Ensuring Due Diligence and Cost-Effectiveness While Working on a Budget and Under the Public Microscope.

Staff Training – Bylaw Officer Training and Accreditation.

Ensuring due diligence and cost effectiveness while working on a budget and under the public microscope.

As a court recognized “Subject Matter Expert” (S.M.E.) in the training of Provincial Officers, Bylaw Officers and Police Officers, I am often called to testify as to what is or isn’t an acceptable level of training and give opinions on policy and procedural issues surrounding enforcement.

In a series of coming articles I will discuss a number of different issues surrounding the training and operational deployment of Bylaw Officers, particularly Parking Bylaw, Animal Control and General Duties Bylaw Officers/Inspectors within Municipalities. This will include comments on standards (best practices) and what constitutes proper due diligence.

To train or not to train; this is the question!

In the words of the ancient Huna tradition: “In all things you must pay attention, or you will pay later with pain.” Ouch.

My quote is this: “There is only one thing more painful that training someone and they leave; and that is that you don’t train them and they stay.” Free advice from a guy who in court a lot and seen the outcomes.

Here are a few facts before we start just for context:

1. There is NO mandatory training required by legislation in most Provinces or Territories in Canada
to become a general duties Bylaw or Municipal Bylaw Enforcement Officer appointed to enforce Parking,
Property Standards or Animal Control. (Building Inspectors and other specialty trades do have standards and
training.)

2. There is also NO government mandated course training standard for “certification,” or “accreditation” for
non-college delivered courses. Colleges must meet the requirements of their legislation in order to issue
“certificates of achievement” to graduates. There is no consistency within college programs and courses can
vary in length and cost. No two courses deliver the same identical content even if they carry the same
module/content names.

3. Bylaw Officer training courses are currently offered to the public via Colleges or by *private vendors in
addition to any job specific courses delivered in house by the employer. (* Provincial Associations training
programs are included as private vendors as they are not a sanctioned arm of the government nor usually
listed as private career colleges.)

4. ANY training is only as good as the credentials of the instructor who teaches it and the content they teach.
Beware of anyone who calls themselves an “expert.” Only the courts can designate someone as a Subject Matter
Expert. If credentials are questioned, they must be proven credible to be accepted.
Content that is not kept up to date by a qualified person can be both useless and get officers into legal
trouble. Content updates should take place annually.

5. Beware of labels and semantics. The term “Municipal Law Enforcement Officer” or M.L.E.O. is a term that is
sourced within the Ontario Police Services Act. It is used in Ontario only. Other Provinces use the term
“Bylaw Officer” or use other terms. Legal terms are found within each Province or Territories enabling
legislation. “Provincial Offenses Officer” (P.O.O.)is a term sourced in the Ontario Provincial Offenses Act.
Officers that we train for Provincial Ministries or other agencies who are not necessarily Municipal Bylaw
Officers, get their appointments from this Act.
Changing the name does not change the facts surrounding their duties. “Regulatory Compliance Officer,”
“Inspector,” or any other made up term to describe a Bylaw Officer or M.L.E.O. doesn’t change their
appointment status or their authorities to act within law.

6. All Police Officers are also appointed as P.O.O.’s and M.L.E.O.’s in Ontario. In some cases they are the
only source of Bylaw enforcement in smaller communities but in others this is left entirely to the local
Bylaw officers or even outsourced, contracted, security guards or private agencies. It is therefore common
sense that the same academic content taught to the police should be taught within a properly vetted course
to Bylaw Officers in context.

Regardless of which Province or Territory you live in, staff need a core level of academic knowledge and
skills competencies that a properly vetted course can provide. In many cases, but not all, Municipalities
offer further training or supply additional certification specific to appointments. Some only accept Law and
Security or Police Foundations college graduates then don’t give them any further training at all. I can’t
begin to tell you how dangerous a practice this is for many reasons.

