est Président et Chef de la Direction d’Air Canada.

PAR CALIN ROVINESCU

AUTOMNE 2015: L’OPINION 26

Partout dans le monde, on a fait de la présence accrue des femmes dans les conseils et la direction des entreprises une priorité. Au Canada, ces dernières sont tenues depuis le 31 décembre 2014 de « se conformer ou se justifier ». En septembre dernier, l’Examen du personnel des Autorités canadiennes en valeurs mobilières sur les femmes aux postes d’administrateurs et de membres de la haute direction rendait compte de la façon dont les plus grandes sociétés publiques du Canada avaient obtempéré, et faisait état de piètres résultats.

Parmi les principaux constats: • 49 % des 722 émetteurs tenus de se conformer ou de se

justifier ont au moins une femme au conseil; • 60 % ont au moins une femme à la haute direction;• 15 % ont ajouté une femme ou davantage au conseil

cette année; • seuls 14 % se sont dotés d’une politique écrite pour

identifier et nommer des femmes au conseil, contre 65 % qui ont choisi de ne pas le faire et qui dans 84 % des cas expliquent qu’il s’agit d’une question de mérite.

La Commission des valeurs mobilières de l’Ontario (CVMO) a récemment organisé une table ronde dans le but de dresser un bilan et de préparer la suite des choses. J’ai été invitée à participer en tant que fondatrice du Réseau des femmes exécutives (WXN) et du Conseil canadien pour la diversité administrative (CCDA), au même titre que Victor Dodig, chef de la direction de la Banque CIBC et président de 30 % Club Canada; Fiona Macfarlane, chef de l’inclusivité chez EY et lauréate d’un prix Top 100 de WXN; et Kathleen Taylor, présidente du Conseil de la Banque Royale du Canada (RBC) et lauréate d’un prix Top 100 de WXN, pour ne mentionner qu’eux. La Banque CIBC, la RBC et EY étant des membres fondateurs du CCDA, cet événement s’est avéré être une excellente occasion pour la communauté du WXN et celle du CCDA d’unir leurs efforts.

Nous avons eu des discussions productives et réalistes qui ont montré la nécessité de prendre des mesures plus vigoureuses pour que les entreprises saisissent mieux l’urgence de prendre la diversité au sérieux. Le vent tourne, même si le changement est plus lent que prévu. Le Canada peut s’inspirer du Royaume-Uni, qui oblige à présent les sociétés cotées en bourse à se doter d’une politique sur la diversité administrative et qui a demandé aux 350 plus grandes entreprises publiques du pays de divulguer la proportion de femmes faisant partie du conseil, de la haute direction et des effectifs totaux. Toutes les sociétés FTSE100 ont à présent des femmes parmi leurs administrateurs.

En ce sens, le CCDA formule trois recommandations, basées sur ces pratiques exemplaires, qui contribueront selon lui à accélérer le changement au Canada. Il invite la CVMO à: 1. donner de nouvelles directives en matière de divulgation

détaillée du nombre et du pourcentage de femmes faisant partie de la haute direction et du conseil. Seuls 15 % des émetteurs ont communiqué ces renseignements, ce qui est décevant;

2. obliger les émetteurs à se doter d’une politique écrite sur la diversité au sein du conseil et de la haute direction;

3. exiger des émetteurs qu’ils rendent compte de la proportion de femmes qu’ils ciblent idéalement au conseil et à la haute direction.

En 2010, le CCDA commençait à fixer des cibles envisagées pour la représentation des femmes dans les conseils : 20 % d’ici 2014 et 30 % d’ici 2018. Ces cibles étaient au cœur de l’approche typiquement canadienne que nous prônions afin d’accroître la diversité des sexes dans les conseils. Autrement dit, il s’agissait de cibles idéales et non de quotas. Cependant, cela ne se résume pas qu’à des chiffres. Pour Victor Dodig de la Banque CIBC, « une cible sans plan d’action est vouée à l’échec. »

