Excellence.ca Magazine - October 2015

AN EXCELLENCE CANADA PUBLICATION

EXCELLENCE.CA i n n o v a t i o n - e x c e l l e n c e - w e l l n e s s

S P E C I A L

F E A T U R E

T H E S TA N D A R D O F EXCELLENCE HONOURING AND CELEBRATING ORGANIZATIONAL EXCELLENCE IN CANADA

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C O N T E N T S

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18 GOVERNOR GENERAL OF CANADA MESSAGE FROM HIS EXCELLENCY THE RIGHT HONOURABLE DAVID JOHNSTON

FEATURE CANADA AWARDS FOR EXCELLENCE CELEBRATING AND RECOGNIZING 2015 AWARD RECIPIENTS

PERFORMANCE EXCELLENCE SUMMIT & CANADA AWARDS FOR EXCELLENCE PROGRAM

Centrefold

CELEBRATING AND RECOGNIZING 2015 AWARD RECIP

ARTICLES

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EXCELLENCE: MADE IN CANADA

BY ALLAN N. EBEDES

THE TRUTH ABOUT EXCELLENCE

BY SHIRLEE SHARKEY

SEVEN LAWS OF LEADERSHIP

BY DR. PETER LEGGE

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SHINE ON

BY JESSICA HOLMES

ENOUGH IS ENOUGH TIME TO ACT ON MENTAL ILLNESS

BY DANIEL McCARTHY

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DIALING IN THE POWER OF LOYALTY

BY ERIN DAVIS

CENTRE TEAMS UP FOR MENTAL HEALTH RESOURCES

BY MARY ANN BAYNTON

INVESTING IN CANADIAN RESEARCH

BY DR. GILLES PATRY

PROCESS MANAGEMENT: THE ROOT OF EMPLOYEE HAPPINESS

BY DR. ADAM STOEHR

F E A T U R E D

EXCELLENCE.CA AN EXCELLENCE CANADA PUBLICATION

ISSUE | OCTOBER 2015

EDITORIAL PUBLISHER / ALLAN EBEDES COPY EDITOR / PAUL CROOKALL DESIGNER NIKI MARUSIC

C O N T R I B U T O R S

MARY ANN BAYNTON ,

MSW, RSW

PROGRAM DIRECTOR, GREAT-WEST LIFE CENTRE FOR MENTAL HEALTH IN THE WORKPLACE Mary Ann Baynton helps the Centre develop free and practical resources and host events aimed at improving the prevention, intervention and management of workplace mental health issues.

She also chairs the technical committee for the National Standard of Canada on Psychological Health and Safety in the Workplace and serves on the expert panel for the Mental Health Commission of Canada’s three-year case study research project.

As principal of Mary Ann Baynton & Associates, she provides consulting services to various organizations and has authored Resolving Workplace Issues, Keeping Well at Work and Mindful Manager. Her latest venture is Mindful Employer Canada.

CONTRIBUTORS MARY ANN BAYNTON, ERIN DAVIS, JESSICA HOLMES, DR. PETER LEGGE, DANIEL McCARTHY, GILLES PATRY, SHIRLEE SHARKEY, ADAM STOEHR

ERIN DAVIS

MORNING HOST, 98.1 CHFI ADVERTISING KATHRYN CESTNICK TEL: 416.220.0135 HOW TO REACH US Please address all correspondence to: EXCELLENCE CANADA

Erin Davis has been waking up Torontonians for more than 30 years – first, on the all-news station CKO and, nearly continuously since 1988, on 98.1 CHFI. Recognized for blazing a trail for women in the industry, she and her husband have set up a bursary in her name, presented annually by Belleville’s Loyalist College to a young woman who shows promise in the field of broadcasting.

In addition to radio, Ms. Davis has hosted her own television show and done some live theatre. She is a tireless supporter of good causes, including The Canadian Breast Cancer Foundation, Markham Stouffville Hospital, Plan Canada and The Easter Seals Society.

1 5 4 Un i ve r s i t y Ave n u e , Su i t e 4 0 2 To r o n t o , O N M 5 H 3 Y 9 T E L : 4 1 6 . 2 5 1 . 7 6 0 0 • FA X : 4 1 6 . 2 5 1 . 9 1 3 1 EMAIL: info@excellence.ca WWW.EXCELLENCE.CA ADVERTISING INQUIRIES TEL: 416.251.7600 ads@excellence.ca COPYRIGHT IDEAS AND OPINIONS EXPRESSED IN THE ARTICLES DO NOT NECESSARILY REFLECT THE VIEWS OF EXCELLENCE CANADA OR THE PUBLISHER. NO PART OF THIS PUBLICATION MAY BE USED WITHOUT WRITTEN

JESSICA HOLMES

COMEDIC ENTERTAINER AND IMPROVISER Jessica Holmes, a favourite on CBC TV’s Royal Canadian Air Farce, has brought the house down opening for giants such as Ellen DeGeneres, Leslie Nielsen, Jerry Seinfeld and Oprah Winfrey. Her productions have garnered a “Platinum Award” at The Worldfest International Film Festival, and nominations for Gemini Awards and the prestigious Tim Sims Scholarship.

Ms. Holmes is also known for her work in films, including Welcome to Mooseport and Citizen Duane. She speaks with intelligence and insight on her own experiences: dealing with postpartum depression, finding work-life balance, and re-igniting passion. She was recently certified as a wellness coach by San Diego’s Life Purpose Institute and is in a new wellness web series called Healthy 5. Her autobiographical book, I Love Your Laugh, was published in 2010.

PERMISSION FROM THE PUBLISHER. P R I N T I N G PA RT N E R THE LOWE-MARTIN GROUP

PETER LEGGE,

O.B.C., LL.D. (HON.), D.Tech., CSP, CPAE, HoF

CHAIRMAN AND CEO, CANADA WIDE MEDIA LIMITED Leading the largest, independently owned media publishing company in Western Canada, Peter Legge is a living legacy of one of Canada’s true entrepreneurial success stories. He is an internationally acclaimed professional speaker, presenting to about 65 organizations annually, and a bestselling author of 18 books, including The Runway of Life, The Power of Tact, Lunch with Joe and his most recent, If Only I’d Said That Vol. VII. He is also a community leader, tirelessly devoting his time to many worthwhile organizations. His involvement has been recognized with numerous awards, including the Order of British Columbia.

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DANIEL McCARTHY

SENIOR DIRECTOR, PUBLIC AFFAIRS AND MARKET ACCESS, LUNDBECK CANADA INC. A proud Newfoundlander, Daniel McCarthy studied geology at Memorial University with aspirations of working as a field geologist. However, his passion for affecting change in the field of mental health caused him to change direction and over the years has enabled him to contribute to meaningful change for people living with mental illness. Daniel developed strong collaboration skills during his 5 years working at Lundbeck’s head office in Copenhagen, where he was responsible for cross-functional teams focused on drug development and commercialization.

In his current role, Mr. McCarthy has facilitated partnerships with Canadian mental health advocacy groups to move policy forward. He has organized and participated in countless events aimed at reducing stigma and raising awareness of mental illness.

GILLES G. PATRY,

C.M., O.Ont., P.Eng., Ph.D., FCAE

PRESIDENT AND CEO, CANADA FOUNDATION FOR INNOVATION An environmental engineer by training, Gilles Patry is President and CEO of the Canada Foundation for Innovation (CFI), an organization dedicated to building our nation’s capacity to undertake world-class research and technology development.

Prior to joining the CFI, Dr. Patry was President and Vice-Chancellor of the University of Ottawa.

He is the founding President of Hydromantis, Inc. a consulting engineering firm specializing in the modelling of environmental systems. He was also professor of civil engineering at École Polytechnique and McMaster University.

Dr. Patry is a Member of the Order of Canada, a recipient of the Order of Ontario and a Fellow of the Canadian Academy of Engineering. He has received honorary doctorates from the University of Waterloo and McMaster University.

SHIRLEE SHARKEY

PRESIDENT AND CEO, SAINT ELIZABETH Since 1992, Shirlee Sharkey has led Saint Elizabeth, a leading national health care organization known for its social innovation, strong financial performance and pioneering practices. During her tenure, the organization has enjoyed exponential growth as well as national expansion. Her team of 8,000 people conducts more than 6.5 million health care visits annually and delivers a wide variety of care and support to clients and families.

She also chairs the Ontario Health Technology Advisory Committee (OHTAC). An accomplished author of numerous academic and mainstream articles, she is a respected thought leader on the health system, leadership and innovation.

ADAM STOEHR, Ph.D.

VICE PRESIDENT, EDUCATION AND RESEARCH, EXCELLENCE CANADA Dr. Stoehr has overall responsibility for Excellence Canada’s educational services, including the development and deployment of Excellence Canada training and certification.