For further details regarding accreditation within your area, please visit our website https://burgessandassoc.com/courses/municipal-provincial-officers/bylaw-officer-core-competency-training-course or https://burgessandassoc.com/courses/municipal-provincial-officers/parking-enforcement-officer-course

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The Negotiators Toolkit: 6 Roles for Effective Contract Negotiations

Contract negotiations are often complicated processes that can take several weeks or months to finalize.

 

The responsibility of the negotiator is to not only engage with his or her counterpart on the other side of the table, but to also oversee and manage the overall process.

 

While this may sound simple and intuitive, a closer look at all of the roles and responsibilities of a negotiator shows just how complex the management of a negotiation can be.

 

More importantly, not giving each of these distinct roles its due diligence and attention could be the difference between a mutually beneficial negotiation that mitigates risk and a lopsided negotiation that benefits one party while setting up the other for failure. 

 

When representing my clients in a negotiation, I typically wear a few different hats.

 

The Negotiator

This is the obvious one. The role and responsibilities are fairly well defined. My job is to understand the requirements of the business and negotiate the most favourable outcome while mitigating as much risk as I can in the contract.

 

The Lawyer

All lawyers are negotiators but not all negotiators are lawyers. I’m not a lawyer, but I’ve been negotiating for over 20 years so I know my way around the legal terms and conditions of a contract. That doesn’t mean I don’t need a lawyer on the team, but part of my job is to know our lawyer’s threshold of acceptability and negotiate terms as close to that threshold without going over it.

 

The Accountant

Two of the most important business terms in a contract, for both sides, is a description of what goods and/or services are being transacted, and for how much. Because of their importance, a lot of focus is given to making sure the “what” and “how much” in a contract is well defined. But there are other aspects of the agreement that also require some level of financial analysis such as payment terms, taxes and delivery fees.

 

The Decision Maker

A good negotiator takes the time to really understand the business requirements before getting into a negotiation. Because as much as we try to put structure around our negotiating strategy, there will always be unstructured moments when one party puts something on the table and the other party needs to make a decision. There have been times, during a meal or a round of golf, when my counterpart has casually offered up or conceded a key point in a contract and I’ve found myself having to make a quick decision on behalf of the business

 

The Project Manager

As a negotiator, I’ve often found myself at odds with project managers, and to some extent they’re my nemesis in negotiations. Gantt charts, timelines and status updates define their world. But contract negotiations are hard to manage on a Gantt chart because I don’t know if it’ll take 4 hours, 4 days or 4 weeks to agree on Warranty language or an Indemnity clause. However the reality is that project managers are there to make sure things are moving forward on time and on budget, and since they can’t sit in on every negotiation, I often find myself taking on that responsibility.

 

The Admin

This is probably the most overlooked and challenging role I’ve had to assume in a negotiation. It’s also the reason why I believe a good administrative staff is the backbone of any successful business. Even simple contract negotiations involve a lot of paperwork exchanging hands. In addition to several iterations of the contract draft circulating internally and back and forth between parties, there are also emails, meeting minutes, term sheets, schedules, addendums and other miscellaneous notes that need to be tracked and summarized

 

So all of this begs the obvious question: How does one person handle all of these responsibilities?

 

The short answer is that in most cases they shouldn’t, at least not directly.

 

Good negotiators are also good delegators. They have a keen sense of their strengths and weaknesses, and will move other resources in and out of their negotiations as the need arises.

 

When I’m working on a deal with a strong emphasis on protecting my client’s Intellectual Property, I’ll lean a little more heavily on our lawyer to help negotiate key legal terms and conditions.

 

Similarly, if my client’s business requirements seem high-level or somewhat undefined (which is a very common occurrence) I’ll make sure to involve a decision maker from the business in key discussions with our counter-parts.

 

What hats do you wear as a negotiator? Which ones do you find most challenging?

 

By: OneView

The only platform built for managing contracts!

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Three steps from Surviving to Thriving!

Three steps from surviving to thriving!

Do you enjoy change? Does the unknown of tomorrow thrill you with anticipation and excitement for the surprises that await you? Are you eager and prepared for whatever the day throws at you?

