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Yvonne Thevenot: Leaders – Feedback Might Last a Lifetime

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Yvonne Thevenot MBA(FS) Class of 1999

You laugh too loud. You smile too much. You need to wear makeup.

This is real feedback I received at different times in my career. Each was genuine, framed in behavioural change, and carried business rationale. As a career oriented young adult, I adapted.

You laugh too loud – it was “startling” and impacted customers. I was offered professional help. I conceded that now being aware, I would keep it in check – thank you for telling me.

You smile too much – apparently my smile made me appear flighty and insincere. This woman-to-woman feedback was offered …anonymously… via 360 feedback exercise. As I debriefed the feedback I learned the source and thus how I knew it was another woman – thank you for telling me.

You need to wear makeup. This led to a corporate paid professional coach who also guided me to “act like a woman, think like a man, work like a dog”. I was truly appreciative of the investment and feedback especially if this was going to hold me back from a corporate career – thank you for telling me.

Maybe, the world is starting to change? For reflection: leaders – feedback might last a lifetime; young people – feedback, regardless how hurtful and inappropriate it might be, can still have grains of value.

Yvonne Thevenot

Change Management | Mentoring | Strategy Development & Implementation

#saturdaymorningmusings #feedback #leadershiplesson

Alana Riley: Staying Connected in a Disconnected World

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Alana Riley MBA(FS) 2017

Ironically, at the start of the 2020 business planning year, my plan title was 20/20 VISION. I think no one could have predicted that the world would be this flipped upside down in less than 9 months. Simple social norms and customs- now a complete social faux pas. Will people ever hold the door open for each other again when no one wants to touch the handle!

Remember when we jammed into elevators, holding the door to squeeze one more person in like sardines?  Now we follow arrows, look down at which box to stand in and are encouraged to be anti- social. Where does anyone meet any new connections these days? The power of human contact has a deep and impactful meaning for our emotional well being, sense of belonging and purpose and of course can impact our business success.

One of the unique aspects of the Master programs offered through Dalhousie’s Centre for Executive and Graduate Education is that it was fully functional online long before the pandemic. My journey through the MBA Blended with Financial Services was enhanced by the meaningful relationships that were formed with the current students, professors, and alumni, most of which were originally initiated online. In fact, our network continued to grow post graduation- an underground alumnus if you will!

Last year, I attended a Calgary Dalhousie Lobster Fest (who would miss fresh Atlantic lobsters) hosted by alumni representatives and had the opportunity to meet Joseph Macdonald. Joseph, MBA’91, has been championing the Dal community in the West for decades! With his encouragement, I committed to volunteering in the Dal Circle, formalizing some of our activities together and most recently was appointed as Alumni Ambassador for Calgary. I look forward to connecting and building our community. Now, more than ever, the power of connection builds resilience and courage.

Welcome to 2021, a fresh year of exciting possibilities and opportunities. Whether you are deep into your online studies, working from home or in need of personal connections, join me in bringing powerful connections together in this disconnected world.

 

John Waldron: The Globe & Mail Partners with Learnedly

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“Continuing education should not be a burden of industry. It should be a simple inventory of professionals being professional. This partnership brings us one step closer to that goal.”

John Waldron, MBA (FS) Class of 2008

John Waldron, MBA (FS) Class of ‘08

Exciting news: The Globe & Mail Partners with Learnedly.

CEGE Connection reached out to John Waldron, MBA(FS) Class of 2008 to discuss his ongoing vision of supporting continuing education for Canadian financial professionals.

John Waldron:

Canadian financial professionals today are very educated, with many holding multiple financial designations and maintaining dual licenses with securities and insurance regulators. But those designations and licenses have ongoing continuing education (CE) requirements, which can be very time consuming and very expensive.

Annual CE requirements can range between 12 and 40 hours for one license or designation. And with very little integration between them, some industry professionals face upwards of 100 credit hours, or more, of continuing education requirements every year.

In reality, most of us spend far more than 100 hours every year educating ourselves, but in a very informal way – which means it doesn’t satisfy industry CE requirements. We search for answers to questions, research problems, stay current with rule and regulatory changes, and read information that helps us to grow, personally and professionally.

Learnedly’s partnership with The Globe and Mail was about creating a way to formally recognize informal learning. We reviewed hundreds of articles and curated them into courses accredited for continuing education, allowing financial professionals to engage with Globe content and satisfy industry requirements at the same time.