He is also one of Excellence Canada’s primary faculty members facilitating leadership, organizational assessment, process improvement, and quality management training across Canada. Adam has a PhD in Business Strategy at the University of the West of England, Bristol Business School. His thesis is on The Relationship between a Strategic Approach to Quality and Employee Happiness.

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Connect with Excellence Canada

EXCELLENCE.CA MAGAZINE | 6

excellence: Made in canada A L L A N N. EBED ES

Pr es ident & CEO, Ex cellence Cana da

Canada is known for its excellence in many fields. At Excellence Canada, we celebrate organizational excellence – yet that is but a slice of what Canadians do very well.

Canadians celebrate excellence in all its forms. From the wonder inspired

by Chris Hadfield’s experience in space, to the grit of Clara Hughes’ gold medal performances in the summer and winter Olympics, to the fabled hockey teams. We contribute to global excellence in many fields.

We are proud of having “invented” hockey, and still being a dominant force in its play, both men’s and women’s. We excel at many sports, as shown by our record at international events, including the recent PanAm and ParaPanAm Games.

We make people laugh, from international stars such as Jim Carey and Mike Myers, to the CBC’s 22 minutes and Royal Canadian Air Farce, to our own personal self-deprecating sense of humour.

We contribute in aerospace, from the Canadarm to the Commander of the International Space Station, Chris Hadfield.

We bring music to the world, from Celine Dion to Neil Young, Anne Murray, Gordon Lightfoot, Shania Twain, Avril Lavigne and Justin Bieber (to name a few).

We excel at medicine, from the invention of insulin, through the neurosciences, to the contributions of the firms honoured today.

And we excel at raising awareness, such as the Terry Fox run for a cure for cancer, the Rick Hansen round the world wheelchair tour for spinal cord research, or Doctors Without Borders–one of many Canadian Nobel Prize winners.

This year, and in this inaugural issue of Excellence.ca magazine, we celebrate excellence in many forms, in many organizations. And we are pleased to honour the organizations that have earned the 2015 Canada Awards for Excellence. The awards have become a Symbol of Excellence, in Canada. “Excellence”, in all its forms, is definitely “Made in Canada” and is something we should be proud of.

On behalf of Gary Seveny, Chairman of the Board, the Board of Directors and the Board of Governors, we extend congratulations to all the Canada Awards for Excellence recipients, past and present.

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B O A R D

O F

D I R E C T O R S

Neil Crawford Partner and Leader Best Employers in Canada Study AON

Mark Henderson EVP & Chief Operating Officer PowerStream Inc.

Allan N. Ebedes President & Chief Executive Officer

Excellence Canada

Laura Eckhardt Chief Financial Officer & EVP Operations Ontario Teachers Insurance Plan

Tom Fournier Director of Sales Canada Kimberly-Clark Professional

Jacqueline Gauthier Chief Financial Officer Calian

Laura Nashman

Gary Seveny (Chairman, Excellence Canada) Director & Founder Odawa Group Inc.

Lori Topp Senior Vice President, Customer Service AltaLink

Glenn Laverty President & Chief

Chief Executive Officer

Executive Officer

Pension Corporation

Ricoh Canada Inc.

Together, we are making a differenCE! Excellence Canada continues to inspire organizational excellence in Canada. Allan Ebedes, President & CEO would like to thank our Board of Directors, Board of Governors and Partners for their commitment and continued support.

Allan N. Ebedes President & Chief Executive Officer Excellence Canada

B O A R D

O F

G O V E R N O R S

Rav Bains Executive Director Peel Children’s Aid

Kathryn M. Cestnick Senior Vice President Excellence Canada

Tonie Chaltas Chief Operating Officer Hill+Knowlton Strategies

Millie Christie Director, Human Resources & Labour Relations Diversicare Canada Management Services Co., Inc.

Rodney C. Cook Vice President, Human Resources Workplace Safety & Insurance Board

Neil Crawford Partner and Leader Best Employers in Canada Study AON

Sandy Delamere Vice President, Human Resources Sun Life Financial Canada

Yvonne de Lint Deputy Chief, Currency Department Bank of Canada

Arlene Dickinson Chief Executive Officer Venture Communications

Dr. Hugh Drouin Commissioner, Social Services Regional Municipality of Durham

Allan N. Ebedes President & Chief Executive Officer Excellence Canada

Kevin Ford President, Business and Technology Services Calian

Tom Fournier Director of Sales Canada Kimberly-Clark Professional

Dominique Francoeur Chief Executive Officer Canadian Forces Housing Agency

Paul Goddard Chief Executive Officer Pizza Pizza Ltd.

Ward Griffin President & Chief Executive Officer Lowe-Martin Group

Mark Henderson EVP & Chief Operating Officer PowerStream Inc.

David Henry Managing Director, Group Benefits Great-West Life

Sandra Hokansson President and Country Manager Adecco Employment Services Limited

Phil Holmes Vice President, Transformation Atlantic Lottery

John R. Jones President and Group Publisher Canadian Government Executive Magazine

Ed Kane Assistant Vice President, University Services Carleton University

Joanne Kuntz Director, Management Reporting, Canadian Division Operations Manulife Financial

Anthony Lacavera Chairman and Chief Executive Officer Globalive/WIND Mobile

Glenn Laverty President & Chief Executive Officer Ricoh Canada Inc.

Dr. Peter Legge Chairman & Chief Executive Officer / Publisher Canada Wide Media Limited

John Livey Deputy City Manager City of Toronto

Vic Medland Chief Executive Officer Ontario Teachers Insurance Plan

Mohsen Mortada President Cole Engineering Group

Michael Moser Director, Strategy & Operations CBC Communications, Marketing and Branch

David Musyj President & Chief Executive Officer Windsor Regional Hospital

Laura Nashman Chief Executive Officer Pension Corporation

Daniel O’Rourke Vice President, Business Excellence Ceridian Canada Ltd.

Antoine Pappalardo President Trans Capital Air Ltd.

Andrew Rinzema Chief Financial Officer Medcan Clinic

Gary Seveny (Chairman, Excellence Canada) Director & Founder Odawa Group Inc.

Shirlee Sharkey President & Chief Executive Officer Saint Elizabeth

Cherry Tabb Chief Executive Officer and Co-Founder Herzig Eye Institute

Andy Taylor Chief Administrative Officer City of Markham

Marilyn Thompson Associate Provost, Human Resources University of Waterloo

Lori Topp Senior Vice President, Customer Service AltaLink

View all Board of Director profiles online at www.excellence.ca/ board-of-directors and Board of Governors at www.excellence.ca/ board-of-governors

seven laws of leadership GOOD LEADERS INSPIRE PEOPLE TO HAVE CONFIDENCE IN THEIR LEADERSHIP. GREAT LEADERS INSPIRE PEOPLE TO HAVE CONFIDENCE IN THEMSELVES.

BY D R. P ET ER L EG G E

O

n January 15, 1942, the day I was born, General George Patton arrived in Indio, California, to take command of a desert training centre. While I came into the world with a gentle squawk, Patton rolled into town in a sirens-screaming motorcade.

Waiting expectantly for a traditional motivating speech, Patton’s officers and men watched him dismount his car at 11 a.m., the precise moment he was scheduled to take command. He saluted the troops and said: “I assume command of the First Armored Corps.

At ease!”

Never one to pussyfoot around, Patton got right to the point. “We are at war with a tough enemy. We must train millions of men to be soldiers! We must make them tough in mind and body...We will start running from this point in exactly 30 minutes. I will lead!”

Good leaders inspire people to have confidence in their leadership. Great leaders inspire people to have confidence in themselves. If you plan to lead, you can’t sit around waiting for something to happen. Leaders make bold moves. Leaders take risks. Leaders make use of their own ingenuity and do what has to be done. Even the best leaders make mistakes; it’s how we move on from those mistakes that determines our success.

For 40 years, I have led Canada Wide Media in good times and bad through an ever-changing business climate. Our staff of 85 great people produce over 50 quality products including magazines, trade publications and websites, making us the largest independently owned magazine publishing company in Western Canada.

What leadership skills do I use to propel Canada Wide forward? I’m no General Patton, but I do have seven basic principles that I employ to assure the company’s success.

served as a basis for reform of corporate governance around the world.

Sir Adrian said: “The company that takes drastic action in order to survive is more likely to be criticized publicly than the one which fails to grasp the nettle and gradually declines.

There is always a temptation to postpone difficult decisions, but it is not in society’s best interest that hard choices should be avoided because of public clamour.”

MA KE THE TOUGH CHO IC ES

Successful leaders know how to stay focused on the big picture, the details of which should be spelled out in your mission statement. My company’s mission statement is proudly displayed in the front lobby of our office. Here are a couple of items from that document: Honesty and integrity in all of our dealings, both inside Canada Wide and outside the company, are cornerstones of our business.