Ce plan doit prévoir le recrutement de tierces parties en dehors des réseaux traditionnels. Je peux affirmer sans la moins hésitation que les 88 % d’émetteurs canadiens qui ne prennent pas en considération la candidature de femmes pour des postes au sein de la haute direction parce qu’ils estiment qu’aucune n’a les compétences voulues ne cherchent pas en dehors de leurs réseaux. Aussi, mes 31 années d’expérience comme gestionnaire, dirigeante et administratrice dans les secteurs à but non lucratif et public m’ont permis de constater que les entreprises qui recrutent et nomment des femmes à des postes de direction ont quelques caractéristiques fondamentales en commun :

• Un engagement bien communiqué et hautement visible de la part du chef de la direction et de l’équipe dirigeante montrant que la diversité fait partie intégrante de la stratégie globale et une rémunération qui le reflète en partie;

• Des programmes de perfectionnement pour les femmes visant à augmenter le nombre potentiel de dirigeantes grâce au mentorat, aux commandites, au réseautage interne et externe, et à l’acquisition de compétences;

• Une politique de ressources humaines qui soutient l’avancement des femmes et qui inclut, entre autres, une formation sur les préjugés inconscients, une flexibilité professionnelle et logistique, des évaluations de la performance basée sur les compétences, et une élimination des préjugés concernant l’embauche, la rémunération et la promotion. Il faut en outre, pour soutenir les femmes, des lieux de travail qui soutiennent aussi les hommes.

Au CCDA, nous faisons un suivi et un compte rendu de ce que pensent les administrateurs concernant la diversité administrative dans notre Bulletin de rendement annuel, dont l’édition 2015 sera diffusée le 19 novembre. Nous sommes plus qu’impatients de voir ce qui a changé au cours des 12 derniers mois.

Pamela Jeffery est la fondatrice du Conseil canadien pour la diversité administrative (CCDA) et du Réseau des femmes exécutives (WXN).

ACCROÎTRE LA MIXITÉ DES SEXES PARMI LES DIRIGEANTS DES PLUS GRANDES SOCIÉTÉS CANADIENNES PAR PAMELA JEFFERY

MERCI À NOS ANIMATRICES DES PROGRAMMES DE MENTORAT WXNWISOM

MERCI À NOS MEMBRES D’ENTREPRISE

MERCI À NOS PARTENAIRES

Join a WXNWisdom Peer Mentoring group to enhance your leadership skills, share business strategies and connect with other women leaders. These women are experiencing challenges and striving for career objectives similar to you.

You will become part of a group of six to ten professional women who are all looking to boost their careers to the next level. Through the guidance of a facilitator, you will meet for 15 hours, over several months, to learn from and be challenged by others. This group becomes your extended network through the programme—an external resource that helps you build even more connections and further grow your career. You’ll leave Wisdom Peer Mentoring with strategic contacts, knowledgeable guidance and a level of confidence to help you take that next professional step.

Visit the WXN website to see our Autumn lineup. New groups are starting soon near you!

Special group rates available for interested organisations. Support your female talent and sponsor them today!

GOLD FACILITATOR BRONZE FACILITATORS OFFICIAL VENUE PARTNER

AUTUMN 2015: THE OPINION 28AUTUMN 2015: THE OPINIONAUTUMN 2015: THE OPINION 28 28

Join a WXNWisdom Peer Mentoring group to enhance your leadership skills, share business strategies and connect with other women leaders. These women are experiencing challenges and striving for career objectives similar to you.

You will become part of a group of six to ten professional women who are all looking to boost their careers to the next level. Through the guidance of a facilitator, you will meet for 15 hours, over several months, to learn from and be challenged by others. This group becomes your extended network through the programme—an external resource that helps you build even more connections and further grow your career. You’ll leave Wisdom Peer Mentoring with strategic contacts, knowledgeable guidance and a level of confidence to help you take that next professional step.

Visit the WXN website to see our Autumn lineup. New groups are starting soon near you!

Special group rates available for interested organisations. Support your female talent and sponsor them today!

GOLD FACILITATOR BRONZE FACILITATORS OFFICIAL VENUE PARTNER

29 IRELAND | WXNETWORK.IE

MAKING FLEXIBILITY WORK

HSBC Ireland’s Flexible Working Philosophy shows changing attitudes to the nine-to-fi ve workday can foster a trust-based and more productive working environment, as well as enhancing employees’ work-life balance, says Ciara Houlihan, Head of Trustee and Fiduciary Services at HSBC Ireland.

