“I believe the best way to begin reconnecting humanity’s heart, mind, and soul to nature is for us to share our individual stories.”
J. Drew Lanham
“I believe the best way to begin reconnecting humanity’s heart, mind, and soul to nature is for us to share our individual stories.”
J. Drew Lanham
“Artists have the power to spark joy, inspire revolutions, grow businesses, push culture forward and much more, yet most people, artists included underestimate the power of art. We want to change that.
Duane Jones, MIM (Class of 2014)
CEGE Connection sends our congratulations to Duane Jones (MIM Class of 2014), creative director and founder of the lifestyle brand and podcast Art Pays Me, for being named by My East Coast Experience as one of the most inspiring immigrants in the Maritime provinces for 2021.
Duane Jones (MIM Class of 2014) is a visual branding, graphic design, and information management specialist. His competitive advantage comes from a unique ability to bring together information management with the creative world of art and graphic design.
CEGE Connection reached out to Duane for his thoughts on receiving this prestigious recognition.
I am honoured and grateful to be added to this amazing list of people. Thank you to the person who nominated me and the friends who wrote in support of my nomination to be one of My East Coast Experience’s Most Inspiring Immigrants of 2021. Thank you to the judging panel for including me on this distinguished list of accomplished individuals who actively choose to make the Maritimes their home.
I want to give a shoutout to Bermuda, my friends, family, and the elders who laid the foundation for me.
Thank you to my parents for having high expectations of me in every aspect of life – making sure that my school uniform was always ironed and clean, encouraging me to pursue further education, keeping my brother and me busy with extra curricular activities like music sports and martial arts – but most of all making sure that through it all we became good people.
I also want to thank my wife Natasha for being there from day one of my business journey and supporting me when I need an extra push despite having a busy career of her own.
Thank you to my kids, Ava and Ella, for being my biggest inspiration. They are both a lot like me in their own unique ways and so much more talented at everything they do than I was at their ages. They remind me to keep pushing so I can give them the leg up that my parents were able to give me. I hope that by seeing their dad get acknowledged for this will inspire them as much as they inspire me.
“I took a walk in the woods and came out taller than the trees.”
Henry David Thoreau
The Center for Graduate and Executive Education is pleased to welcome William Lampard to our team. William is a 2nd year student in Dalhousie’s Bachelor of Commerce program. William hales from Pennsylvania and has an interesting and diverse career background. He was a swim instructor/camp counsellor in Toronto, an assistant in an oral surgery office in Pennsylvania and volunteered as a coach for a junior varsity swim team. William brings a strong work ethic, enthusiasm and drive to his new position. We hope that he will gain valuable experience in a service orientated academic setting. William will be responsible for assisting with marketing and recruitment activities as well as a special program related to research and projects.
It is a difficult time for student to find work placements in the current environments. We are glad we are able to hire a co-op student this winter. If anyone is interested in finding out more about how your organization can tap into talent, we encourage you to contact Dalhousie Management Career Services via e-mail firstname.lastname@example.org to find out more.
Michelle Hunter (She/Her)
Centre for Executive and Graduate Education
Dalhousie University, Faculty of Management
“At some point in life the world’s beauty becomes enough. You don’t need to photograph, paint, or even remember it. It is enough.”
“Diversity is being invited to the party and inclusion is being invited to dance.” Fiona Kirkpatrick-Parsons, National Advisor / kānīkānīt, Deloitte Indigenous
“When we talk about diversity and inclusion, I like to sum it up by saying actions speak louder than words.” Rodney Small, Executive Director, One North End
On January 28, 2021, Michelle Hunter, sat down at her desk with a cup of tea and logged into the Promise of Diversity in Management session hosted by the Faculty of Management Dean, Kim Brooks. Michelle shares her thoughts on the importance of this panel discussion.
“How many diverse individuals do you have working for you, if it is below 50% than there should be a shift.” Angie Gillis, Associate Executive Director, The Confederacy of Mainland Mi’kmaq
I quickly discovered that The Promise of Diversity in Management panel discussion was not a session that you could simply have on in the background while picking away at other tasks. The conversation spoke to a deep desire and commitment to create inclusive communities where all voices participated.
Dean Kim Brooks was joined by leading members of our business community in an interactive online conversation about the vital issues of diversity, equality, and inclusiveness in business and beyond. Panelists included:
Fiona Kirkpatrick Parsons, National Advisor kā-nīkānīt, Deloitte Indigenous
Matthew Martel (BMgmt’14), Chief Operating Officer, Black Business Initiative
Rodney Small (BMgmt’15), Acting Director, One North End Community Economic Development Society
Angeline Gillis (BA’05, LLB’09), Associate Executive Director, The Confederacy of Mainland Mi’kmaq and Dalhousie Board of Governors.