We are committed to thoughtful planning and responsive management in all sectors of the company to ensure the company’s ongoing financial success.

Renowned author Stephen Covey believes that one reason it’s difficult for today’s business people to stay focused is that we waste our energy on “urgent and unimportant” events. We do this, he says, because anything that is urgent tends to be seen as important. Phone calls, emails, text messages

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Sometimes being a leader means you don’t do what’s popular, you do what has to be done. You can’t marry all the girls and you can’t give your employees everything they want. Businesses thrive when tough calls are made and leaders have to make those tough calls. Leadership can be a lonely, distasteful job, but once the choice has been made, the job has to be done. Leaders have to lead. Period.

According to Sir Adrian Cadbury, being able to make unpopular decisions is a key aspect of ethical leadership. Cadbury is the former chairman of Cadbury Schweppes PLC, one of the world’s largest food and beverage companies. He was also a pioneer in raising awareness and stimulating debate on corporate governance and he produced the Cadbury Report, a code of best practices that

IF YOU PLAN TO LEAD, YOU CAN’T SIT AROUND WAITING FOR SOMETHING TO HAPPEN. LEADERS MAKE BOLD MOVES. LEADERS TAKE RISKS. LEADERS MAKE USE OF THEIR OWN INGENUITY AND DO WHAT HAS TO BE DONE. Good leaders won’t always win popularity contests, but that shouldn’t stop them from doing what they know to be right, for their customers, their employees, their shareholders and for the future of the company. They also lead by example, being visible to everyone in the company so they can see and emulate that example.

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FO CUS ON YOUR MIS SI ON

EXCELLENCE.CA MAGAZINE | 11

and other interruptions – all create a sense of urgency, no matter how unimportant their content might be. Think about how much of your day is taken up with these rather than getting on with what is in your mission statement.

Canada Wide Media doesn’t own a restaurant, or a pub, or a newspaper. We have stuck to what we do best by rereading our mission statement and becoming experts in the magazine publishing field in Western Canada.

In the Jewish tradition, the Simchat Torah holiday celebrates the completion of the cycle of one full public reading of the Torah. When the readers finish, they roll the scroll all the way back to the beginning and start again.

By continually reading the Torah they stay in touch with the original core ideas they value.

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K EEP L EA RNI N G

Leaders are always learning. It has been said that education and a dedication to lifelong learning is the great equalizer.

Exceptional leaders thrive by continually developing themselves.

Peter Drucker, author of more than 20 bestselling books on management, said that a leader’s role is to teach everyone in the organization to be devoted to his or her work. The leader must first lead. All employees have to see themselves as executives. You can’t take anybody any further than you have been yourself. That is why a leader must always be learning.

The mind needs food as much as the body does. If a leader is not feeding their mind, their ideas become stagnant and outdated.

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H AV E V I S I ON

Leaders are visionaries. One of the Proverbs of the Old Testament says that when there is no vision, people perish. In business, as in every other endeavour, there must be vision.

H.G. Wells, reflecting on how every human being can determine whether he or she has really succeeded in life, said that the true measure of success is the difference between what we made of ourselves and what we might have made of ourselves.

Correct me if I’m wrong, but I maintain that you are a better, more capable person than you have demonstrated so far and I challenge you to dare to be your best. Once you stop drifting with the crowd and develop a vision, life takes on a new significance and new forces take shape within you.

Throughout history, great leaders have demonstrated that a gripping vision of the future is at the very heart of exceptional leadership. In the early 1940s, in the heat of the Second World War, a poster of Winston Churchill was plastered all over England. The bold words accompanying Churchill’s image

were simply: “Deserve Victory.” It’s a message that was an integral part of Churchill’s life philosophy and the nation was inspired.

Churchill said: “What is the use of living if not to strive for noble causes and to make this muddled world a better place to live in after we are gone.”

A true leader inspires the people in his/her organization with a vision, a purpose– why the organization does what it does –something much greater than simply just providing a service or making a profit.

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P LAN A HEAD

Too often, people go about their business in a headlong way, never pausing to think of the potential results. One great need in our world is for more sober, profitable thinking. It takes more than good intentions and dreams to make a business successful.

Good leaders plan ahead.

A great mathematician said that if he had but three minutes to work at a problem on which his life depended, he would spend two of those minutes considering the best way to approach it. Likewise, if you have a garden, the planning must come before the planting, as it makes much more sense to work it all out with a pencil than it does with a shovel.

The former head coach of the San Fran-

cisco 49ers, Bill Walsh, was considered an eccentric because of how extensively he planned his football team’s plays before each game. While most coaches would plan a few opening plays then wait to see how the game

A TRUE LEADER INSPIRES THE PEOPLE IN HIS/HER ORGANIZATION WITH A VISION, A PURPOSE—WHY THE ORGANIZATION DOES WHAT IT DOES –SOMETHING MUCH GREATER THAN SIMPLY JUST PROVIDING A SERVICE OR MAKING A PROFIT. unfolded before responding with plays that seemed appropriate, Walsh was determined to have the game respond to him rather than the other way around. In nine seasons Walsh’s

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team won six divisional championships and three Super Bowls with his “eccentric” approach. He was voted coach of the year in ’81 and ’84, and inducted into the Hall of Fame.

As a leader, he understood the value of planning ahead.

Carefully plan ahead. Success in all things needs preparation.

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BE WILLING TO PAY THE PRICE

Leaders pay a price to be successful. Great leaders pay a price to stay. What qualities, habits, and disciplines got you where you are today? What leadership skills did you employ and what price did you pay for your success?

Now, are you ready to go higher?

If you truly want to develop beyond your present level, here are three questions to ask yourself: How far do I want to go?

Look at the job of your immediate boss and all that it requires. Could you do it? Answer honestly. Now, go a step further: What about the most senior leader in your sightline (maybe it’s the CEO?) Consider the time, energy and skills it would take to do that job. What would it require that you don’t have now? What would you have to give up? What parts of that job would you struggle with or dislike doing?

%

OF OUR CLIENTS HAVE BEEN WITH US FOR MORE THAN 5 YEARS

2

OF OUR SENIOR STAFF HAVE BEEN WITH US FOR MORE THAN 10 YEARS

THE NUMBER OF TIMES WE’VE RECEIVED THE ORDER OF EXCELLENCE

OUR PROUDEST RESULTS.

At H+K we’re focused on making our clients happy, and employing the industry’s brightest to keep it that way. It’s thanks to them that we’ve been honoured twice with the Order of Excellence.

What am I willing to sacrifice?

Being a leader requires commitment and sometimes that means business priorities take precedence over everything else, even family.

Finding the right balance between career and personal life is a challenge all leaders must face.

How will I invest in my future?

Leadership is a long-term proposition that requires intellectual, emotional and physical stamina. As a leader, you will be constantly tested and expected to rise to the challenge.

Leadership is a continual process of development and great leaders are those who are able to innovate and adapt.

Zig Ziglar once said: “Be a meaningful specific. Most people are meaningless generalities. Remember what got you where you are and keep daring to build on those qualities so you can stay on top.”

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K EEP A POSIT IVE ATTITU DE

Positive attitude is everything. It was W. Clement Stone who coined the phrase Positive Mental Attitude (PMA). He also coined the phrase Negative Mental Attitude (NMA).

He said: “I can’t absolutely guarantee you will be successful with a positive mental attitude.

But I can guarantee you won’t be with a negative mental attitude.”

LEADERSHIP IS A LONGTERM PROPOSITION THAT REQUIRES INTELLECTUAL, EMOTIONAL AND PHYSICAL STAMINA. AS A LEADER, YOU WILL BE CONSTANTLY TESTED AND EXPECTED TO RISE TO THE CHALLENGE. Dr. Thomas J. Stanley, who wrote the bestselling book The Millionaire Mind, interviewed a thousand millionaires and discovered that a whopping 62 per cent of those claimed that the ability to get along with other men and women was the single most important quality contributing to their enormous success.

Having a negative attitude always costs us, whether it is at home with family, in the

community with friends and neighbours, or in business with colleagues, customers and employees. People want to do business with people whom they like and respect.

Helen Keller once said: “If life is not an adventure, life is nothing.” I say, if life is not lived with a positive attitude, life is nothing.

If you’re having difficulty maintaining a positive attitude, try these ideas: •

Check in with your internal dialogue. Divide a sheet of paper into two columns and, for a few days, jot down on one side all the negative thoughts that come into your head. In the second column, rewrite each thought in a positive way. Next, practice doing this in your mind until it becomes a habit.

•

Learn to communicate more effectively.

Not saying the things we feel can lead to a sense of frustration, hurt, anger or anxiety. If you find communicating difficult, or are afraid of arguments or hurting others’ feelings, take a course to improve your skills.