I’m not.  There, I’ve said it.  Sometimes I’d rather just close my eyes and wake up in the morning and take whatever life tosses my way, one thing at a time.

As an entrepreneur, I don’t have that luxury.  Just as I’m sure you have days where you’d just rather…not. But you have to, because of responsibilities.

We do the best we can, we try to plan ahead, accounting for every eventuality and contingency, and hope that things go according to plan.  But they don’t always, do they? When things go awry as they have with the Coronavirus outbreak, we all are facing changes unlike any we’ve experienced before, and we have decisions to make.

For some people though, change is particularly hard. Making a decision with so little clear direction or reliable information can be daunting, even if you’re pretty comfortable with change. For others, it’s almost impossible to make a decision. Fear can lock them into a cycle of analysis-paralysis which is great for procrastinating, but unhelpful for decision making.

This simple 3-step process can be applied to almost any situation where change is evident or required. It can be applied organizationally, individually, whether you’re a leader or a follower. This universal approach is the first step in improving your ability to deal with change: Identify, Pivot, Adapt.

Identify

The first step is to identify the problem, and the source of the problem as best we can. In my business, classroom-based training and consulting services, the problem is obvious. Nobody wants to sit in a classroom (neither do I), and employers are actively laying off consultants first.

Identifying the source of the problem is also important because that’s how you can determine what your level of influence is. What part of the issue are you able to control? I know for example that the outbreak is like to come in waves over the next 1-2 years until a vaccine becomes available to the public at large. I know that it’s got a widespread infection rate which has resulted in businesses shutting down, mass layoffs, and an upsurge in people working remotely and self-distancing. I don’t need to know every detail, but this information alone helped me pivot.

Pivot

Pivoting is an intermediary action. When a basketball player is blocked, they pivot on one foot to shift their body in a different direction. We have 360 degrees of pivoting available to us, so choosing the direction you want to aim for really depends on the information you have available.

To help me make a direction-based decision, I use the hand method. I lay my hand flat on a surface and spread my fingers. My middle finger is the undesired direction I’m currently heading in, and that I know needs to change.  Each of the other four fingers represent four different options for changing direction.

I don’t worry that I don’t have all the information to make an informed decision…pivoting is about making a quick decision to evade trouble by retargeting myself to aim for a different outcome. Keep it high-level, broad strokes. The details come later. Can you think of four ways you can respond to the problem you’re facing?

Will one of those four “finger options” represent a higher chance of success for a better outcome? If none of the options is particularly better, then choose one randomly and prepare to pivot again. This may go on until more informed decisions can be made, or one direction becomes clearer than the others.

Adapt

Once you set a direction, make a list of all the things you need to adjust to make that direction work. 

Maybe you’re suddenly working from home 100% of the time. If you have a spouse, can you work together in the same house? What about the same room? Are you competing for resources? Do you have a quiet area for phone calls? How will you adapt your schedule? Do you have a support system in place?

For Get Up and Learn, I’ve adapted by delivering training virtually instead of in classrooms. Also, because it’s online, I’m delivering all training in 1-hour segments, which can be linked together to fill a morning or a day, delivered as lunch & learn virtual group sessions, or provided on a pre-scheduled basis for example.

Three steps from Surviving to Thriving

By following the Identify, Pivot, Adapt approach, I was able to determine the problem I was facing including a general idea of the scope, duration, and probable impact.

By pivoting I was rapidly able to determine the most at-risk direction (which was to stay the course and do nothing) as well as four other reasonable options. The best of those was to move everything online and virtual.

A lot of work went into adapting and will continue over time. The training material & resources, delivery methods, website content – all of it needed adapting as a result of the Coronavirus.

The best part is my business is well-positioned for the future and I can see many opportunities to grow that weren’t available to me under the old model. Following this three-step process not only helped me navigate the emerging crisis, but it also strengthened the business potential for the future.

Identify, Pivot, Adapt helped me determine what was right for my business, and it can help you make choices too!

