Transformation or cultural change calls on the energy, focus and commitment of everyone in the organization. It’s less a matter of managing change than it is a matter of leading.
Cultivating a diverse workforce is important and this notion is supported by economic trends and research. With many Atlantic Canadian regions experiencing population decline and the impact of the ‘brain drain’, as newly minted graduates head west, the topic of enhancing diversity within our organizations has moved to the forefront of talent management conversations.
There comes a time in every leader's career when they must let an employee go. It could be the result of restructuring or that the individual is no longer the right fit for the business needs. Whatever the reason, planning for a termination meeting can cause anxiety and loss of sleep for even the most experienced leaders. What should you say, or not say? How will the employee receiving the news react? How will you handle the transition of the employee’s responsibilities? What security precautions do you need to take?
Hiring a university president is the most important decision a board of governors will make. It is a challenging journey marked with interviews, months of discussion, selection committee meetings and tough deliberations. Once the ideal candidate has been identified, it may seem like the difficult part is over. But, in fact, the most important work of the board lies ahead.
“Fit” is a small word but a big question. How well you “fit” in an organization may be the single biggest determinant of your career success. You could have all the skills and experience required for a role, but if your approach and personality don’t align with workplace culture and company values you may find the path ahead to be a bumpy one. Fit needs to be assessed equally by employer and employee. So, when faced with a new career opportunity, how do you go about determining fit?
Lydia Bugden is CEO and Managing Partner of Stewart McKelvey, one of the largest law firms in Canada, with more than 200 lawyers and six locations across the Atlantic region. Having taken a unique path to her current role through placements with the TDL Group Ltd. and the forerunner to Enbridge Gas Distribution, Bugden reflects on the value of forging your own path to leadership, how technology has impacted workflow and client delivery in the professional services sector and why Atlantic Canada’s cities are well placed to win the war for talent.
Enhancing Atlantic Canada’s economy through the strengthening of our workforce
Exploring the enhancement of Atlantic Canada’s economy through the strengthening of its workforce
Atlantic Canada’s economy is fuelled by a diverse array of private and public sector entities that employ thousands of people and contribute to our region’s growth and prosperity. But how are these organizations optimizing the potential of their people? What insights have they gained about the future of our economy from their innovative initiatives?
It’s a comment I’ve heard all too often over the past few years; “I’ve graduated with my degree and I can’t find work in Nova Scotia so I have to leave.” I don’t believe this is a new problem as Atlantic Canada lacks the larger head offices of central and western Canada, limiting the opportunity for certain types of roles. However, many new grads just entering the workforce seem to be developing this mentality prematurely.
We’ve all likely watched too many movies involving a maze where the hapless characters find themselves meandering aimlessly through the many zigs and zags in hopes they might miraculously find their way out. These poor souls are often portrayed as fumbling along, panicking at times, and relying mostly on luck in hopes that they might reach the other side. Some make it through and some don’t, some are lucky and others unlucky. But what if those same characters entering the maze knew exactly where they wanted to go?