I encourage you to think about how these seven “principles” or “laws” of leadership can be used to be a better leader.

shine on S

ince I was a kid, I’ve had a fascination with people who overcame adversity.

From the first time I read The Color Purple, to learning about heroes like Helen Keller or Stephen Hawking, I was excited about people’s potential to change the world, even when everything seemed lost.

Thomas Edison’s quote: “Our greatest weakness lies in giving up; the most certain way to succeed is to try just one more time” was taped to my wall. I committed The 7 Habits of Highly Effective People to memory.

That fiery optimism saw me through a blisteringly hot 18 month mission in Venezuela in my 20s and carried on through my entry into the competitively twisted world of stand up comedy. I woke up every morning singing “Clang, Clang, Clang Went the Trolley” (much to my husband’s dismay) and hopped out of bed thrilled with another opportunity to go out into the world and discover, contribute and shine.

Yup, more than one person described my enthusiasm as annoying. I don’t know where this great excitement came from, but I know when it left.

Depression hit me in 2008. Four weeks after my second child was born, I was back on stage smiling brightly despite suffering from insomnia and anemia, and having anxiety over my choice to return to work so quickly.

The starving artist “feast or famine” mentality had, irrationally, stayed with me well into my success. I pressured myself to keep striking while the iron was hot, regardless of the toll it was taking.

Something came undone in me, and I began to withdraw from my life. It started small.

I resented the hoopla of girls night out, developed a loathing for words like “wellness,” and avoided foods that promised to prolong my life. I descended from a nine-out-of-ten in life satisfaction into an emotional dumpster,

THRIVING AFTER A SLUMP, ILLNESS OR DEPRESSION REQUIRES NEW HABITS

BY J ESS I CA HOL MES

all the while still functioning in my public responsibilities. At the lowest point, I slept more than the cat, gave my husband a hall pass, and told my TV agent “hold my calls for six months” – and all this was pre-diagnosis.

Eventually, therapy, exercise and anti-depressants treated the symptoms of social withdrawal, lethargy, hopelessness and lack of interest in life. I felt…better.

A year later, despite being healthy, stable, and enjoying my career, I was still a far cry from my former Tony Robbins-inspired self.

This lackluster state can be common to anyone who has been through personal tragedy, major illness, or even just stuck in a rut: the experience leaves you battle-weary and even once you’ve recovered, you don’t have your original spark. Enthusiasm, which had

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once been my most defining personality trait, seemed an impossibility. I felt an embarrassed disconnect when I thought of my childhood heroes. But, by implementing mindfulness and Cognitive Behavioural Therapy (CBT), I found an approach that worked for me.

We humans have a negativity bias, presumably a left-over adaptation for self-preservation in caveman times: “Better to be safe and prepare for the worst.” While we assume we have free will, we’re subconsciously conditioned with automatic responses to stress: “I need a drink,” “I’ll always be fat,” “I can’t help myself,” or “things never work out for me.”

These myths might have been helpful once upon a time as a defense mechanism, but now they just prolong the rut and serve no useful purpose.

My slump was based in fear, and my myth had me backing down anytime an opportunity to break out of my comfort zone presented. “I can’t handle anything” would play in my mind when I’d think of taking on a once-exciting challenge, tethering me to the safety of non-action. Common labels for this state of “meh” include Learned Helplessness and Presenteeism (showing up physically, but not engaging). I might have needed the safety net of excuses when I was depressed, but now that I was healthy again, my myth stopped me from taking advantage of all life has to offer.

Armed with new insight, I crawled out of my comfort zone and took on these actions that have led me to a renewed sense of energy and purpose. I call them The 7 Habits of Well-being: GET RID OF THE MYTHS. By using (trend alert!) mindfulness, a person can un-train their brain from automatically going to that negative thought. Dr. Elisha Goldstein describes it as deconstructing the thought. “When that negative voice pipes in, ask yourself ‘is it true?’ then ‘is it always 100% true?’ then ‘what would my life be like if it weren’t true?’” The more you deconstruct these thoughts, the less of a habit they become. Your brain forms new habits as you replace your automatic reactions with new ones that don’t contain your negative bias. It took months of breaking old habits, but eventually when something disappointing or stressful happened, I did a double take on my reaction, and replaced “I can’t handle anything” with “I’m strong; I gotta shine my light!”

D O W H AT Y O U L O V E .

Cognitive Behavioural Therapy helped me realign myself with what fulfills me: education, self-expression, a balanced schedule, an hour alone in the kitchen, nature, daydreaming, and helping others. If you’re drawing a blank on what fulfills you, think of a period in your life when time flew by because you loved what you were doing. Remember what activities you did at that time and get them back in your life.

G E T A C T I V E I N A W A Y T H AT YOU’LL STICK WITH. Joining a women’s basketball team was my greatest catalyst for change. It snapped me out of my haze and reconnected me to a competitive drive I had lost. I joined a soccer team the following year, and although I’m the worst player on my team (a.k.a. the only one who repeatedly scores on my own net), I feel completely plugged into life after sweating it out on the field for 90 minutes. I’m a master

procrastinator/excuse-maker but I’ll be there when my team’s counting on me! “The doctor says I should get a dog” was enough to finally get my husband to agree to another pet, and we got a mutt that I take on nature hikes in the woods every morning, rain or shine, or 12 inches of snow. I also do eight minutes of Tabata (a type of high intensity interval training).

Eight minutes doesn’t seem like much, but at least I can’t ever use the excuse “I was too busy.” I’ve even done Tabata on an airplane!

“OUR GREATEST WEAKNESS LIES IN GIVING UP; THE MOST CERTAIN WAY TO SUCCEED IS TO TRY JUST ONE MORE TIME” THOMAS EDISON

I T ’ S O K TO R E V I S E VA LU E S .

For the longest time, I thought giving up on the dreams I had in my 20s made me a quitter, and I would judge myself on that criteria.

But my values have changed. It’s no longer important to me to move to Los Angeles and join the fight for fame. I consider making my kids laugh milk out their noses to be my most valuable creative accomplishment. I remind myself that horses wear blinders in a race because they run faster if they focus on where they’re going, and not on what the competition is doing. So I look at my finish line, and worry less about what my life must look like to others. The Kardashians can keep LA. F I N D M E A N I N G I N YO U R WO R K .

My favourite finding in positive psychology is that expressing your virtues more brings deeper happiness. Your job can stay exactly the same, but you can get more fulfillment out of it by inserting your personal, individual virtues into your current job; whether it’s a sense of wisdom, courage, humanity, justice, integrity or patience. We can bring more to the table and get a better sense of self-worth as an outcome. If your job is a burden but you can’t leave, then improve your health and life outside of work. Happiness is lateral: when you improve any area of your life (exercise, relationships, hobbies), you’ll immediately notice improved satisfaction in other areas, and what was bothering you at work likely won’t affect you as much.

EXCELLENCE.CA MAGAZINE | 16

SET SMALL, REALISTIC GOALS. Setting lofty, unachievable goals (think of all those January gym memberships that gather dust by March) usually ends in a person giving up, and feeling disappointed in themselves for not making it. Better to set smaller, achievable goals, one at a time, and only when that small accomplishment becomes a habit and folds into a part of your regular routine should you increase the stakes. Many top success experts, including the mastermind Tony Robbins, suggest starting with small changes – maybe you eat more veggies for 30 days, take the stairs twice as often, have one less cigarette per day, spend five minutes less on your phone per week, spend two per cent less money this month. These tiny changes increase your self-esteem, and your belief that you can change. This new optimism gives you the mental edge to take on a bigger challenge, and succeed in forming new, successful habits. (Now you know why I work out for eight minutes!)

REIGNITE YOUR RESILIENCE. For some people, falling into a depression can be attributed to a lack of resilience. In order to feel stronger, I had to prove to myself that I was strong. I did this with the same principles in #6: I asked myself every day: “What am I procrastinating from?” or ”What am I dreading doing today?” The answers ran the gamut from memorizing rap lyrics to replying to a hostile tweet (I have a weird career). Whatever task I’m dreading; I do immediately. Facing our discomforts head on strengthens us. Hollywood producer Peter Guber said: “Always run towards the monster.

It gets smaller the closer you get.”

These new habits are attainable, sustainable, and bring me deep fulfillment. They have built me back up to a place where I want to be. Now, when I get on stage, my goal beyond getting laughs is to remind the audience of their potential: to think of a time in their lives when they felt more engaged, more energized by their goals, and to connect into that passion again. I ask: “What myth are you telling yourself?” and “What part of your life do you want to express more?” It feels great to have found meaning in my work, and nothing gratifies me as much as hearing from someone who was uplifted.

I hope that my enthusiasm, although less pronounced, (I’m 41 for heaven sakes!) still annoys people. I’m not living in denial; I see the door in the corner that leads to depression, and I know it will always be there. But it’s just a door, and I’m making joyful sport of avoiding it. Cause I’m strong, and I have a purpose. So I shine on.