Ten curated courses are now available to Globe Advisor users and Learnedly subscribers, with more on the way. Each course focuses on relevant and meaningful topics that matter to Canadian financial professionals.

Continuing education should not be a burden of industry. It should be a simple inventory of professionals being professional. This partnership brings us one step closer to that goal.

For more information we invite you to link on Globe Advisor CE Centre.

John is a repeat contributor on CEGE Connection. We invite you to read John’s posts on CEGE Connection.

 

 

 

Yvonne Thevenot: Leaders, just say “yes”, ok?

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Yvonne Thevenot MBA(FS) Class of 1999

Let’s face it. People are tired. In many communities across Canada we have had a week of added restrictions, and the holiday season we were allowing ourselves to believe might be a version of “normal” slipping from sight.

One very real challenge with change leadership is that the silence of resignation, and the flat responses of apathy, can be mistaken for change adoption. This is particularly valid when we are interacting primarily through channels that do not provide the full context that “the whites of their eyes” might provide.

So, this week’s homework, leaders, is to just say yes. Not “yes but”, not “maybe just give me three alternatives and a recommendation”, just “yes”. There is nothing more energizing in a workplace than the support that comes from a calm and confident “yes”. And if you are really feeling the moment “Yes, what a great idea”, “Yes, how can I help?”, “Yes, and what else have you been thinking about?”. For the elite players out there, ready to level up, try it at home too!

I just can’t wait to hear your stories of discovery and adventure that arise from just saying “yes”. ‘

 

#saturdaymorningmusings #leadership #storytelling #justsayyes #changefatigue #resilienceatwork #success #unleashthepotential

Dr. Carolan McLarney: Value in the Virtual

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Dr. Carolan McLarney
Professor
Faculty of Management
Dalhousie University

I was recently interviewed for a Dal Magazine article about moving my undergraduate course to a virtual environment.  At the time, I was reflecting about the beginnings of the MBA (Financial Services) Program.  I started teaching in the program in 1999 and at the time there was no such thing as BrightSpace. We did not have webpages where students could post questions or comments.  We did not have course videos.  We had lesson notes, but they were in paper form only. Students would fax in their assignments.   We had a “discussion space” kind of thing, where students could post questions to me and I could post them back, but it was really no more than a Listserv.

I think of where we are today with completely virtual classes within the MBA (Financial Services/ Leadership) Program.  We have remarkable technology that we use now in terms of videos and quizzes and interactive tools .  My ability to successfully move COMM 1010 (Business in A Global Context), my first year undergraduate class to an online environment was due to the fact that I had spent 20 plus years teaching in the MBA (FS/L) Program.

There is so much that has changed in those 20 years, but not the nature of the students.  Our students are adaptable, flexible, and smart.   They know how to use technology and they know how to use it to their advantage.   I hope you enjoy the article as it gives me hope.  When I think about our undergraduate and our graduate students, I know they will thrive and grow in any environment in which they find themselves.  My hope is that if we can excel at teaching online it will open us up to even greater possibilities and greater opportunities for all our programs

Excerpt from the DALMAGAZINE:  Shifting Gears

How can we best prime students for life as business professionals? That’s the underlying objective in Carolan McLarney’s Business in a Global Context course, a large first-year class aimed at undergraduate students interested in business.

While the answer to the question naturally shifts from year to year as the world itself changes, 2020 brought about a more dramatic upheaval than most as the pandemic battered economies and reshaped the way business is done. Remote work became the norm for many businesses and organizations, a trend that seems to have stuck is some cases even after restrictions loosened and a way of working that could become the new normal in the event of future outbreaks.

Dr. McLarney says her course this fall provides an opportunity for students to hone their digital savvy to meet the needs of this new era, given that—like most other courses at Dal—it’s being taught entirely online. “If anybody can work anywhere in the world now, then if you are exceptionally good at doing remote work, the possibilities for you as an employee are endless,” says Dr. McLarney. “That’s what we’ll be trying to teach them.”