Necessary Sales Pitch Section

Jim Longman, through Get Up and Learn provides consulting, contract, and training services for employers in all industries. Our soft skills training helps people develop new thinking and skills when it comes to handling change, making better decisions, and much more. For more information, click here.

 

 

 

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The pandemic is here. The luxury of time to plan has passed. We can help you stay operational…and stay safe.

The world is drastically changing and the Pandemic is now here. Municipalities no longer have the time to prepare. We are providing this information to help you Get Ready.

Get Ready is an Ontario-based company. Since 2011 we have been providing cloud-based Emergency Management, Business Continuity and Infectious Disease Outbreak programs to Municipalities, Healthcare and businesses across Canada.

Our Infectious Disease Outbreak Program has 4 main components:

  1. Cloud-based application with IDO best-practice policies, procedures, forms, signage, and communications
  2. Real-time Absence Reporting Tool
  3. Online employee Pandemic training
  4. Individual “Get Ready – Emergency” mobile App for all staff

Get Ready Programs meet CSA Z1600, Office of the Fire Marshal and Emergency Management, Ministry of Labour, PHAC and Health Canada standards.

Our cloud service maintains Federal government-protected B clearance, as well as, SOC2, ISO 27001, ISO 27017, ISO 27018 and PCI certifications.

The IDO Program is available for immediate deployment (onboarding takes 12-24 hours). The ROI is estimated to be 4 to 5 times the initial cost within two weeks of implementation.

Please contact us to learn how we can keep your staff healthy and safe and your municipality operating.

 [email protected]

1-888-217-2329

 https://getreadyglobal.com/programs-and-apps/infectious-disease-outbreak-program/

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Is Your Municipality Ready for a Disruptive Event? Business Continuity Planning 101

Every municipality needs an Emergency Management Program.

There are a number of components that make up a comprehensive emergency management program, (i.e. Emergency Response Plan, Business Continuity Plan, Communications Plan, Employee & Family Support Plan, Pandemic Plan, etc.).

When I was with the Office of the Fire Marshal I was responsible for emergency management and the development of these plans for the OFM. And now in these times of global uncertainty, I am once again reminded of just how important it is for organizations to have them – and particularly a Business Continuity Plan (BCP) in place.

What is a BCP?

A BCP is a plan that outlines the critical services to be delivered during a disruptive event and how full operations are going to be resumed after the event.

A good rule of thumb to keep in mind is, your BCP needs to address planning/mitigation, response, recovery and restoration.

Generally, a Business Continuity Plan outlines:

  • Who is responsible for recovery actions

  • What is needed to deliver, resume, continue, or restore the municipality’s services

  • Where to go to resume operations if necessary, and,

  • How the municipality’s critical services and operations will continue to be provided during a disruptive event (detailed procedures for provision, recovery, resumption and restoration of services)

Basic Elements of a BCP

It is important to remember that while the unique characteristics of your municipality must be reflected in the plan, the basic elements detailed below represent the foundation on which every BCP should be built.

  • Gather the necessary Baseline Information – This is used to identify municipal services, where the service is located, who uses the service, dependencies, alternate service delivery, critical infrastructure, etc.

  • Conduct a Business Services Risk Assessment Needed to help identify areas of potential vulnerabilities and to examine current and necessary control measures to mitigate threats.

  • Undertake a Business Impact Analysis – Gathers information concerning the exposure and impact on the service should the service experience significant disruptions and assesses the potential financial and non-financial impacts of a disruptive event.

  • Develop a Business Continuity Recovery Strategy – Assesses the advantages and disadvantages, estimated associated costs and determines the recommended strategy for each critical service and the resources that may be necessary for quick recovery.

  • Identify Emergency Response and Operational Protocols & Procedures – This is a checklist of protocols and procedures that help to simplify the necessary activities even further (i.e. notification protocols, call trees, etc.).