S P E C I A L

GOVERNOR GENERAL OF CANADA - Message 18

AWARD RECIPIENTS - 2015 Recipient List 22 - Profiles 24

F E A T U R E

HIS EXCELLENCY THE RIGHT HONOURABLE DAV I D J O H N S TO N , C . C . , C . M . M . , C .O. M . , C.D., GOVERNOR GENERAL OF CANADA

Patron of Canada Awards for Excellence

THE STANDARD of excellence The Canada Awards for Excellence is the nation’s pre-eminent recognition of organizations that have achieved excellence. The program, under the patronage of the Governor General of Canada, involves meeting and exceeding rigourous Standards and Requirements, demonstration of continuous improvement, measurement of progress, and verification by an external team of volunteers from Excellence Canada.

T H E A W A R D I S T H E S TA N D A R D O F E X C E L L E N C E . T H E S E AWA R DS A R E P R E S E N T E D A N N U A L LY. To receive the Award, an organization must demonstrate outstanding performance in the appropriate award category including Excellence, Innovation and Wellness, Quality & Healthy Workplace® and Mental Health at Work®.

This year’s recipients are role models of excellence in the areas of leadership, governance, strategy, planning, customer experience, employee engagement, innovation and wellness. The organizations come from the private, public and not-for-profit sectors, from coast to coast. Each has a unique story to tell of their excellence journey, but one thing that they all have in common is a focus on continuous improvement and the pursuit of excellence.

Embarking on an excellence journey takes time and effort. To support organizations on their journey, Excellence Canada offers comprehensive products, tools, and services to help at every stage of the journey - and valuable connections to a network of organizations that have achieved the standards or are en route to achieving them.

Years of planning, hard work and dedication go into achieving and sustaining the high levels of performance that merit these Awards. Please join with us as we celebrate these achievements.

Here’s to Canadian excellence and the 2015 Award recipients….Congratulations!

“THIS YEAR’S AWARD RECIPIENTS HAVE MADE A SIGNIFICANT CONTRIBUTION TO THE NATIONAL ECONOMY AND TO THE QUALITY OF LIFE FOR CANADIANS.” ALLAN N. EBEDES PRESIDENT & CEO EXCELLENCE CANADA

For more information, visit www.excellence.ca/awards

EXCELLENCE.CA MAGAZINE | 20

La norme d’excellence

« LES RÉCIPIENDAIRES DES PRIX CANADA POUR L’EXCELLENCE DE 2015 ONT FAIT UNE CONTRIBUTION IMPORTANTE À L’ÉCONOMIE NATIONALE ET À LA QUALITÉ DE VIE DE TOUS LES CANADIENS ET LES CANADIENNES. » ALLAN N. EBEDES PRÉSIDENT ET CHEF DE LA DIRECTION EXCELLENCE CANADA

Les Prix Canada pour l’excellence sont les plus hautes distinctions remises au Canada pour l’excellence organisationnelle. Il s’agit d’un programme, sous le patronage du gouverneur général du Canada, qui prévoit que les organisations en quête d’excellence doivent atteindre et dépasser des normes et des exigences rigoureuses, et se soumettre à des évaluations des progrès accomplis et à des vérifications de la part d’une équipe externe d’Excellence Canada.

L E P R I X E S T L A N O R M E D E L’ E X C E L L E N C E .

LES PRIX SONT REMIS CHAQUE ANNÉE. Les prix sont attribués à des organisations qui ont démontré un rendement exceptionnel dans l’une des catégories suivantes : Excellence, Innovation et mieux-être, Qualité et Milieu de travail sain et Santé mentale au travail.

Les récipiendaires de cette année sont des modèles d’excellence dans les domaines du leadership, de la gouvernance, de la stratégie, de la planification, de l’expérience client, de l’engagement des employés, de l’innovation et du mieux-être. Il s’agit d’organisations des secteurs public, privé et sans but lucratif d’un océan à l’autre.

Le vécu de chacune d’entre elles est unique, mais elles ont tous une chose en commun – elles sont axées sur l’amélioration continue et sur la poursuite de l’excellence.

La quête de l’excellence exige temps et effort. Pour appuyer les organisations dans cette aventure, le programme d’Excellence Canada offre une gamme complète de produits, d’outils et de services à toutes les étapes. Il offre aussi des liens précieux avec un réseau d’organisations qui ont atteint les normes requises ou qui sont en voie de le faire.

L’atteinte et le maintien des niveaux élevés de rendement qui mènent à l’obtention de ces Prix nécessitent des années de planification, de travail acharné et de dévouement. Veuillez vous joindre à nous pour célébrer ces réussites.

Nous saluons l’excellence canadienne ainsi que les récipiendaires des Prix 2015… Félicitations!

Pour de plus amples renseignements, visitez www.excellence.ca/awards

EXCELLENCE.CA MAGAZINE | 21

AWA RD

Algorithme Pharma–An Altasciences Company

Quality—Bronze

PREVIOUS AWA RDS

201 5 AWA RD REC I PI E N TS

CANADA AWARDS FOR EXCELLENCE

Clinical Research www.algopharm.com LAVAL, QC Employees: 536

ArcelorMittal Dofasco Inc.

Excellence, Innovation and Wellness—Platinum

Mining and Metals www.dofasco.arcelormittal.com HAMILTON, ON Employees: 5,400

Healthy Workplace ® —Gold, 2014, 2002

Mental Health at Work ® —Silver

Architecture, Information Management & Project Management Office, Central Agencies I&IT Cluster, Treasury Board Secretariat Provincial Government www.ontario.ca/treasury-board-secretariat TORONTO, ON/OSHAWA, ON Employees: 60

Excellence, Innovation and Wellness—Platinum

Excellence, Innovation and Wellness— Gold, 2013; Project—Certificate of Merit, 2013

Project—Certificate of Merit

Carleton University

Excellence, Innovation and Wellness—Silver

Education www.carleton.ca/finance-admin/ OTTAWA, ON Employees: 400 professional services staff

Healthy Workplace ® —Gold

Carleton University Education www.carleton.ca/healthy-workplace/ OTTAWA, ON Employees: 1,950 (860 academic faculty and 1090 full-time staff)

Corporation of the City of Markham Municipal Government www.markham.ca MARKHAM, ON Employees: 1,764

Diversicare Canada Management Services Co., Inc.

Quality & Healthy Workplace ® — Gold

Quality & Healthy Workplace ® — Silver, 2010

Quality—Order of Excellence

Quality—Order of Excellence, 2012, 2009, 2006; Quality—Gold, 2001

Senior Living www.verveseniorliving.com MISSISSAUGA, ON Employees: 2,600

EthoSolar Inc. Utilities & Energy www.ethosolar.com BARRIE, ON Employees: 40

Groupe AFFI Logistique

Excellence, Innovation and Wellness—Gold

Quality—Bronze

Third Party Logistics www.groupeaffi.ca BOUCHERVILLE, QC Employees: 450

Horizon Utilities Corporation

Healthy Workplace ® —Silver

Utilities & Energy www.horizonutilities.com HAMILTON, ON/ST. CATHARINES, ON Employees: 450

EXCELLENCE.CA MAGAZINE | 22

AWA RD

INO (National Optics Institute)

Quality—Gold

PREVIOUS AWA RDS

201 5 AWA RD REC I PI E N TS

CANADA AWARDS FOR EXCELLENCE

Research and Development www.ino.ca QUEBEC, QC Employees: 200

Novik inc.

Quality—Bronze

Manufacturing www.novik.com SAINT-AUGUSTIN-DE-DESMAURES, QC Employees: 120

Ontario Parks, Ministry of Natural Resources and Forestry

Quality—Order of Excellence

Natural Resources and Forestry www.ontarioparks.com PETERBOROUGH, ON Employees: 241

Quality—Order of Excellence, 2012; Quality—Gold, 2009; Quality—Silver, 2006

Rogers Communications Inc.