Adapting a course for hundreds of students, including a large contingent of international students positioned in different countries and time zones, was no small feat. Dr. McLarney made a point of incorporating both synchronous (happening at a specific time) and asynchronous (can be accessed anytime) elements into the course to allow students flexibility. She holds two live synchronous lectures each Thursday, which are then made available as recordings. Students are divided into smaller groups for tutorials, which this year are pre-recorded and available each Friday. And rather than office hours, students book individual appointments.

“I think in a way this move to online is going to make us much better for every student,” she says. “I speak very quickly, and for students whose first language isn’t English, I think it can be a little overwhelming. So, wouldn’t it be great if you could just go back a few frames or go forward or pause and make some notes? This will probably make my course much more accessible.”

What won’t change are expectations of students. They’ll still be required to give presentations, do group work, take part in a business simulation, present themselves professionally, and complete assignments on time—only now, they’ll do so virtually. Even an annual networking event that’s organized in partnership with Dal’s Management Career Services is moving online, with students being offered opportunities to drop into different rooms and meet representatives from various companies.

If this fall is done well across the university, Dr. McLarney says, it could reveal a major opportunity to grow Dal’s student population and equalize education. “If we get very good at this, then we can reach parts of the world and portions of the population who don’t have access to education,” she says. “Wouldn’t that be just remarkable?”

Ada Choy: Competing Differently – Her Blue Ocean Strategy

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Ada Choy MBA(FS) Class of 2020 (Photo Provided)

Ada Choy, Head of Asia Wealth Business Implementation at HSBC, crossed the virtual state to receive her MBA(FS) in October 2020. CEGE Connection reached out to Ada to discuss her thoughts as she takes on new challenges and opportunities.

Ada Choy

Thinking back in 2014, with the aim to compete with others in my organization, I enrolled in the Dalhousie MBA FS program.

Throughout my MBA journey, there were many surprises that added depth and breadth to my learning experience. I discovered new knowledge that I could apply at work immediately.  Insights from my professors as well as the interactions and different perspectives of my classmates, contributed to adding dimensions in my outlook and personal goals.  I thought differently, more strategically in the ways of working and collaborating. In addition to that, my academic journey helped me to compete differently in my organization, moving to more advanced roles, year after year.

However, I must admit there were tough times, jiggling between work, time zone differences, and family life. To exacerbate the situation, I had to take a year off due to a health problem. There were times when I really wanted to give up. Despite all the challenges, the warmest care from the remarkable CEGE staff, professors, classmates, the online capability, and the flexibility of the Dalhousie MBA(FS) program provided the best fit to my situation, all of which inspired me to complete my graduate degree.

I want to take this opportunity to thank all the CEGE staff, especially Sarah, Michelle, Rebecca, and Professor McLarney for all your care and support during the toughest time of my life! Also, to all my lovely classmates, it has been wonderful meeting all of you. Thank you for accommodating my time zone in all the group works. My deepest and sincere thanks to all!

What’s Next?

My Next Blue Ocean Strategy is to discover more about wine.  There is a saying that the essential guide to wine is “Think, Taste, Drink & Feel, how we explore undiscovered treasures, enjoy great food and wine, and experience the wine lifestyle.” Wine and the MBA are two separate things, but to me, it is a perfect match that will open my mind even more!

I wish all of you every success in your future endeavours. Please keep in touch! Congratulations again to all the 2020 Dal Graduates!

Ada Choy
November 2020

Editor’s Note: CEGE Connection is thrilled that Ada Choy has agreed to be a repeat contributor on CEGE Connection.

Golnaz Zilabi: 2020 Opportunities, Innovative Thinking, Building Resilience

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“The MBA(FS) had a remarkable impact on my career advancement. Alongside higher education and knowledge, the years within this MBA program provided new skills, superior perspective and personal reputation through an accredited graduate degree. I have been privileged to interact with high-level professionals and senior leaders through my organization. Most importantly, I gained access to an extensive alumni network with my colleagues through Dalhousie University.

Golnaz Zilabi, MBA(FS) Class of 2019

Golnaz Zilabi, MBA(FS) Class of 2019

 

Golnaz Zilabi, Portfolio Analyst at RBC Wealth Management Private Banking, was a member of IRIS Cameras,  International Business class team that finished 1st place in the GLO-BUS simulation exercise conducted during IB Winter 2018.  Graduating in the Class of 2019, Golnaz discussed her thoughts on accepting the challenge of a robust academic journey and how her studies influenced her personal and career goals.