In the past, adherence to strict working hours has been a professional barrier to working mothers more than most. However, with evolving gender roles and increasing demands on all employees to take on more roles and responsibilities at work, a lack of fl exibility in the workplace now presses on people of all genders and backgrounds.

Clinging onto a nine-to-fi ve, rigid workday structure can put undue pressure on commuters, parents, and those trying to balance their work day with part-time study. Our experience suggests that fl exibility in the workplace not only creates a more open and transparent environment, but also a more productive one.

High-performing employees are typically expected to drive change, act globally, demonstrate strategic agility and deliver immediate results. We want to foster the growth of these kinds of people within our own organisation. To facilitate this, we must provide the fl exibility that best suits the heavy schedules of our employees.

The key to the success of fl exibility is to have an open and honest discussion between employee and employer about unique personal challenges to professional success. Arrangements are implemented on a case-by-case basis and with agreement that decisions are of mutual benefi t to both. Also central to our workplace fl exibility programme is a “felt fairness” amongst the broader team; this can sometimes be a challenging balance to achieve, but the rewards are worth it.

One HSBC Ireland employee agreed with her line manager to adjust her workday to begin and end one hour earlier than usual. She cut hours off her monthly commute and was able to spend more quality time with her young daughter. Another employee spent some days working from home so that he could

BY CIARA HOULIHAN

more easily get to university classes twice a week. Agreements like these clearly benefi t both the employee and the employer, as we would have lost this talent had we not reached such a simple compromise.

Giving people the platform to discuss their needs and devising a mutually workable solution should not be considered a risk to the bottom line. Instead, it gives people more say in how the business is run and shows them how their work is valued. This type of discussion can pave the way for a more open and discursive working relationship that you may not have had previously, be that on future aspirations, developmental needs or the overall way in which things get done.

We want to stop seeing punctuality and good attendance as being key measures of productivity. Such ideas are reminiscent of the secondary school roll-call and should be left in the classroom. Instead, we want the focus to be on the standard of the work produced and how we optimise productivity by catering to our employees’ individual preferences. By providing a work environment where the manager and overall culture is sensitive to employees’ personal lives, everyone feels more motivated to exceed expectations than those who fi nd they have to juggle personal and professional commitments.

By aiming to create a culture change throughout the organisation, HSBC becomes part of a growing trend allowing employees more freedom to decide what kind of work routine best suits them, so they can ultimately deliver better results for the business.

Ciara Houlihan is Head of Trustee and Fiduciary Services at HSBC Ireland.


INSPIRING ENTREPRENEURSHIP IN CHILDREN ENCOURAGING EARNING, LEARNING AND, ABOVE ALL ELSE, GRIT

As lingering unemployment and underemployment hinder the economic recovery, becoming both a symptom and contributing factor of the recession, I believe—and I’m not alone—that entrepreneurship will be the engine

that sustains and strengthens this recovery. Because children are the future workers who will one day be

funding the pot that at least partly subsidises our retirement, this is relevant for all of us as parents, mentors and role models to the next generation of earners and employers—today’s children represent a chance to inspire opportunity and growth for everyone. EARNINGIt’s important to expose children to different ways people can earn money and to make the connection early that all it takes is the right idea and someone willing to pay for it—ideally many someone’s—and you’re in business.

There are three basic ways we can make our own money: offer a service, sell a product, or provide information. Encourage your child to start by thinking about their skills and the things they like to do. Help your child to understand people are generally willing to pay for things they can’t do, don’t want to do or don’t have the time to do themselves. Do any of their interests or skills fall into these categories? Do they know someone willing to pay for it? If not, encourage your child to do some “market research” and find out what potential payers need or want that s/he can do.

The sooner children begin to understand that money comes from working, the sooner they’ll begin to value money—both for what goes into earning it and what it can buy. Learning the value of money and where it comes from is the cornerstone of financial literacy and foundational for financial independence, regardless of whether they set out on their own one day or choose to work for someone else.