Healthy Workplace ® —Silver

Saint Elizabeth

Excellence, Innovation and Wellness—Order of Excellence

Mental Health at Work ® —Bronze, 2012; Project—Certificate of Merit, 2012; Excellence, Innovation Wellness— Order of Excellence, 2012; Quality & Healthy Workplace ® —Gold (2010), Bronze (2008)

Sun Life Financial

Excellence, Innovation and Wellness—Platinum

Excellence, Innovation and Wellness—Gold, 2013

The Law Society of Upper Canada - Client Service Centre

Quality—Gold

Quality—Silver, 2012

The Regional Municipality of Durham, Department of Social Services

Quality—Order of Excellence

Quality—Gold (2012), Silver (2009)

Toronto East General Hospital

Mental Health at Work ® — Platinum

Quality and Healthy Workplace®— Order of Excellence (2014, 2010), Gold (2008), Silver, 2006; Mental Health at Work ® —Silver, 2013;

Upper Canada District School Board

Healthy Workplace®—Platinum

Healthy Workplace®—Silver, 2012

Telecommunications and Media www.rogers.bWell.com BRAMPTON, ON Employees: 27,000

Healthcare www.saintelizabeth.com MARKHAM, ON Employees: 8,000

Financial Services www.sunlife.ca TORONTO, ON Employees: 6,600

Not-for-profit www.lsuc.on.ca TORONTO, ON Employees: 530

Municipal Government www.Durham.ca DURHAM, ON Employees: 1,800

Healthcare www.tegh.on.ca/bins/index.asp TORONTO, ON Employees: 2400 staff, 400 physicians and 5oo volunteers

Education www.ucdsb.on.ca BROCKVILLE, ON Employees: 4,500

EXCELLENCE.CA MAGAZINE | 23

2 0 1 5 CA N A DA AWA R DS F O R E X C E L L E N C E RECIPIENTS

RÉCIPIENDAIRES DES PRIX CANADA POUR L' E X C E L L E N C E , 2 0 1 5

ALGORITHME PHARMA–AN A LTA S C I E N C E S C O M P A N Y QUALITY—BRONZE

ALGORITHME PHARMA–UNE C O M P A G N I E D ’A LTA S C I E N C E S QUALITÉ—PRIX BRONZE

Founded in 1992 by a small team of researchers from the pharmacology department of the Université de Montréal, Algorithme Pharma, an Altasciences company, is the largest privately held Québec-owned organization specializing in clinical research services for the international pharmaceutical, biotechnology and generic drug industries.

The company continuously looks for ways to improve its customer relationships and range of services, and fosters an environment that provides value for customers, respect for trial participants, returns for shareholders and growth for employees. In 2010, after a management change, the company implemented an annual strategic plan and embarked on a continuous improvement program, which ultimately earned the company the Grands Prix québécois de la qualité (GPQQ). The company is now implementing meaningful KPIs and engaging employees in improvement ideas.

Fondée en 1992 par une petite équipe de chercheurs du département de pharmacologie de l’Université de Montréal, Algorithme Pharma, une compagnie d’Altasciences, est la plus grande société privée de propriété québécoise spécialisée dans les services de recherche clinique pour les industries pharmaceutique, biotechnologique et de médicaments génériques internationales.

La compagnie cherche constamment de nouvelles façons d’améliorer ses relations avec sa clientèle et sa gamme de services; elle favorise également un environnement propice à procurer de la valeur pour les clients, un rendement pour les actionnaires et une croissance personnelle pour les employés et à respecter les participants aux essais. En 2010, après un changement au niveau de la direction, la compagnie a mis en place un plan stratégique annuel et a entrepris un programme d’amélioration continue qui lui a mérité une distinction dans le cadre des Grands Prix québécois de la qualité (GPQQ). La compagnie met actuellement en place des indicateurs de rendement clés (IRC) et mobilise les employés afin de trouver des idées d’amélioration.

A R C E L O R M I T TA L D O F A S C O I N C .

E X C E L L E N C E , I N N O V AT I O N A N D W E L L N E S S — P L AT I N U M , M E N TA L H E A LT H AT W O R K ® — S I LV E R

A R C E L O R M I T TA L D O F A S C O I N C .

E X C E L L E N C E , I N N O V AT I O N E T M I E U X Ê T R E — P R I X P L AT I N E , S A N T É M E N TA L E AU T R AVA I L — P R I X A R G E N T

ArcelorMittal Dofasco is Canada’s largest producer of flat carbon steel, and part of the world’s largest steel and mining company.

Known by the iconic slogan Our Product is Steel. Our Strength is People, the company’s more than 5,000 employees are transforming tomorrow by making everyday products lighter, stronger and more sustainable.

Through a Journey to Zero health and safety initiative, teams are encouraged to Stop, Challenge and Choose to be healthy, fit and able to do their job. The desired outcome is zero accidents and zero injuries, supported by an on-site Medical Facility and Circle of Care services.

A new operating model called World Class Continuous Improvement empowers individuals and teams to optimize their daily work by seizing opportunities and eliminating losses in every aspect of the business.

ArcelorMittal Dofasco est le plus grand producteur d’acier ordinaire plat au Canada et fait partie de la plus grande compagnie sidérurgique et minière au monde. La compagnie est connue pour son slogan iconique Our Product is Steel. Our Strength is People (Notre produit, c’est l’acier, notre force, ce sont les gens), et ses plus de 5 000 employés transforment l’avenir en fabricant des produits de tous les jours plus légers, plus solides et plus durables.

Dans le cadre de l’initiative de santé et de sécurité Journey to Zero (Objectif Zéro), les équipes sont encouragées à changer leurs habitudes, se mettre au défi de le faire, choisir la santé optimale pour se maintenir en santé et être capables de faire leur travail.

L’objectif visé c’est zéro accident et zéro blessure, et elles peuvent compter sur le soutien d’une installation médicale et d’un cercle de soins sur place.

Un nouveau modèle d’exploitation du nom de World Class Continuous Improvement (amélioration continue de classe internationale) donne aux gens et aux équipes les moyens nécessaires pour optimiser leur travail quotidien en saisissant les occasions et en éliminant les pertes dans tous les aspects des activités de la compagnie.

EXCELLENCE.CA MAGAZINE | 24

RIGHT ArcelorMittal Dofasco is Canada’s largest flat roll steel producer. The company produces steel for the automotive, distribution, construction and manufacturing, tubular and consumer and industrial packaging sectors. TOP LEFT ArcelorMittal Dofasco—The company’s long standing motto of “ Our strength is people .” is more than just a tag line for the team of 5,400. The company is one of Canada’s Top 100 Employers and a back to back Canada Awards for Excellence recipient. BOTTOM LEFT Algorithme Pharma—An Altasciences Company, Montreal Clinical Research Center.

A R C H I T E C T U R E , I N F O R M AT I O N MANAGEMENT & PROJECT MANAGEMENT OFFICE, CENTRAL A G E N C I E S I & I T C L U S T E R , TREASURY B OA R D S E C R E TA R I AT E X C E L L E N C E , I N N O V AT I O N A N D W E L L N E S S — P L AT I N U M

I IT +

Central Agencies Cluster

The Architecture, Information Management and Project Management Office Branch (AIP) leads project governance and develops and implements enterprise architecture, information management strategy and future state technology directions to support the work of Ontario’s public service. AIP is fully committed to organizational excellence through continuous service improvements and an inclusive, innovative and healthy work environment.

AIP’s excellence journey began in 2009 when it embarked on service process improvements. Pursuing validation from Excellence Canada, AIP designed and launched a strategy for embracing excellence in service delivery, and progressed through Excellence Canada PEP levels.

AIP has been able to maintain very high client satisfaction and build client partnerships through the use of innovative Technology Roadmaps to guide the decision of IT investments in a strategic and cost-effective manner for its clients.

ARCHITECTURE, GESTION DE L’ I N F O R M AT I O N E T B U R E A U D E GESTION DES PROJETS, GROUPEMENT ITI POUR LES ORGANISMES C E N T R A U X , S E C R É TA R I AT D U C O N S E I L DU TRÉSOR E X C E L L E N C E , I N N O V AT I O N E T M I E U X Ê T R E — P R I X P L AT I N E

La Direction du Bureau de l’architecture, de la gestion de l’information et de la gestion des projets (AIP) dirige la gouvernance des projets et élabore et met en oeuvre l’architecture organisationnelle, la stratégie de gestion de l’information et l’orientation future de la technologie d’état pour soutenir le travail de la fonction publique de l’Ontario. AIP est pleinement engagée envers l’excellence organisationnelle en améliorant continuellement le service et envers un environnement de travail inclusif, innovateur et sain.

AIP a commencé son cheminement vers l’excellence en 2009 lorsque la Direction a entrepris d’apporté des améliorations au processus du service. Sur une validation d’Excellence Canada, AIP a conçu et lancé une stratégie pour souscrire à l’excellence dans la prestation des services, progressant dans les niveaux du PEP d’Excellence Canada.

AIP a été en mesure de maintenir la satisfaction des clients à un niveau très élevé et a formé des partenariats avec les clients en se servant de feuilles de route technologiques innovatrices pour guider de manière stratégique et rentable les décisions dans les investissements de TI.

EXCELLENCE.CA MAGAZINE | 25

A R C H I T E C T U R E , I N F O R M AT I O N MANAGEMENT & PROJECT MANAGEMENT OFFICE, CENTRAL AGENCIES I&IT CLUSTER, TREASURY B O A R D S E C R E TA R I AT P R O J E C T — C E R T I F I C AT E O F M E R I T

I+IT

Central Agencies Cluster

Operating under Ontario’s Treasury Board Secretariat, the Central Agencies I&IT Cluster (CAC) is one of eight information technology (IT ) organizations seek to modernize government operations and provide cost-effective services. Within CAC, under the Architecture, Information Management and Project Management Office Branch (AIP), the Project Management Office leads the delivery and management of these IT solutions.