The conversations, reflections, and advice challenges viewers to explore new ways of connecting and collaborating. There is strength in diversity that allows us to seek solutions that benefit all members of an organization.
The panelists generously shared their life experiences. Their stories were heartening and demonstrated that progress is being made and that we are taking a critical step towards inclusivity. The rapport amongst the panelists invited viewers to engage and be a part of the conversation. I want to thank Dean Brooks and the stellar panelists for a profound and thought-provoking discussion.
“Often times we see organizations start either where it’s easy or most manageable but really, I think a promise for diversity in management has to be at the board level, has to be at the front lines, has to be mid managers.” Matthew Martell, CDO, Black Business Initiative
We encourage you to watch the full panel of leading members in our business community converse about the vital issues of diversity, equality, and inclusiveness in business and beyond, moderated by Faculty of Management Dean Kim Brooks on Dalhousie Faculty of Management YouTube Channel. Special thanks to Lori Bauld, Alumni Officer, Dalhousie Faculty of Management, who supplied the quotes and a brief description.
“It is not by muscle, speed, or physical dexterity that great things are achieved, but by reflection, force of character, and judgment.”
Marcus Tullius Cicero
Republished from Dal News October 15, 2020
This article is part of a series focusing on the fall grads of the Dalhousie Class of 2020. Visit our Class of 2020 virtual space to share in the excitement with our newest graduates.
For Ayşe Dai-Gammon, finishing her last three MBA courses entirely online during the pandemic lockdown offered an opportunity to build special connections. “COVID-19 made students and instructors more aware of each other’s life challenges,” she says. “Doing an MBA is a brave undertaking for working professionals at the best of times. COVID-19 took it to another level.”
“Many of my classmates had to support their kids’ homeschooling while trying to balance their work and MBA courses. I have deep respect and appreciation for my classmates and instructors for their resilience, adaptability and resourcefulness.”
It also highlighted what Dai-Gammon calls “bringing those sweet moments of life to our online coursework and video calls: newborn babies, family members, pets. It’s a very intimate experience and you establish deep relationships with classmates.”
Dai-Gammon graduates in October; in 2015 she was one of the first students to enroll in Dalhousie’s blended in-person/online MBA program with leadership specialization offered through the Centre for Executive & Graduate Education (CEGE).
“This program leverages the co-creative learning model, combining theory, award-winning professors’ expertise, and the diverse professional backgrounds of the students—all accomplished mid-career professionals. It really enriches and maximizes the learning experience.”
Helping employers and students connect
Since 2011, Dai-Gammon has been the employer development manager with Management Career Services in Dal’s Faculty of Management. She supports employers’ campus recruitment strategies and recent grad and co-op student recruitment needs. She is also the force behind the Dalhousie MBA Network on LinkedIn, created recently to help current students and alumni connect with and support each other. The private group already has more than 60 participants.
Dai-Gammon was born and raised in Turkey, graduated from Istanbul University School of Law, and had established a career as a corporate lawyer specializing in foreign investments before immigrating to Canada. She leverages her corporate experience to help businesses and organizations connect with Dalhousie’s impressive pool of talent.
Although she had always wanted to pursue a master’s degree, “I was really waiting for this degree, especially the leadership stream,” explains Dai-Gammon. “It goes beyond the traditional MBA course curriculum, challenging people’s paradigms and introducing complexity theory into strategic management. The program provides a solid foundation for personal and organizational boundary spanning, value creation and growth.”
“The program also challenges conventional ideas of leadership that glorify heroic and charismatic leaders. We had a lot of heated discussions because there are as many leadership styles as personalities! I believe there’s a leader in each of us, and you can evoke and motivate that leader that lives in every employee and citizen to make a difference.”
Flexible learning a plus
Although being a Dal employee was an important consideration in choosing the program, it wasn’t the only reason Dai-Gammon chose Dalhousie. The high academic standards, as well as the flexible learning model, were key. “Who has the luxury of taking two years off if you’re a mid-career professional with family responsibilities? The program is designed for busy working professionals so you can ‘earn as you learn and pay as you go.’ One of the advantages is not having a big tuition payment up front. You pay for the courses you’re taking and don’t need to quit your job to get an MBA.”
Wrapping up her degree as COVID-19 hit also gave Dai-Gammon a deep appreciation for Dal’s two decades of established expertise in online and blended learning. “The program was well positioned to make the necessary adjustments quickly without sacrificing educational quality. It didn’t have to happen overnight because the pieces were already in place.”