LEARNINGWe all want to be successful, but we need to realise the opposite of success is not failure. Failure carries with it a stigma that sets in at an early age; whether we fail to please our parents, pass an exam or win a race, not achieving our goals can be disappointing at best and at worst down-right debilitating.

When your child fails, don’t punish or dwell on the consequences. Instead, ask your child to think about what he or she could have done differently, helping them to learn from their mistakes. By focusing first on what can be done to improve the outcome or avoid the pitfalls next time, your child is learning that it’s okay to fail—especially if lessons learned can lead to future success.

By encouraging your child to be a problem solver and teaching them at an early age that failure can lead to future success, you are inspiring a positive mind-set for thinking opportunistically when faced with challenges.

GRITAs a parent, I have to remind myself sometimes that I’m not raising a child—I’m raising my son to thrive as an adult. We may want to step-in when the going gets tough and get the job done. Not only are our actions telling them they’re not capable themselves or that it’s okay to give up, we’re also depriving our children of brain development vital to what Stanford University Professor, Carol Dweck, PhD., has coined the “growth mind-set.” Put simply, our brain is a muscle: the more it struggles and searches for answers, the bigger and stronger it gets.

As one of the world’s leading researchers on why people succeed and what fosters success, Dweck’s research tells us that when children are praised for their intelligence, they shirk challenges and avoid putting themselves in situations where they put their “smart” status at risk. However, children who are praised for their effort, strategy, creative thinking and perseverance learn that these are the ingredients of success. When it gets tough, this is what it takes to succeed. In other words, praising the process helps children learn resilience and praising intelligence makes them vulnerable.

Who would you rather put your money on: the eager earner who approaches challenges with an empowered attitude and confidence in their abilities or the one who thinks it’s too tough or they’re simply not smart enough? I want my son not to be afraid to fail and, when faced with setbacks, to believe he just hasn’t succeeded yet.

Marah Curtin is the Head of Client Engagement and leads the Cents for Kids financial literacy initiative in Davy. She spends a lot of her time both in her work and outside the office supporting initiatives aimed at improving financial literacy and promoting entrepreneurship in women and children. Find out more at davy.ie/centsforkids.

NOTE: The opinions expressed in this article are the views of the author and do

not reflect the views and opinions of Davy.

BY MARAH CURTIN

when/if you are contactable in an emergency. Fully brief the person taking over on relevant detail and nuances important to the client. This in itself takes time and energy, but it’s well spent. It will mean no surprises for the client or your colleagues and, importantly for you, it frees up your personal time without the need to constantly peek at emails.

As the most senior member of a team, it’s important to instil in other team members that personal time is invaluable. You expect they will take their annual leave free from the smartphone and that, when they have quiet spells in the office, they can use their time to catch up on social activities.

I was struck by a talk that I recently attended which discussed the physiological effects of not taking down time. It suggested that we should all have non-negotiables. These are activities or engagements scheduled in the diary we ensure are never cancelled or moved. Whether it’s going to the gym or dinner with a friend, having dedicated time set aside will create a greater sense of control, empowerment and ultimately improve our wellbeing. Simple but true.

As I look ahead, it’s difficult to know what the next 25 years has in store in terms of digital developments and other game-changing ways of doing business. I hope those coming behind me in their careers will embrace change and have the tenacity to do so by striking the right balance between their professional and personal lives.

Catherine Duffy is a Partner & Head of Aircraft Finance for A&L Goodbody.


TENACITY IN A WORLD OF TECHNOLOGY

Now in my 26th year as a Banking and Aviation Law specialist with A&L Goodbody Solicitors in Dublin, it’s interesting to look back at how my career has evolved from being a wide-eyed assistant solicitor to

becoming a busy associate and, ultimately, a Partner and Head of the Banking and Financial Services Department at the Firm.

It’s no surprise the key change for me has been the rapid development and use of technology in our professional lives. Admittedly, it has taken a certain level of grit and perseverance to get to grips with new technologies over the years. On the positive side, technology eases the burden of document production, revision and distribution. It gives us immediate access to a wealth of relevant information necessary to perform our roles and it helps us to service clients effectively and efficiently. The advent of mobile technology has enabled us to manage our workflow and stay in touch while not in the office.

