Life-Long Learning

Michael Ford: Learn, Adapt, Change

October 3, 2017 rbudd 1 Comment

Michael Ford, Scotiabank Change Management Lead, Branch Transformation Implementation

Michael Ford MBA(FS), Scotiabank Change Management Lead, Branch Transformation Implementation, graduated in 2010. In a recent virtual interview with CFAME Connection, Michael Ford joined the discussion on life-long learning.

Michael Ford:

Choosing to pursue and MBA(FS) was by far the smartest educational and professional choice I have ever made. What I learned and the activity of learning, has shaped the way I adapt and engage.

Integrating life-long learning presented balance and scheduling challenges, however with the amazing support of my spouse and three young children who were then ages 14, 13 and 9, my academic journey was memorable and life-changing. During my MBA studies, I continued coaching my children in sports and remained involved in community activities, which included running a winter ice rink that needed flooding every evening in the winter. I have fond recollections of sitting in my truck, reading about accounting and statistics while waiting for the ice to freeze up for a second flooding. There were many nights of falling asleep on the couch while reading, waking up with a textbook in my lap; even more common, an espresso every night to extend my study time a bit more.

My son, who recently embarked on an MBA asked me how I had found time to study. My answer was simply you just find a way. The same can be applied to thriving and growing within a dynamic work environment. Be adaptable, think and plan ahead, and challenge yourself every day. Ask lots of question and listen well to truly understand. Make friends and connections, not because it looks good on a LinkedIn profile, but because surrounding yourself with great people is rewarding. Collaboration offers invaluable learning opportunities.

I agree with Rick Nason that “Emergence can be either intimidating or inspiring to the manager.” Our role, as current and future leaders, should include a commitment to lifelong learning so we are inspired by it, and we find ways to inspire others. Being able to embrace “weird…unpredictable…uncontrollable” experiences, to find new and creative ways to enhance and adapt businesses for long term success, is a key differentiator for any successful team. I am inspired by Rick’s book, “It’s Not Complicated, The Art and Science of Complexity in Business.” Rick describes “emergence” as a paradigm shift and learning is key to help us embrace it, be enlightened by it, and lead our own development, imagining what it might look like, nudging it along the way.

So, what comes next? Convincing senior leaders to envision and create an environment where it’s safe to abandon frameworks. Imagining how emergence will create transformative outcomes will set in motion a self-perpetuating cycle of unpredictable success. Sounds like a great deal of complexity…it’s not complicated…and that’s exciting.

I could not have imagined, as a graduate of the class of 2010, how differently I would feel and act as a result of the remarkable professors and students I had a chance to meet during my MBA journey. Even now, the connections, social interactions and experiences of those years continue to influence me, personally and professionally.

My next challenge may be another master’s degree in education. I had the privilege of teaching a course at Seneca College in the School of Accounting and Financial Services and absolutely loved the opportunity.

The future is bright; I cannot wait to experience what’s next as I continue to embrace the emergence.

The Influence of Life-Long Learning

September 26, 2017 rbudd Leave a Comment

6100 University Avenue

Rick Nason in “It’s Not Complicated: The Art and Science of Complexity in Business” contends that in a modern business context, complexity appears in many places: cyber security, financial markets, economic turmoil, demographic shifts, social media activity, politics and marketing. Complexity is also present in the daily activities of managers as they manage their teams, their clients and even themselves. It is essential that we explore life-long learning to progress in our personal lives and career pathways.(Excerpt taken from It’s Not Complicated – The Art and Science of Complexity in Business Page Preface xi))

How does life-long learning influence our participation within an ever-changing, mercurial global world?

This question was given to CFAME Connection contributors: Shauna Wakeman and Rick Nason.

Blog Coordinator’s note: CFAME Connection is currently searching for ways to bring podcasts and video panel discussions to our blog. In the interim, please join the dialogue by adding your comments. We would love to hear from readers.

Shauna Wakeman:

Life-long learning has been a defining influence and, in many instances, has changed the trajectory of my personal and career objectives.

During my MBA studies, I found myself even more intrigued to branch out, learn more and apply my new skills. I accepted a new position as a senior consultant that required travelling away from home five days a week, venturing to new cities far from home each quarter. I would hop a plane and come to a new destination, on my own, renting a car and travelling through an unfamiliar area. These trips presented opportunities to meet and work with a new group of people. I found that my MBA learnings complemented my role as a teacher and mentor. I enjoyed sharing knowledge to help people who, in turn, increased their individual capacities.

Each quarter, when I shifted my attention to a new location, I would also begin a new course in my learning journey which would open my eyes to a new area of knowledge and a new approach at work.

Rick Nason:

Shauna describes the concept of the Renaissance person, a vital element required to cope within an increasingly connected world that is becoming more complex. The need for individuals whose knowledge and interests range across a variety of fields and disciplines is greater than ever.

Successful organization will be those that develop a Renaissance mindset. Organizations must actively promote diversity, not only of culture but also of mindsets, if they are to compete successfully in a complex environment. They must proactively train people in different knowledge and skills sets. They must recruit from a diversity of background and from different fields of knowledge. They must work to cross-train managers more than they are currently doing. The challenge of management lies in allowing diversity to function – tolerating and even welcoming differences; it is the only way that an organization can grow and learn.(Excerpt taken from It’s Not Complicated – The Art and Science of Complexity in Business Pages page 110)

Shauna Wakeman:

I agree with Rick that engaging within a learning environment offers opportunities and fresh perspectives on how to participate within complexity. My educational journey expanded my travels and networks both personally and professionally.