In a recent interview with CEGE Connection, Golnaz  has come back to share, one year later, how the MBA(FS) influenced her journey since crossing the stage to receive her degree in 2019.

Golnaz Zilabi

My reasons for pursing MBA studies were both personal and work-related goals.

The academic content within the MBA(FS) was aligned to my career in Portfolio Management.  As a seasoned Portfolio Analyst, I recognized that my current platform was responsive, but with the competitive nature of the financial industry and evolving technological advancements, I needed to be proactive within a rapidly changing environment.   Over this past year, my focus within my organization, was on increasing agility, specifically in the area of financial project management. My reading in the area of risk management books and articles relating to qualitative risk techniques has been extensive, enabling me tackling strategic plans and new initiatives. In a volatile world, responding and adapting to fluctuations and uncertainties is a strategic imperative to thrive within this dynamic milieu.

My MBA(FS) years reminded me that I needed to embrace creativity to achieve balance and personal well-being.  I have enjoyed exploring this area of endeavour.  I began with choosing simple steps to expand my comfort zone and overcome my tentative reservations such as aspiration and presentation skills. With each step, I found that the variety of new projects and ideas that I examined, such as interior designing, propelled my creativity forward.

Travelling with my family has always been very important to me. Our world has a lot of amazing places to visit and learning about new locations and sightseeing is a way of including creativity in my family’s life.

I am committed to giving back to my community.  I enjoy volunteering at my children’s schools, especially accompany their classes on field trips. Getting involved is a great way to show my children that I am taking an interest in their education. I want them to know that learning is an invaluable gift, one that will continue to impact on their lives as they move forward in their education.

The MBA(FS) had a remarkable impact on my career advancement. Alongside higher education and knowledge, the years within this MBA program provided new skills, superior perspective and personal reputation through an accredited graduate degree. I have been privileged to interact with high-level professionals and senior leaders through my organization. Most importantly, I gained access to an extensive alumni network with my colleagues through Dalhousie University.

Editor’s Note: From CEGE Connection Archives. Original Article published June 16, 2020

M.E. Osborne: Battlefield to Boardroom – Consistent Traits of a Good Leader

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“Failure is one of the greatest experiences you can have.  As leaders in any organization, you need to accept that all your decisions will have some kind of risk.  There is a balance in finding the potential corporate risk and opportunity risk to garner success.  Failure with acceptable risk should not be feared or punished and should be encouraged to promote growth.” 

M.E. “Ozzy” Osborne MBA(FS) Class of 2019

M.E. “Ozzy” Osborne CD, MBA(FS) Class of 2019
Captain, Deputy Comptroller
Formation Europe
Canadian Forces

I did not have the opportunity to attend the convocation in October 2019, however, I did get to watch it streamed (though not with the best resolution) in the early hours of the morning.  As I watched people with whom I spent years within classes and intensives, I kept thinking; What was the most interesting memory of a class or intensive?  Of all the course intensives attended and with several amazing memories, I think Business 5103 – Management Skills Development (Leadership) with Dr. James Barker kept coming to mind.  During the intensive, there were several scenarios that were presented for discussion on how, as a supervisor, you would conduct yourself.  It was then I realized that with over two decades in the Canadian Military, I had a somewhat “unique” leadership style (which I may have vocalized).

Attending the various classes in the MBA(FS) program, I was able to see the different styles from different professors.  They ranged from academic to professional to cordial to sarcastic and a myriad in-between.   I was also able to see the methods in which others in the class viewed leadership and, in many cases, how it was applied though our group work.  I am fortunate in that the Canadian Military teaches leadership to all of its personnel prior to being permitted to lead at any level, which is defined as “the process of influencing others to accomplish the mission by providing purpose, direction, and motivation”.  I have noticed some constants (with anecdotes) in the best supervisors and leaders I have worked with:

Consistency (Get up and make your bed):  Seems a relatively simple idea starting first thing in the morning.  Everyday, get up at about same time and make your bed.  In order to lead, you must have a routine and methodology to apply to your day.  Secondly, to start the day you need to accomplish something, even if it is small and achievable.  Even with the worst day, you have still accomplished making your bed.  A leader will have realistic achievable goals.