In July 2013, the AIP Branch launched a project to become the first I&IT Cluster in the Ontario Public Service to use a new Enterprise Project and Portfolio Management tool. Through project management best practices, effective teamwork, collaboration and the leveraging of skills and expertise, the project team enabled a successful implementation, which has delivered numerous functional benefits including the planned onboarding of other I&IT Clusters.

ARCHITECTURE, GESTION DE L’ I N F O R M AT I O N E T B U R E A U D E GESTION DES PROJETS, GROUPEMENT ITI POUR LES ORGANISMES CENTRAUX, S E C R É TA R I AT D U C O N S E I L D U T R É S O R P R O J E T — C E R T I F I C AT D E M É R I T E

Exerçant ses activités sous l’autorité du Secrétariat du Conseil du trésor de l’Ontario, le Groupement ITI pour les organismes centraux est l’une des huit organisations de technologie de l’information (TI) cherchant à moderniser les opérations gouvernementales afin d’offrir des services plus rentables. Dans le Groupement, qui fait partie de la Direction de l’Architecture, de la Gestion de l’information et du Bureau de gestion des projets (Architecture, GI et BGP), le Bureau de Gestion des projets est responsable de la réalisation et de la gestion de ces solutions de TI. En juillet 2013, la Direction de l’Architecture, GI, et BGP a lancé un projet qui fera du Groupement ITI le premier dans la fonction publique de l’Ontario à se servir du nouvel outil de gestion de portefeuille de projets d’entreprise. En appliquant des pratiques exemplaires de gestion de projets et grâce à un bon travail d’équipe et de collaboration, faisant un usage optimal des compétences et de l’expertise, l’équipe a réussi à mener le projet à bien, générant de nombreux avantages fonctionnels, y compris l’intégration planifiée d’autres groupements ITI.

A CANADIAN UNIVERSITY FIRST At Carleton University, we know that the key to continuous improvement is collaboration and our strength is our people.

Achieving Gold Level in Healthy Workplace and Silver Level in the Excellence, Innovation and Wellness (EIW) standard is a proud moment for Carleton.

Our journey to excellence has been a grassroots effort and the journey continues. We are excited about what the future holds.

Thank you to all members of our campus community for making us a leader in the Canadian post-secondary sector.

LEFT Architecture, Information Management & Project Management Office, Central Agencies I&IT Cluster, Treasury Board Secretariat—Architects in Agreement.

RIGHT Carleton University promotes a culture where faculty and staff can enjoy a better balance between their responsibilities at home and work by offering the opportunity to get involved in healthy activities that benefit both physical and mental health.

CARLETON UNIVERSITY E X C E L L E N C E , I N N O V AT I O N A N D W E L L N E S S — S I LV E R

UNIVERSITÉ CARLETON E X C E L L E N C E , I N N O V AT I O N E T M I E U X ÊTRE—PRIX ARGENT

Carleton University’s Finance and Administration Division is made up of 10 diverse departments and more than 400 professional services staff.

Recognizing that achieving excellence depends on a culture focused on continuous improvement through people, the division pursues a mission and vision through its core values: innovation, service excellence, continuous improvement, inclusive decisionmaking, employee engagement, accountability, and providing a safe, healthy and sustainable environment. A cross-functional Excellence Working Group guides the application of Excellence Canada’s Excellence, Innovation and Wellness Standard. Staff members have been trained on quality management systems and practices. The division has strengthened its capacity to meet the growing needs of clients/customers and there has been a strong focus on innovation, which has boosted staff engagement.

La division des finances et de l’administration de l’université Carleton est constituée de 10 sections différentes et compte plus de 400 membres du personnel des services professionnels.

La division sait reconnaître que pour atteindre l’excellence il faut entretenir une culture d’amélioration continue en comptant sur les gens qui la compose, et c’est pourquoi la mission et la vision qu’elle poursuit s’appuient sur ses valeurs fondamentales qui sont l’innovation, l’excellence du service, l’amélioration continue, un processus décisionnel inclusif, la mobilisation des employés, la responsabilisation et offrir un environnement sécuritaire, sain et viable. Un groupe de travail interfonctionnel sur l’excellence guide l’application de la norme d’Excellence Canada en matière d’excellence, d’innovation et de mieux-être. Les membres du personnel ont été formés aux pratiques et systèmes de gestion de la qualité. La division a renforcé sa capacité de répondre aux besoins croissants de ses clients et met fortement l’accent sur l’innovation, ce qui a stimulé l’engagement du personnel.

CARLETON UNIVERSITY H E A LT H Y W O R K P L A C E ® — G O L D

UNIVERSITÉ CARLETON M I L I E U D E T R AVA I L S A I N — P R I X O R

Carleton University is a dynamic research and teaching institution with more than 28,000 full- and parttime students at the undergraduate and graduate levels, more than 860 academic faculty members representing 65 disciplines, and 1,090 professional services staff.

With a vision, values statement and focus on people, Carleton works to foster a healthy workplace. A policy recognizes the social and physical environment, and the importance of individual health practices. Since commissioning an Employee Recognition and Wellness Benchmarking Project in 2007, the university has applied Excellence Canada’s Healthy Workplace® criteria. Today, Carleton is focusing on health promotion, mental health and work-life balance. A three-year Workplace Mental Health and Well-Being Strategy has been adopted to systematically assess and enhance mental health programs, policies and initiatives.

L’université Carleton est un établissement dynamique de recherche et d’enseignement qui accueille plus de 28 000 étudiants à temps plein et à temps partiel du premier cycle aux cycles supérieurs, compte plus de 860 membres de faculté représentant 65 disciplines, ainsi que 1 090 membres du personnel des services professionnels.

S’appuyant sur sa vision, son énoncé de valeurs et la priorité qu’elle accorde aux gens, l’université Carleton veut favoriser un milieu de travail sain. Elle a en place une politique qui reconnaît l’environnement social et physique et l’importance de saines pratiques individuelles.

Depuis qu’elle a commandité un projet d’analyse comparative de reconnaissance et de mieux-être des employés en 2007, l’université a mis en pratique les critères d’un Milieu de travail sain d’Excellence Canada. De nos jours Carleton se concentre à promouvoir la santé, la santé mentale et l’équilibre entre la vie personnelle et professionnelle. Elle a adopté une stratégie de santé mentale et de mieux-être au travail de trois ans afin d’évaluer et d’améliorer systématiquement les programmes, politiques et initiatives de santé mentale.

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CORPORATION OF THE CITY OF MARKHAM Q UA L I T Y & H E A LT H Y WO R K P L A C E ® — G O L D Markham is Canada’s most diverse community and one of the fastest growing municipalities in Ontario, with more than 345,000 people, 400 corporate head offices and 1,100 high technology and life sciences companies.

The city initially focused on quality as a way to improve customer service, launching a made-in-Markham customer satisfaction measurement system that continues to provide valuable service information and metrics today. It also regularly measures employee satisfaction and engages employees in improvement initiatives.

An annual Teamwork Day celebrates team successes. Markham’s Wellness Program includes on-site fitness, screening programs, lunch and learn sessions, healthy lifestyle classes, massage therapy and many other components. Improvements continue in business planning and process management areas, with a mapping of key processes and greater efficiency.

DIVERSICARE CANADA MANAGEMENT SERVICES CO., INC. QUALITY—ORDER OF EXCELLENCE

CORPORATION OF THE CITY OF MARKHAM Q UA L I T É E T M I L I E U D E T R AVA I L S A I N —PRIX OR

Markham est la communauté la plus diversifiée au Canada et une des municipalités qui connaît l’expansion la plus rapide en Ontario; elle compte plus de 345 000 habitants et 400 sièges sociaux et 1 100 compagnies de haute technologie et de sciences de la vie y sont installés.

Dans un premier temps, la ville a fait de la qualité une de ses priorités dans un souci d’améliorer son service à la clientèle. Pour mesurer la satisfaction des clients, elle a lancé un système « fait à Markham » qui continue de produire des renseignements et des mesures très utiles sur le service. La ville mesure aussi régulièrement la satisfaction des employés et les incite à s’engager dans des initiatives d’amélioration. Chaque année, une journée est consacrer à célébrer les réalisations du travail d’équipe. Dans le cadre de son programme de Mieux-être Markham offre, entreautres, un centre de conditionnement physique sur place, des programmes de dépistage, des dîners-causerie, des classes de mode de vie sain, des massages thérapeutiques. La planification opérationnelle et la gestion des processus sont continuellement améliorées, et les processus clés sont cartographiés pour accroître l’efficacité.