  • Create the Business Continuity Plan

Of course, once it’s completed don’t let your BCP collect dust. Keep it dynamic by updating it to reflect any changes to personnel or processes, and practice it with your team so when a disruptive event occurs, like we’re experiencing now with the COVID-19 pandemic, your organization will be ready and well prepared to resume operations.

If you’d like to receive a free Business Continuity Plan template to help you get started or information on any of the other emergency management plans mentioned, please feel free to contact me. Susan Shannon at s[email protected]

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Canada Job Grants Program

keyboard key with the word Learning

For the last number of years, each fiscal year, (April 1st to March 31st), the Canadian government provides funding to employers to invest in training for their employees. 

The Canada Job Grant provides direct financial support to individual employers or employer consortia who wish to purchase training for their employees. It is available to small, medium and large businesses with a plan to deliver short-term training to existing and new employees.

The federal government works with each province to roll out these grants.  The particular programs we were able to locate were; the Canada-Alberta Job Grant, the Canada-Ontario Job Grant (COJG) and the Canada-Saskatchewan Job Grant

Generally, employers can get up to $10,000 in government support per person for training costs. It is important to note though, that in the Ontario program at least, municipalities are not eligible for this funding.  So while each program is similar, eligibility criteria can vary from province to province so be sure you check the program offered in your province. 

If you’re a Canadian employer with a particular skills demand, the Canada Job Grant might be right for you. 

And, if you’re a muniSERV member don’t forget you’re eligible for member discounts off any of muniLEARN’s digital training solutions that ensure your investment in training is aligned with today’s expectations for your people and your organization.

Contact us and we’ll help you find the right courses to address your needs.

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What you need to know about Coronavirus (COVID-19)

March 11, 2020 – Web Group Benefits

washing hands with soap

COVID-19 is an illness caused by a coronavirus and are a large family of viruses. Human coronaviruses are common and are typically associated with mild illnesses similar to the common cold. COVID-19 is a new disease that has not been previously identified in humans.

How to look after your mental health during the Coronavirus outbreak

Infectious disease outbreaks like the Coronavirus, can be scary and can affect our mental health. It’s normal to experience both fear and anxiety. Outbreaks like the COVID-19, can trigger a feeling of powerlessness. There are many things we can do to manage our mental wellbeing:

  • Try to avoid speculation. Rumour and assumptions can cause anxiety.
  • Stay informed but monitor how much time you are listening to the media. The ongoing news coverage can be stressful and cause panic.
  • Accessing reliable resources about the virus can help you feel more in control and informed.

You can get up-to-date information and advice on the coronavirus here:

COVID-19 Symptoms include:

  • Fever
  • Cough
  • Difficulty breathing

Symptoms of the coronaviruses may be mild to serious and could take up to 14 days to appear after exposure to the virus.

Coronaviruses are most commonly spread from an infected person through:

  • respiratory droplets when you cough or sneeze
  • close personal contact, such as touching or shaking hands
  • touching something with the virus on it, then touching your eyes, nose or mouth before washing your hands

What are the risks of getting COVID-19?

The public health risk associated with COVID-19 is low for Canada and for Canadian travellers.

Is there a vaccine to protect against COVID-19?

There is currently no vaccine to protect against COVID-19.

The best way to prevent the spread of infections is to:

  • Wash your hands often with soap and water for at least 20 seconds
  • Avoid touching your eyes, nose or mouth, especially with unwashed hands
  • Avoid close contact with people who are sick
  • Cough and sneeze into your sleeve and not your hands
  • Stay home if you are sick to avoid spreading illness to others

Thank you to our partner HumanaCare for providing this information. HumanaCare, is an Employee and Family Assistance Program (EFAP) providing confidential, compassionate support and counselling for individuals experiencing work-life challenges.

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ASSOCIUM Benefits is a very unique employee group benefits provider, focused on supporting benefits advisors and their employer clients. We provide Brokers and Plan Sponsors with a range of solutions from traditional group benefits to more customized, cost and tax effective employee compensation. Let’s connect to find out how we can help.