Lead by Example (If you are not up before the sun it is a wasted day):  Always lead from the front.  To do that, it takes a longer day and commitment to succeed.  Always getting up before sunrise is not easy for people.  I enjoy waking up at 3:00am and walking my dogs, getting to the gym by 4:00am for a few hours and then to the office at 6:00am or 6:30am to start the day (defiantly not a schedule for everyone).  Many of my supervisors are in the office working when I arrive in the morning despite my personal morning routine.  I asked one of my supervisors why they were in so early and the answer was “If you work this early, I work this early.”  What was shocking was they did not need to be there at that hour and when my day ended, they would still be at their desk reviewing the day’s submissions, making corrections, etc. Always lead by example.

Small Success (do not fight the river):  Most of us work in large banks, organizations and companies.  That means we will not change the world or change how our organizations will do business.  Trying to make major changes will be difficult, if not near impossible, to cut through “red tape.”  So, concentrate on the small things to help.  Whether that is changing a small procedure to make life easier for your subordinates or helping a client/customer with something.  A leader’s ultimate goal should be to leave an organization better than when they arrive.

Time Management (1/3 to 2/3 rule):  One of the most interesting theories the military uses is the one-third / two-thirds planning rule.  This means that for any given planning or work-related project, a maximum of one-third of the total time is for you as the manager/reviewer/approver and the remainder of the time is for the team to work. The more time that can be provided to your team, the better.  If there is a time crunch, as the manager, it should be yours to absorb.  This way, the quality of the product is not compromised.  A leader provides time for the team to do the work well.

Ethics and Values are not easy (Shave with your eyes open):  This is the hardest thing for any leader to do.  Everyone knows the difference between right and wrong.  Can you make the decision when you are going to lose something with either decision?  The best supervisors I have known worry about doing what is right and not what is easy.  A leader can make hard decisions.

Adaptability (Plans do not survive first contact): We all pride ourselves in planning out a method to achieve team goals.  The reality is that any plans you make rarely last.  In essence. you only have a short time before you need to be able to assess, decide, and adapt to the new situations that will follow.  When this occurs, it is important to remain calm, think, adjust, and carry-on.  The ability to analyze and adjust for fluid situations is essential.  Leaders can adapt.

Accept Appropriate Risk – Failure is not Always Bad (Do not be 10 Ply): Failure is one of the greatest experiences you can have.  As leaders in any organization, you need to accept that all your decisions will have some kind of risk.  There is a balance in finding the potential corporate risk and opportunity risk to garner success.  Failure with acceptable risk should not be feared or punished and should be encouraged to promote growth.  When you fail, do not collapse or give up.  It is time to learn and improve. A leader accepts risk.

I recommend watching Admiral McRaven and Staff Sergeant Bellavia’s speeches on YouTube for some introspective thoughts on leadership and ethics.

M.E. “Ozzy” Osborne CD, MBA(FS) Class of 2019
Captain, Deputy Comptroller
Formation Europe
Canadian Forces

Carrie Morrison: My Journey to Find More

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“I have found the ‘more’ I had been looking for.  I found it with Epilepsy Canada.  In hindsight, I see that my personal quest and perseverance to obtain my MBA was to honour the memory of my little girl.  She was my inspiration and it is my soul-fulfilling honour to be able use my hard-earned MBA to help find a cure for epilepsy.”

Carrie Morrison MBA(FS) Class of 2018

Carrie Morrison MBA(FS) Class of 2018

At the end of my academic journey with Dal and my MBA goal achieved, many people asked, “what are you going to do with your degree?” To be honest, I always knew I wanted to do more… more than my role at the bank, which fulfills my need for professional growth, my ambition and pays my bills.  The problem was I did not know what “more” looked like or how it would manifest itself or materialize.

Currently, I work as the Chief of Staff for Enterprise Systems, Security and Solutions, TD Bank. I work closely with senior leaders to run, protect and transform the bank. This means we ensure stable and secure operations through technological solutions, enablement, advancements and innovations.  Sounds kind of fancy but in simplified terms, the team I work with delivers information and cyber security, enterprise technology and transformational programs and initiatives. It is a role, to be honest, which challenges me daily and provides me a new-found knowledge and insight beyond what I had imagined.  And yet, even though I feel engaged professionally, I acknowledged that I was ready for something outside my career path.

