March 24th, 2017
Credit: Sarah Dobson, Canadian HR Reporter
What it takes to be a good leader has changed as the role becomes more complex, said Sandra Reder, president and founder of Vertical Bridge Corporate Consulting in Vancouver. “It’s a way different world out there. To be a leader in today’s business climate, the old command and-control style is long gone, and back in the day, you were the boss and you got to say what happened and if people didn’t like it, they sucked it up and left — you can’t lead that way anymore. You’ve got so many different factors impacting — you’ve got technology, generational issues in the workplace, you’ve got your leaders now coming out of that younger generation and they’re a different breed, they’re hard-wired differently, so to identify them and nurture them and grow them, it requires a whole different set of rules and skills.
Check out the March edition of Canadian HR Reporter or download full article here (PDF): Leadership, engagement, change top 3 human capital challenges.
May 17th, 2016
By Debra Finlayson, MA, CHRP, SHRM-CP
In today’s flatter, leaner environment, leaders and organizations cannot succeed without committed, contributing followers. Ask yourself: How many leaders and their organizations achieve lackluster results because they do not have the full support of their followers? (Kelley 1992, p. 200) Read more
April 18th, 2016
By Debra Finlayson, MA, CHRP, SHRM-CP
An Exemplary Follower acts with conviction and courage, not simply as an effect of Leadership, but proactively toward enhancing organizational processes
Are you an ‘exemplary’ Follower? How would you know if you were one? You may be thinking to yourself ‘What’s even the point of asking this question?’. If you are questioning the question, this is a sign that you might, in fact, be an ‘exemplary’ Follower. Read more
March 17th, 2016
Leadership is co-produced!
By Debra Finlayson, Followership Consultant
Are ineffective followers actually responsible for World War II?
Ira Chaleff, author of ‘The Courageous Follower”, opined in his classic book on Followership “If we’d had effective followers surrounding Hitler, he would not have risen to power”. And while you or I may have lessor challenges than preventing the rise of the Third Reich, the success of our organizations is still impacted not just by the quality of our leaders, but by the quality of our followers, and not just any followers. It turns out that the type of people who could have prevented Hitler’s rise to power are the same type of people who hold the potential to unleash huge gains in productivity for your organization. They’re called “Exemplary Followers” and knowing they exist brings you half-way toward harnessing their power for positive change. Read more
June 16th, 2014
“As a professional services Firm, our internal coaches lacked the knowledge and confidence to engage in holistic coaching conversations,” says Patty Tyers, senior manager, Deloitte Consulting. “Since working with Jen, the quality and depth of our coaching culture has improved significantly. Further we have expanded our commitment to coaching by continuing to develop an even stronger coaching capability in our leadership. “It takes a village!”
“From my perspective, The ICF 2014 Prism Award is a validation of what can be achieved when a coach and an organization work together to open up a dynamic organizational community that supports the individual while creating opportunities for the entire group to move forward.” said Jennifer Gerves-Keen.”
Congrats, Jennifer Gerves-Keen
April 29th, 2014
Source: PeopleTalk April 2014 edition (BCHRMA)
Author: Jennifer Gerves-Keen
IN A RECENT ARTICLE ABOUT CAREERS published in The Globe & Mail, Marina Glogovac discussed the relatively new importance of continuous learning as it pertains to ongoing success in today’s marketplace. According to Glogovac, learning to learn is the most competitively relevant skill for today’s world.
April 30th, 2013
Ever wonder why some people get ahead and others don’t? Who’s managing your career? Just as your company judges your performance on a regular basis, you need to scrutinize your company to make sure your career is on track and your employer is providing the tools you need to do a good job and learn new skills. It’s in your best interest to ask not only what you are doing for your company but also what your company is doing for you. Here are some questions that may help you evaluate your employer:
– Do you know where you want to go? Continually assess what you are doing now that meets your needs and what you want to be doing one, three and five years from now. Put together a list of goals as well as the skills and experience you will need to achieve them. then make your plans known to those who have authority and power.
– Does your company offer career guidance? Ideal employers nurture their employees’ careers and go out of their way to make sure they know it. When was the last time someone with influence gave you an honest assessment of your prospects? Ask them specifically where they see you in 2 and 5 years and what you can do to get there.
– Does your company encourage career development? Think about whether you get the kinds of assignments, equipment and training that will keep your skills sharp and make you attractive to another employer if you’re laid off or you choose to move on. If appropriate training programs are available, have you been encouraged to apply?
– Does your company offer equal opportunities and challenges? Are you getting visible assignments, in on key meetings, getting the kinds of things that build a broad track record such as participating in start-ups, new product launches, foreign postings? If you haven’t been given developmental assignments, ask your boss if there are any in your future and what you need to do to get them.
– Is your company or division financially fit? A career that’s humming along can easily be derailed by financial setbacks in your industry. Stay tuned for news of mergers or buyouts – pay attention to your company’s bottom line, announcements of cost-control measures or initiatives aimed at re-engineering are often harbingers of lay-offs.
– If you are a woman, how far can you go with your company? Sad to say, even in today’s employment world no matter what your company’s policies say, the best reality check is a look around. Count the women in senior management and consider what titles they hold and the scope of their responsibilities.
– Does your company allow you to balance your professional and personal needs? Weigh factors that might effect balance in your life: Are you satisfied with company policies on vacation, sick leave, overtime, parental/maternity leave? Is it worth it to continually work 10 hour days and 6 day weeks? Are returning mothers taken as seriously as they were pre-pregnancy?
– Are you happy? When bottom line issues have restricted salaries and bonuses, other forms of compensation have become more important. Does your work environment resemble a dysfunctional family, or is the atmosphere crisis ridden?
– What if your company fails this review? Focus on what needs to be addressed even if that means changing jobs. At worst you will detect early signs of an imminent downsizing and determine whether you could be a target. Bear in mind however, that what bothers you at your current job may be typical of your industry so compare what you’ve got with what you are likely to get.
If your company does earn high marks, you can carry on with renewed enthusiasm, knowing that you’re in the right workplace.
Author: Dawn Longshaw, Managing Director Professional Recruitment
June 26th, 2012
Engaging Across Generations
Facilitated by Sandra Reder, CPC
Who are the Gen Y’s, X’s, Boomers and Traditionalists? Learn how to work across diversity to promote collaboration, engagement, retention, and optimization of resources. Explore communication strategies working for different types of organizations and leave with realistic practices you can use to engage and retain a multi-generational workforce in a flourishing workplace. Register at cstudies.ubc.ca/wellness or call 604-822-5042