 

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Canadian Government Entities Under Scrutiny for Lax Cybersecurity

Canada’s government sector is increasingly coming under scrutiny for both lagging privacy and security both in legislation and in practice

 

In a sign of the times, figures released in February to the House of Commons reveal that the personal information of at least 144,000 Canadians was mishandled by Federal department and agencies, including the Security Intelligence Service and Department of National Defense.  The breaches were widespread, impacting over 10 separate departments and agencies, with evidence indicating that these figures are being underreported due to inadequate reporting requirements.  The Canada Revenue Agency led the pack with 3,020 identified breaches over the last two years impacting at least 59,065 Canadians. 

 

Helical’s offerings meet the “Baseline Cyber Security Controls for Small and Medium Organizations” published by the Canadian Centre for Cyber Security and can be scaled up according to need.  You can learn more about how we meet these requirements here or for more information about Helical, visit our website.  

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SDS Breakdown: What, When, Why & How?

What is an SDS?

SDS stands for Safety Data Sheet (previously called MSDS • Material Safety Data Sheet)

When do you need an SDS?

Safety Data Sheets are created for any product that is “classified as a “hazardous product” under WHMIS that is intended for use, handling or storage in a workplace in Canada.”

Hazardous product means any product, mixture, material or substance that is classified in accordance with the regulations made under subsection 15(1) in a category or subcategory of a hazard class listed in Schedule 2 Source

Safety Data Sheets are to be provided by the manufacturer or supplier. They can be a hard copy given in-person or mailed, or a digital copy on a USB, a disc or sent via email.  It is required that workplaces in Canada maintain an SDS library, whether hard copy or digital, and that it be readily available to all employees.

Metal worker wearing PPE at work with fumes surrounding him

What is on an SDS?

A Safety Data Sheet is separated into 16 sections, below is a brief outline of what information goes into each section.

SECTION 1 – Identification

SECTION 2 – Hazard Identification

SECTION 3 – Composition/Ingredients

SECTION 4 – First Aid Measures

SECTION 5 – Fire-fighting Measures

SECTION 6 – Accidental Release Measures

SECTION 7 – Handling and Storage

SECTION 8 – Exposure Controls / PPE

SECTION 9 – Physical and Chemical Properties

SECTION 10 – Stability and Reactivity

SECTION 11 – Toxicological Info.

SECTION 12 – Ecological Info.

SECTION 13 – Disposal Considerations

SECTION 14 – Transportation Info.

SECTION 15 – Regulatory Info.

SECTION 16 – Other Info. (Dates, etc.)

How can you manage your SDS library?

Depending on the number of hazardous materials in your workplace, maintaining your SDS library can often end up being a full-time job! Because Safety Data Sheets are not always provided as easily or up-to-date as they are required, locating the correct copy often takes research, correspondence with the manufacturer and more.

Why do you need help managing your Safety Data Sheets?

Instead of taking up the time of a valuable employee in your company, hiring professionals for your SDS Management is the best way to go. We hire a lawyer to assist with our legal matters, and a plumber to assist with our plumbing, so why not leave this to the professionals as well. Managing your Safety Data Sheets is a matter of not only compliance with legal requirements, but they also provide the needed information to keep your workplace as safe as possible.

MySDS.ca can build and maintain your SDS library which can give you peace of mind, save you money and keep you compliant!

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10 Golden Rules for First-Time Managers

One of the biggest challenges we see new first-time managers come up against is changing their mindset when they first take on their new role. As an individual contributor, they were mostly concerned about their own performance and success. As a Manager, they now need to shift their thinking to help other people succeed. And not just their direct reports, but also those who contribute to their team’s success, such as internal and external suppliers to their team.

It’s not an easy shift, because we become habituated in our thinking. So, it’s really about changing our focus and habits.

How do we do that?

By consciously selecting what we want to focus upon, and what new habits we want to develop.