However, the digital age has meant we are contactable at any hour of the day and constantly open to emails, with no immediate way of identifying relevance or order of importance. Unless carefully managed, technology can (and does) blur the line between our professional and personal lives. It can numb our ability to prioritise and manage workloads effectively, particularly when striving to maintain a balanced personal life. So what do we do?

Professionals across all industries need to be tenacious in their efforts to achieve a “work/life balance.” Not confessing to have mastered this art, I do think there are ways in which we can help ourselves to find greater balance and assist those coming through the ranks to understand the importance of that balance. I have worked hard to demonstrate it’s perfectly possible to be an effective lawyer while actively participating in social activities outside the workplace.

The words “work/life balance” are used as if they were referring to nirvana—an ideal impossible to achieve. That’s not the case. As with many things, the answer lies with communication: with clients, colleagues, family and friends. Strive to manage expectations by keeping those around you informed of when you will and won’t be available.

In the case of clients, introduce them to those who will be available while you are absent; ensure they are comfortable with that person (ahead of your absence) and let them know

BY CATHERINE DUFFY


CRISIS MANAGEMENT ADVICELike many of you, I’ve completed crisis simulations and training but know from experience all the planning in the world will not prepare you for what happens in a real and demanding crisis. At the start, there’s little you can control, bar your emotions, your interactions and your responses. Emotions. Interactions. Responses. Three little words which sound easy to control, but are far from it.

I was part of the team who worked through the financial crisis at DEPFA Bank and now, as CEO, my goal is restructuring the company, keeping staff motivated and focussed on our remit. I am also building coalitions at all levels of the organisation to deliver on our new commitments.

In 2008, DEPFA was one of the world’s leading public sector lenders when the global banking crisis unfolded. Our company’s experience was far from unique; many financial institutions went through prolonged periods of managing business in crisis mode. It was an extremely tough time, both personally and professionally, but I gained valuable insight into crisis management and the experience has made me a stronger, wiser and more empathetic leader.

Here are some of the most important things I learned while working with the DEPFA team during the banking crisis and beyond:

1. GET FACTS AND ASSESS DAMAGE QUICKLYRequests for information, strategies and explanations will come from all directions. It’s difficult to keep these at bay until you know exactly what is happening. However, without facts, you can do nothing, so focus on them; these are the most important foundation for your recovery.

2. GET CALM, UNEMOTIONAL ADVICE AND USE IT It’s difficult to make the right decisions when you’re under extreme pressure; emotions run high in unfamiliar situations. While you’re trying to assess the situation, employ expert, unemotional advice from professionals immediately.

Implement the counsel which will deliver the best outcomes, no matter how unpalatable the route. When you have decided on the appropriate strategy, ensure buy-in from staff and stick to the remedy. Changing messages will damage credibility and delay the recovery and a return to stability.

3. CRISIS MEANS CHANGE, TOUGH TIMES AND SOMETIMES HUMILIATION In a crisis, difficult decisions need to be made, and in the face of chaos, effective operations must be put in place swiftly. During and after the process, your work may be reviewed by peers, there may be redundancies, as well as restructuring of functions and roles. Depending on the size of your company this may happen in a very public and humiliating way. But remember, how you react in the crisis will also be appraised, so it’s important you don’t focus on the personal—just get the job done.

4. COMMUNICATE YOUR ACTIONS Transparent communications built on the basic premise of “fairness” will help to deliver staff understanding, if not support, for the tough decisions that need to be made. Be direct and accurate in your messaging and always deliver important information face-to-face, no matter how tough the content. Staff will appreciate your direct honesty as you treat them with integrity. This will also help you to develop your own leadership style in response to crisis events.

5. AT THE START OF A CRISIS, “CONTROL” IS A MIRAGE BUT FOLLOW A PLANWe like to believe that we have control in our lives—same in a crisis. But at the start, you’re not. The key to gaining control back is to think strategically and unemotionally. Implement your crisis management plans but remember things can and do go wrong when we least expect them. You may not have a crisis management plan specifically for the issue but what you do have will give you guidance and objectives, acting as a base from which to operate.