During my MBA, I traveled each semester to a new city to take part in the intensives: Vancouver, Calgary, Toronto, Halifax. My Toronto intensive was the first time I had ever been to Ontario. (I lived in B.C.) In the final year of my MBA journey, I packed up and moved my entire family across the country from B.C. to Ontario to begin a new chapter in my life and take on a new challenge in my career as a District Manager. This type of move is something we would never have dreamed of or even entertained before beginning my MBA. The relocation has brought great changes and possibilities to my family, for which we are all thankful.

Rick Nason:

Shauna’s experiences confirm that working within complexity can be fun. Indeed, successful managers will learn to have fun with complexity.

Complex systems cannot be mastered. They are a continually evolving and emerging portfolio of activities. This implies that the manager’s style needs to be continually evolving as well. Complexity is a reality. It is a fact. It is not a fad, and it is not going to go away. It is not going to diminish in importance; it is only going to grow in importance. (Excerpt taken from It’s Not Complicated – The Art and Science of Complexity in Business Pages page 115)

Shauna Wakeman:

I agree with Rick that we must be willing to continually evolve. I feel like there is no limit to where we can go or what we can do if we take that next step to try something new. This spirit has been passed down to my two sons, ages 10 and 12, who have learned from watching my transformation. They attend university education camps in the summer (even though they are both still in elementary school), and do not feel tied down to one city or one field of knowledge. I am happy knowing that they feel they can chase any dream. I look forward to watching them learn and grow following those ambitions.

Shauna Wakeman: Thriving Within Complexity

September 19, 2017 rbudd 2 Comments

Shauna Wakeman MBA(FS) 2016

Shauna Wakeman MBA(FS)2016, General Manager at CIBC, recognizes the extraordinary potential of emergence, as discussed in Rick Nason’s book “It’s Not Complicated – The Art and Science of Complexity in Business.” Rick Nason argues that while emergence cannot be directly managed or predicted, it can be imagined and be put into place by an enlightened manager.

Shauna imagined possibilities and worked within a complex environment to achieve remarkable results, personally and professionally.

Shauna knew she would embark on an MBA journey. She prepared by searching for opportunities that would yield invaluable insight and diversity of experience.

I dedicated four years to my MBA(FS) studies, Shauna wrote in a recent e-mail to CFAME Connection. Those years were probably the most interesting and exciting years of my professional life. I tripled up raising a family, working full time, and furthering my education.

I believe that always knowing that I would one day take on the challenge of an MBA, influenced my decisions long before I started. I found myself accepting additional projects and responsibilities to expand my knowledge. I looked for opportunities to embrace new challenges.

Planning and timing were critical in taking my education to the next level. Balance between family, work and studies was essential. I waited for my youngest to be old enough to start school before I applied to Dalhousie’s CFAME MBA(FS) program. In the interim, I enrolled in courses via the CSI learning path to earn MBA credits before I formally started. I obtained FMA and CIM designations along the way.

The MBA program increased the interactions between studies and my career path. With each new course, I found ways in which to connect my learnings to my “on the job” activities. Marketing encouraged me to explore my own company on a deeper level. Information Technology Systems instilled a greater understanding of the digital movement. The capstone course, Strategic Leadership and Change, presented a high-level overview that brought the learnings together.

I found each course tied into my career in a new, engaging way; and I used those learnings to apply my knowledge in how I did my job and how I taught others.

As a graduate, I continue to expand my knowledge, network, and the geographic footprint of where I live, work, and play. I feel there is no limit to where we can go or what we can do as long as we take that next step to try something new.

Rick Nason: Embracing the Emergence

September 12, 2017 rbudd 1 Comment

Rick Nason – Embracing the Emergence

A few weeks ago, on my short visit to Halifax, Rick Nason hand-delivered “It’s Not Complicated, The Art and Science of Complexity in Business.” Inside, there is a singular message with this challenge:

“Rebecca – Never stop embracing the emergence. Rick”

The Oxford dictionary defines emergence as “the process of coming into view or becoming exposed after being concealed.” It comes from Medieval Latin: emergentia which signifies “bring to light.”

Over coffee which stretched across a morning, Rick shared how emergence is a paradigm-shifting way of thinking within a world that thrives on complexity.

Rick Nason:

Emergence arises out of connections and social interactions. These social interactions could be internal to the organization, or external, between the organization and its industry or even between the organization and the larger economy. Emergence itself cannot be directly managed or predicted, but it can be imagined, and the catalysts to allow emergence can be put into place by an enlightened manager.

Emergence can be either intimidating or inspiring to the manager. It behaves in weird and unpredictable – as well as uncontrollable – ways. Emergence cannot be controlled, but perhaps it can be nudged. Being aware of emergence and being willing to work with emergence rather than fight it are key. However, doing so requires managers to be sensitive to the broader context of business operations and willing to abandon rigid frameworks and strategies that do not allow for the company to quickly change course. (Excerpt taken from It’s Not Complicated – The Art and Science of Complexity in Business Pages 112 & 113)

When we said our goodbyes, Rick agreed to engage in a CFAME Connection dialogue that explores how life-long learning positions us to recognize and exploit the advantages emergence offers.

Stay tuned! We invite you to share your insights in this upcoming dialogue.

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