It takes effort, but it’s worth it. We decided to put together a list of things to do, ten in total, to help you achieve that mindset change. Here they are:

  1. Avoid the Expert Syndrome – Your role as a manager is to help other people succeed. When they succeed, you succeed. Many first-time managers make the mistake of thinking that they are the manager because they are the most accomplished person on the team – they are the expert. This is the biggest mistake I see new managers make. Action: You need to give away your expertise.
  2. It’s Not About You, It’s About Them – Your first duty as a manager is to better understand your team members – their goals, career aspirations, strengths, and weaknesses. Even their fears. This also applies to a better understanding of your own manager.
    Actions: 1) Help your team succeed by focusing on their professional and personal development. 2) Seek to understand your manager. 
  3.  Don’t Try This Alone – Gone are the days when managers worked out what needed to be done, by whom and by when, and then gave out the orders. Times have changed and people expect to be included in the planning of their work. They also have higher expectations when it comes to greater freedom in how they do their work. You need to be able to balance the need to get work done safely, on time and on budget with these new expectations.
    Action: Develop collaborative based planning, problem-solving and decision-making processes.
  4. Delegate to Coach – When you engage in collaborative planning, you will discover many opportunities to delegate tasks to your team members which will stretch them. They need your support in developing the competencies to perform these tasks. That’s where your role as a coach plays a big part in their success and also yours.
    Action: Learn the skills of coaching.
  5. Build Up Your EQ Muscles – Emotional Intelligence (EQ) is just as vital as General Intelligence (IQ). It’s now a well-established fact that how you manage your emotions plays a vital role in how you build strong relationships. EQ is not about becoming “softer” in how you handle interactions with others, especially in emotionally intense situations. It’s about stopping your emotions from taking control of your behaviors. Actions: 1) Learn more about E.Q. 2) When faced with intense emotions, say “I can’t help feeling the way I feel right now, but I can choose how I will respond.” 
  6.  Live Your Beliefs and Values – Organizations have core beliefs and values, so do you. As a manager, there will come a time when you will need to defend your team. This is when your core beliefs and values will be put to the test. If you back away from such confrontations, you will lose the respect of your team and also your fellow managers, and probably even your own manager. This does not mean defending the indefensible. When a team member commits an offense, you have to be the first person to call it and deal with it.
    Action: Do the internal work to discover your core beliefs and values, especially as they apply to your role as a manager in helping other people be successful. 
  7. Find Good Role Models – Research has shown that we learn most from watching others perform. The same is true of learning to manage and lead. The three core processes of daily management are planning, directing/delegating and coaching. Other managers have taken the same learning journey as you, and many of them can be good role models for you to learn from.
    Action: Find good role models to learn from for planning, directing/delegating and coaching. 
  8. Find a Mentor – A mentor is uniquely positioned to help you progress in your career as a manager. Their role is to provide you with emotional and psychological support on your journey. In addition, a mentor will help you see the bigger picture and not get trapped in the minutiae of day to day organizational drama.
    Action: Find a mentor who is willing and able to support you. 
  9. Seek Out Mastery Experiences – Every managerial position has limitations in terms of time and resources. While you will need to develop many competencies, you will not always have the opportunity to practice them “on-the-job”. That’s where, working with your manager and mentor, you can identify opportunities where you can step away from your day to day duties and perform roles that will broaden and deepen your skills. These could be special assignments, volunteer opportunities and even shadowing a more experienced manager.
    Action: Talk with your manager about your development and craft a personal learning plan with the support of your manager. 
  10. Solicit and Act Upon Feedback – Without feedback, you won’t know if you are improving. Leadership 360 feedback systems have matured to such an extent that now they are an indispensable tool in your management toolbox. Keep in mind that your manager, staff, and others want to help you improve, so take advantage of that willingness by providing them with the opportunity to support you on your journey. Action: Seek 360 feedback

You don’t need to go it alone. You have assets and resources available to you if you just ask. So many first-time managers simply don’t get the training they need to succeed, and as a consequence, the majority fail at reaching their true potential as a manager and leader. Don’t make that mistake.

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