6. THE CRISIS WILL PASSIt seems easier to think, “This won’t happen to me.” But that’s why it’s called a crisis—you don’t see it coming. When it does, it’s important to keep perspective: you are in a storm and it will pass. You survive, you get through and you become stronger from the experience.

IN CONCLUSIONLooking back at our own experience, it was both grueling and exhausting, but we came out the other side stronger, dedicated to delivering our new commitments. Everyone in DEPFA today has learned tough but important lessons which add to their skill sets.

If you are considering training for, or simulating, a crisis, I strongly recommend you include some leadership training. Experts can look at your emotional and gut reaction when under pressure and help you to react in a less personal fashion. As a result, if you’re ever in a crisis situation, you will function and perform at a higher level, despite the pressure.

Fiona Flannery is the CEO of DEPFA Bank PLC.

BY FIONA FLANNERYBY CATHERINE DUFFY


IMPOSTER SYNDROME:IS IT HOLDING YOU BACK?

Do you ever feel like a fraud at work, like you’re winging or faking it, or you fear being found out at any minute? Do you often attribute your success to external factors such as luck, right place right time or a helping

hand, rather than take personal ownership for all the things that have made you successful (like your grit, tenacity, achievements, hard-work or expertise)?

Odds are, you suffer from imposter syndrome, defined in the Harvard Business Review as a collection of feelings of inadequacy that persists despite evident success. While men and women are both sufferers, research indicates women are far more susceptible. Rest assured you are in good company with successful women and feminists like Sheryl Sandberg and Emma Watson on the record as feeling the imposter.

My own most vivid memory of first suffering from imposter syndrome came about seven years ago. I was operating in my first management position, an exciting and meaty role implementing a global talent programme centred on early mobility for PwC. I got to own all elements of this programme all the way from strategy development through execution with two of the programme components being brand and communications. These were new areas to me, but I seemed to have a natural affinity for the creative and thoroughly enjoyed getting to work so I could add value in this space. And I was adding value, evidenced by the fact it wasn’t long before I was in-putting and leading deliverables on this front beyond the scope of my core role for the wider function I sat in.

So what went wrong? Well, 18 months in, we had a leadership change. This new leader was renowned for being a guru when it came to all things brand, marketing and innovative communication. Despite the fact I had added clear value in these areas, I became horrified about the team informing this new leader I was the marketing, brand and communications guru. Inner screams of discomfort and levels of anxiety began to occur as the dreaded imposter syndrome set in.

After expressing concerns to my new boss, he told me he’d be more worried if I did feel like the expert, leading to one of the

most powerful coaching discussions I’ve had during my career. He emphasised there is almost always something new or evolving from which we have opportunities to learn; the day we start to feel like the expert, comfortable or like we know everything is the day we stop learning, developing or being a leader in our field.

This was a very powerful discussion for me. It made me start to look at imposter syndrome differently. It lost its negative connotation and became positive. I started to think about it as “imposter advantage.”

Certainly, we all need to work on internalising our achievements so we can recognise our successes and competency. However, it’s okay to feel a little unconvinced of our successes, too. Feeling a bit like the fraud for me means I’m continuously focused on trying to improve and be better, as well as not resting on my laurels nor comfortable enough in my position or abilities to miss a trick.

So, my message to female leaders and talent suffering from imposter syndrome is to embrace it, rebrand it in your mind to something more positive. Stop thinking imposter syndrome and start thinking imposter advantage.

HERE ARE FIVE TIPS TO HELP YOU ON YOUR WAY:

1. Research identifies it’s the successful who tend to suffer from imposter syndrome. This means you have already reached a certain level of success.

2. Write a list of all the great things you’ve achieved in the last three years. Read it whenever imposter syndrome strikes.

3. Don’t be afraid of what you don’t know; feel empowered by the fact you’re aware.

4. Embrace failure. The highest paid professional footballer in the world doesn’t always score the goal. Mistakes are okay because you can learn from them.