I determined that it was time to search for the “more” by exploring options and opportunities.  I asked myself some soul-searching questions: What could I do with my MBA? How could I leverage my education and degree for the greater good? Why had I persevered through years of school? What was it all for? I recognized that I was personally invested in school, but it was during this time of reflection and discovery that I came to find its true connection.

My MBA gave me a professional distinction which was recognized not only within my company and industry, but across the country and, in fact, world. Those three letters, MBA, are a universal acronym and symbol that tells people, ‘hey, that person knows a thing or two…’! My MBA gives me credibility – a credibility for which I am responsible to live up to and uphold, a credibility which is tangible and understandable inside and outside of a business context.

This credibility led me to consider opportunities which would have otherwise been out of immediate reach. Opportunities like: becoming an Exec at a fintech or startup, something new and exciting and almost entrepreneurial in spirit; possibly teaching, taking additional adult learning courses in order to inspire and instill knowledge in others, which I was fortunate to have had the opportunity to receive; and/or finally join a Board. Not just any board, a board which had salience for me. A board which fulfilled my soul and personal quest for “more”.

This was it!  Joining a Board would allow me to leverage my MBA for a good cause. My MBA was an allowance, giving me the permission to apply within this arena without having to have work for 25+years. It provided me credibility which is usually gained through years of service. Through my journey of self-discovery, which followed graduation and lasted about a year, I had finally figured out what “more” meant to me.

Before I started my MBA, my husband and I sadly lost a child, Carlee Dale, when she was an infant, to a rare epileptic disorder called Ohtahara Syndrome.  The experience of losing a child changed me forever and I hope no one will ever have to live with the lasting sorrow, like I do.  I persevered through some personally tragic, hard and dark times.  As time progressed, so has my healing. However, I continued to crave a challenge of perseverance.  The challenge gave me relief and solace. It gave me something on which to focus my energy, while providing a distraction.

Fast forward, having my MBA in hand, the only thing that made sense was to fight in Carlee Dale’s memory and for other people impacted by epilepsy. I applied to the Board for Epilepsy Canada and was welcomed to join the Board in September 2019. Epilepsy Canada is a Canadian charity which works to raise funds to fund research and find a cure for epilepsy.  Its funding is driven primarily by social media, individual events and sadly, estates. We are actively seeking corporate partnerships and alliances in order to strengthen and support our ability to fund important research initiatives to find a cure across Canada.

I have found the ‘more’ I had been looking for.  I found it with Epilepsy Canada.  In hindsight, I see that my personal quest and perseverance to obtain my MBA was to honour the memory of my little girl.  She was my inspiration and it is my soul-fulfilling honour to be able to use my hard-earned MBA to help find a cure for epilepsy.

 

Epilepsy Canada. – Canada’s only national, registered charity, dedicated to raising funds for Epilepsy research and education.

Founded in 1966.

Did you know:

  • Over 350,000 Canadian men, women and children live with Epilepsy. It affects 65 million worldwide.
  • There is no cure.
  • Epilepsy affects more people than cerebral palsy + muscular dystrophy + multiple sclerosis + cystic fibrosis, combined
  • Epilepsy causes more deaths than breast cancer, prescription overdoses, skin cancer and drunk driving accidents
  • The epileptic population is 2x as likely as the general population to suffer from depression

 

Yvonne Thevenot: There is no “back” in this “back to school”

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Yvonne Thevenot MBA(FS) Class of 1999

 

I remember Grade 9 back to school the most. Four feeder schools to the high school 20 miles down the road. My parents had this tradition that we were given $100 for school clothes. Growing up, Mom bought our clothes, and then at about age 11 we started babysitting or took odd jobs to earn spending money. So $100 just like that – be sure that fall and winter Sears catalogue would magically open in the same spot after hours of research calculating endless combinations of jeans, sweaters, sneakers. Uncertainty, excitement….and plain old unacknowledged, unspoken fear. Would I fit in? Would I stand out? Would I care either way?

Now. Take all those feelings and geometrically multiply them across every kid, every parent, every teacher, every school. Will I stay healthy? What kind of mask will others be wearing? What if others don’t follow the rules?

Let’s face it. This back to school and the points of uncertainty and fear have real life consequences.

So, let’s ask “How was your day?” like never before. Listen to every word spoken, and those that are not. And wrap our hearts around those kids without the “back in my day”. There simply was no “back in your day” like this one.

 

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