Dai-Gammon credits her MBA experience with giving her a new appreciation for quiet leadership. “We all have the opportunity to make a difference as who we are, where we are, right now. We don’t need to fit into a popularized leadership mould. In our quiet ways, we can initiate ripples for incremental change and progress that can lead to significant waves of transformation. This is a refreshing and powerful approach to leadership that energizes people to become progress-makers for organizational and social transformation.”
“If you ask me what I came to do in this world, I, an artist, will answer you: I am here to live out loud.”
“Change management in the workplace is the leading factor in supporting people through adoption and engagement while change occurs and is undertaken. Change management is a set of steps that are followed on a particular project or initiative. It really is a three-pronged approach: people need to understand the change, buy into the change, and then have the change reinforced to actually change behaviour.”
Maria Artuso MBA(FS) 2015, Community Manager at RBC Royal Bank
Managing through change has become the new norm. As a leader, it is important to understand a number of parameters, including why change is occurring at such an extreme pace, how individuals feel about the change and how they cope with the change. Change at this point is inevitable. Gone are the days where we reminisce about how things were done years ago. Some individuals thrive in an agile environment, where change can be viewed as exhilarating and super exciting, and personally challenging. Others struggle with the reality that the constant is change, not being able to stay put, and always needing to reinvent themselves and learn new things.
I have been working in the financial services industry for the past 21 years, and have had the privilege of working with leaders who have been phenomenal in terms of working through change, and being respectful of how people will adapt, endure, and overcome the constant of change. When I first started in the industry, I was in my late teens and found it very interesting how some colleagues would say “this is the way we do it here”; “we’ve done it like this for years”; “if it’s not broke don’t fix it”. I remember being taken aback at how it felt to be working within an inflexible and policy-stricken working environment.
In school and at home, my generation was encouraged to “shoot for the stars”; “you can be whatever you put your mind to”; “don’t ever settle for second best”. What I was learning in school and experiencing at work was quite different. What I did not realize or really endorse at the time was that while change management is not an easy philosophy, it is a critical component of organizational transformation. How employees respond to change, let alone, how they overcome this new norm, is vitally important to the viability and sustainability of an organization’s success. Both the leader and employee play extremely important roles.
As I continued to work in the banking industry, and furthered my education, it became clearer to me that how people felt within the working world was very different than in the educational system. I began to think about how great the workplace could be and would be if we continued to push the envelope, consider everyone’s thoughts and opinions vs. just those of the loudest contributors. We could never rest on our laurels.
Change management in the workplace is the leading factor in supporting people through adoption and engagement while change occurs and is undertaken. Change management is a set of steps that are followed on a particular project or initiative. It really is a three-pronged approach: people need to understand the change, buy into the change, and then have the change reinforced to change behaviour. Change management matters. It needs to occur one person at a time. Change can be very costly if managed improperly. The good news is that effective management of change increases success overall.
As a new leader, I learned about ADKAR, a model used to understand how people process change: Awareness of the need for change, Desire to participate in and support the change, Knowledge on how to change, Ability to implement required skills and behaviours, and Reinforcement to sustain the change. The truth is, leading employees through organizational change, whether big or small, requires empathy, trust, care, and a growth mindset in order to move forward. Organizations cannot change their culture unless individual employees change their behavior—and changing behavior is not easy; it is actually hard.
Sometimes a leader’s admission of vulnerability helps others recognize and address their ability to process change. You cannot force people to change – you can only help them want to. It is so important for people to understand the why behind the change, the impact it will have on them, and what’s important them. It is vital to acknowledge that there are opportunities for individuals to provide input and feedback. This will empower individuals to buy-in and feel good about their contribution to the change. In so doing, leaders generate a winning culture by engaging and exciting the people responsible for delivering change. It is important to celebrate successes and quick wins and generously and publicly acknowledge those who demonstrate the leadership behaviours that make a strategy succeed. Asking team members to share their experiences will encourage the growth mindset required to ensure that change continues to take place at a pace that is commendable in our organizations.
I truly believe that the behaviours of change of management will allow us to never be stuck in old ways. Instead, it will create a flexible and agile collaborative team capable of pivoting in a timely manner, generating the environment where great things will happen because we allowed ourselves to try something new.
Maria Artuso MBA(FS) 2015, Community Manager at RBC Royal Bank, was recently named one of Ottawa’s Top 40 under 40 business professionals. A successful, highly motivated business leader with a track record of success in the fields of operational effectiveness, retail banking, commercial banking, and leadership, Maria is dedicated to giving back to her community, believing that her volunteerism enhances her job performance and life experiences. Maria has graciously agreed to be a repeat contributor on CEGE Connection.
From the CEGE Connection Archives first Published May 5, 2020