5. Don’t give power to your fear of the three f ’s: failing, being found out or looking foolish. Feel the fear and do it anyway: say yes or put yourself forward for a role for which you don’t feel fully qualified.

Aoife Flood is Senior Manager of the Global Diversity & Inclusion Programme for PwC International Limited. Aoife is a PwC millennial and lead researcher and author of the PwC “The female millennial: A new era of talent” thought leadership report and co-author of PwC’s Global Gender Agenda blog. She is based in Dublin, Ireland.

BY AOIFE FLOOD

THANK YOU TO OUR PARTNERS & CORPORATE MEMBERS

THANK YOU TO OUR PARTNERS & CORPORATE MEMBERS

Not all organisations publicly declare innovation as their number one priority, but leaders behind the scenes always have to look out for the next big change on the horizon. They always have to be ready with a plan, prepared to

champion goals that may appear out of reach to everyone else.“When John F. Kennedy said he was going to put a man on the

moon, everybody sucked in their breath,” says Royal Mail CEO, Moya Greene, referencing the U.S. president’s 1962 “We choose to go to the moon” speech, which promised the goal before the decade closed. “If you put enough priority to a project and you attract the right people to help you, you can do a lot of earth-shattering things in a 10-year period of time. It’s really just a question of timing and priorities.”

Moya Greene knows a thing or two about change. After launching her career in the public sector, holding positions in Canada’s Department of Labour and the Privy Council Office, Moya moved into finance, taking on various leadership roles within the major Canadian banks. She’s also overseen the privatisation of Canada’s railways and deregulation of the Canadian airline and ports system. In 2005, she rose to the challenge of leading Canada Post as CEO; in 2010, she moved across the pond to Royal Mail

in London.Now one of only five female FTSE 100 Chief Executives,

Moya’s goal upon assuming the position was to steer the UK’s 500-year old-postal service sector into the private sector,

something the UK Government had tried to do four times previously, without success.

So how to do you achieve the impossible as a leader of an organisation? How

do you put a man on the moon?For Moya, the answer lies

in being able to conceive and execute a plan. “Even if your company is on a pretty smooth growth trajectory, leadership usually involves adding new areas of business to the company and identifying how to bolt those onto the existing business,” she says. “Leaders of the organisation have to be very comfortable with change.”

AT THE WXN SPEAKER SERIES LAUNCH IN LONDON, ROYAL MAIL CEO SHARES HER STORY OF LEADING CHANGE

CHANGE: A LEADER’S CALLING CARD

BY DANA MARIE KROOK

35 UK | WXNETWORK.CO.UK

In order to have that level of comfort, leaders need to have more than a few tools at the ready. One, is their network. In Canada, Moya had extensive connections, built up over years of working in several sectors. “When you take on new challenges, it’s very helpful in the first six months or so to be able to sit down with trusted people who know your career, who know you, and at least some parts of this new challenge,” says Moya.

When she moved to London, she arrived without all of that. “I’ve had to build a lot of networks and bridges pretty quickly,” she says.

As she started making changes at Royal Mail, especially as an outsider, Moya relied heavily on constant communication with her people, taking what she calls the company’s “temperature.” To get accurate feedback from their workforce, managers couldn’t be separate; in order to report the temperature back to leadership, they had to be on the ground, where most of the change was being absorbed.

Through this feedback, Royal Mail could calibrate the pace of change and its effect on employees. “Change is not achievable if the resistance is too great,” she says, stressing that communication is key to getting everyone on board.

Communication also helps ensure you’re paddling at the correct speed and in the right direction. “You need to have a way to track the sentiment of people, so you can compare, in a very scientific way, what people are thinking and feeling, what’s worrying them and where they seek points of progress.”

Role models are another important tool for leaders, to show them what’s possible and to provide steady pillars of advice for when things get tough. For Moya Greene, this notion conjures up many people: from individuals in her past like Richard Kostoff—“who has probably mentored more women in Canadian capital markets than any other person, single-handedly,” she says—to important figures like Hillary Clinton, “one of the most successful Secretaries of State.”

One of Moya’s best pieces of professional advice came from her mother, 15 years ago, when she received a prestigious award. Her mother listened carefully to the good news over the phone before responding. “She said, ‘Don’t let any of that go to your head, darling. You can be on the hit parade one day and on the hit list the next day,’” Moya remembers. “That was her way of saying ‘stay grounded.’ I think it was very good advice.”

Finally, leaders need tenacity—a firm grip and steadfast belief that the change they envision, what they’re working toward, is possible. “When you try to change a company and manage a company and list a company all at the same time, that transaction is so complex. I had to just believe, despite everything, and despite what many were saying on the outside of the company, we would get there,” says Moya. “I don’t throw in the towel easily.”

In October 2013, Moya’s belief was realised. The company officially entered the private sector. One of her most defining moments has getting to ring the bell on the London Stock Exchange following the privatisation and launch into the FTSE 100. “It was one of those days where you couldn’t take the

smiles off our faces, we were just so elated,” she says. “This was a 500 year old treasured institution in Great Britain that five years ago was on its knees-–operationally, from a regulatory perspective, in terms of our relationship with our people, financially. Meeting the demanding tests of public markets gave the company a completely new lease on life.”

All of these tools—network, communication, role models and tenacity—are crucial for great leaders, like Moya Greene, to take a plan for change and bring it to life. To put a man—or indeed a woman—on the moon. To show others what’s possible. “It’s incumbent on us to make sure that the women in our organisations are getting the experience and the

coaching and the friendship…. to really grow and be stretched in their careers,” Moya says.

What we accomplish now paves the way for the next generation of young women, showing them what others label “impossible” is just their next challenge in disguise.

Dana Marie Krook is the Manager of Content & Communications at WXN.

AT THE WXN SPEAKER SERIES LAUNCH IN LONDON, ROYAL MAIL CEO SHARES HER STORY OF LEADING CHANGE

““


37 UK | WXNETWORK.CO.UK

FROM FINANCIAL CRISIS COMES OPPORTUNITY

Consequences from the global financial crisis continue play out. Yet as time moves on, memories inevitably fade and events are slowly consigned to the history books. But if the crisis is to have a legacy, what will it be? How

can we learn from what happened and use the experience to build more sustainable ethical business practices?

Commentators and pundits alike have been quick to point to a lack of business ethics, trust, transparency and corporate culture as the reasons behind the crisis. Business leaders have conceded that a lack of consideration for each of these factors had a big role to play in the failure of global financial systems. Corporate culture in particular—or dysfunctional corporate culture, to be more exact—has been pointed to as one of the defining explanations for why risk was discounted.

As a result, corporate culture has been in the spotlight. Policy makers and businesses have both largely recognised that corporate culture drives the way an organisation behaves, from the board down. Behaviours include the way in which an organisation manages risk, establishes a decision making process and enables individuals to speak up when they see problems. A healthy corporate environment behaviour is underpinned by the values of the organisation, which sets a benchmark for what is and isn’t acceptable conduct.

Transparency is also a key part of a healthy corporate culture. By improving openness and transparency, it opens up a wealth of opportunity for increased diversity. Corporate reporting, arguably one of the weaknesses in the crisis, is now being used as a tool to promote diversity and inclusion, driving overall opportunity. Recent proposals by the UK Government demonstrate this by making it a requirement for firms employing more than 250 staff

to report on average pay levels between male and female employees.

Reporting on any disparity is a hugely positive step towards achieving fair and equal pay—one part of several initiatives hoping to boost diversity in the workplace at all levels, from manager to board.

Having a prominent diversity debate is one of the positives to come from the crash. There is now an acceptance that diversity—of gender or background—brings fresh ideas, new ways of thinking and a challenge to corporate environments, where for far too long the status quo was left unchallenged.

If a legacy of the financial crisis is improved openness and transparency that drive us to a healthy corporate culture, then we have a genuine opportunity to make diversity, inclusion and equality in global business the norm rather than the exception.

Anthony Walters is the ACCA Policy Manager for Western Europe.

BY ANTHONY WALTERS

Last year ACCA launched an influential piece of thought leadership on the role of Corporate

Culture. The full report, “Culture and Channelling Corporate Behaviour,” is available online.

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the opinion - autumn 2015

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