DIVERSICARE CANADA MANAGEMENT SERVICES CO., INC. Q U A L I T É — O R D R E D E L’ E X C E L L E N C E Diversicare Canada Management Services Co., Inc. (Diversicare Canada) is a Canadian-controlled private company that operates independent living, assisted living, memory care, and long-term care residences across Canada.

Diversicare’s Continuous Quality Improvement program began in 1993 and continues to be critical to the company’s success. By tracking and evaluating metrics, the company has continuously focused on improvements, and today pursues a comprehensive strategy that focuses on several major initiatives all aimed at improving competitiveness. An investment in re-branding, upgrades to the residents’ dining experience, enhanced financial systems, and a focus on management training and leadership development are all serving to help the company fulfill its vision and achieve ever higher levels of excellence.

ETHOSOLAR INC. E X C E L L E N C E , I N N O V AT I O N A N D WELLNESS—GOLD Since 2009, EthoSolar has moved from its founders’ dream of greater sustainability and legacy-building, to the reality and challenges of a start-up, to a successful and profitable solar developer, one of the largest in Canada with 1000 installations.

EthoSolar has dedicated itself to building stronger, more financially secure communities through the use of solar power. This mission sharpens and defines the efforts and direction of the entire company.

Operating in a competitive environment within an exploding industry, EthoSolar differentiates itself with an internal and external culture of excellence and accountability. It has worked consistently to build trust among employees, customers and partners.

Diversicare Canada Management Services Co., Inc. (Diversicare Canada) est une compagnie privée sous contrôle canadien qui exploite des résidences de vie autonome, d’aide à la vie autonome, d’aide à la mémoire et de soins de longue durée.

Le programme d’amélioration continue de la qualité de Diversicare a débuté en 1993 et il continue d’être un élément incontournable de la réussite de la compagnie. En suivant et en évaluant les principaux critères la compagnie n’a jamais perdu de vue la nécessité de faire des améliorations; de nos jours elle poursuit une stratégie complète axée sur plusieurs grandes initiatives, toutes dans le but de la rendre encore plus concurrentielle. Un investissement dans un changement d’image, des repas plus gastronomiques pour les résidents, de meilleurs systèmes financiers, une formation en gestion et le développement du leadership sont autant de gestes posés par la compagnie qui l’aident à réaliser sa vision et à atteindre de nouveaux sommets d’excellence.

ETHOSOLAR INC. E X C E L L E N C E , I N N O V AT I O N E T MIEUX-ÊTRE—PRIX OR

Depuis 2009, EthoSolar est passé du rêve de ses fondateurs de laisser un héritage d’une plus grande durabilité à la réalité et aux défis d’une jeune entreprise à un fabricant de panneaux solaires prospère et rentable, pour devenir un des plus grands producteurs au Canada avec 1000 installations.

EthoSolar s’est donné pour vocation de bâtir des communautés financièrement sûres grâce à l’énergie solaire. Cette mission accentue et définit les initiatives et l’orientation de toute la compagnie. Oeuvrant dans un milieu compétitif d’une industrie en pleine effervescence, EthoSolar se démarque par une culture interne et externe d’excellence et de responsabilisation. La compagnie s’est toujours efforcée de gagner la confiance de ses employés, de ses clients et de ses partenaires.

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TOP LEFT Corporation of the City of Markham—Markham City Staff showing support for the 2015 Pan Am & Parapan Am Games; MIDDLE LEFT Diversicare Canada Management Services Co., Inc.—The Heritage in Kelowna BC, residents celebrating our new brand launch – VERVE; BOTTOM LEFT EthoSolar Inc.—With the Power of Residential and Commercial Solar RIGHT Groupe AFFI Logistique— Third party logistics

GROUPE AFFI LOGISTIQUE QUALITY—BRONZE

GROUPE AFFI LOGISTIQUE QUALITÉ—PRIX BRONZE

Groupe AFFI Logistique, which has been managing the logistics of a major player in the telecommunications field in Québec for over 40 years, introduced a structured quality assurance program in 1996, enabling it to improve management processes and standardize best practices. Quality improvement committees address problems and improve efficiency, communication boards and key performance indicators showcase performance, and healthy habits are encouraged. As well, the company, based in Boucherville, which employs 450 workers, 83 percent of whom live with functional limitations, has invested significantly in training, while acquiring technology systems and launching a flagship plant.

Results include a physical inventory disparity of under 0.02%, global client satisfaction scores above 80%, lower error rates on postal shipments, and a declining ratio between labour costs and sales.

Groupe AFFI Logistique, qui gère depuis 40 ans la logistique d’un joueur majeur du monde des télécommunications au Québec, a introduit un programme structuré d’assurance de la qualité en 1996, ce qui lui a permis d’améliorer ses méthodes de gestion et de normaliser ses meilleures pratiques. Des comités chargés de l’amélioration se penchent sur les problèmes et améliorent l’efficacité, des tableaux dans les usines et des indicateurs clés de performance mettent en valeur le rendement, et les bonnes habitudes sont encouragées. L’entreprise, qui est située à Boucherville et emploie 450 personnes dont 83 pour cent vivent avec des limitations fonctionnelles, a aussi considérablement investi dans la formation, s’est dotée d’un système de gestion d’entrepôts performant et a mis sur pied une usine-pilote.

Parmi les retombées, notons le maintien des écarts d’inventaire physique en-deçà de 0,02 %, un taux de satisfaction de la clientèle supérieur à 80 %, une diminution du taux d’erreur d’expédition et du rapport des coûts de main-d’oeuvre versus les ventes.

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H O R I Z O N U T I L I T I E S C O R P O R AT I O N H E A LT H Y W O R K P L A C E ® — S I LV E R Horizon Utilities Corporation is one of the largest municipally owned electricity distribution companies in Ontario, providing services to 242,000 residential and commercial customers in the cities of Hamilton and St. Catharines.

The company’s robust wellness program features wellness events, lunch-and-learns and other measures. Committed to continuous improvement, the company conducted a self-assessment to determine progress and areas for improvement. A reinvigorated Wellness Committee has found ways to make the whole wellness program work better for all employees, including field workers who were offered sun and diabetes risk awareness programs at the start of their shifts. Their participation soared above 60%, with improved results.

The company also supports accessibility, community outreach, responsible environmental practices including conservation, and other aspects of social responsibility.

I N O ( N AT I O N A L O P T I C S I N S T I T U T E ) QUALITY—GOLD

HORIZON UTILITIES CORPORATION M I L I E U D E T R AVA I L S A I N — P R I X A R G E N T

Horizon Utilities Corporation est l’une des plus importantes compagnies de distribution d’électricité appartenant à une municipalité en Ontario, desservant 242 000 résidents et entreprises des villes de Hamilton et St. Catharines.

La compagnie s’est dotée d’un solide programme de mieux-être dans le cadre duquel elle offre, entre autres mesures, des événements de mieux-être et des dîners-causerie. S’étant engagée à promouvoir l’amélioration continue, la compagnie s’autoévalue pour déterminer les progrès réalisés et les améliorations restant à faire. Un comité de mieux-être revitalisé a trouvé des moyens de mieux faire fonctionner tout le programme de mieux-être de sorte à en faire profiter tous les employés, y compris les personnes qui travaillent sur le terrain et qui bénéficient, au début de leur quart, de programmes de sensibilisation aux risques d’exposition au soleil et de diabète. Leur participation a bondi à plus de 60 % et les résultats sont au rendez-vous.

La compagnie soutien également l’accessibilité, l’engagement communautaire, les pratiques respectueuses de l’environnement, y compris la conservation et d’autres aspects de la responsabilité sociale.

INO(INSTITUT NATIONAL D’OPTIQUE) QUALITÉ—PRIX OR

INO, a non-profit organization employing nearly 200 people, is Canada’s leading provider of optics and photonics solutions. Its path to excellence started in the 1990s with the implementation of a new quality assurance approach, which led to ISO 9001 certification. INO has used surveys to measure client satisfaction, adopted a process-based management system and pursued Excellence Canada’s standards for organizational excellence.

INO’s achievements over its 27-year-history include the creation of 30 spinoff companies employing over 1,000 people; 60 technology transfers; 5,000 custom solutions; and 217 patents with more pending. Outstanding results have been recorded in self-financing rates, overall yearly revenues per employee, total external revenues, employee training, customer satisfaction and employee retention rates. These efforts have earned many awards and honours.

L’INO, une organisation sans but lucratif qui emploie près de 200 personnes, est le premier fournisseur de solutions optiques et photoniques au Canada. Son cheminement vers l’excellence a commencé dans les années quatre-vingt-dix avec la mise en œuvre d’une nouvelle formule d’assurance de la qualité qui a mené à une certification ISO 9001. L’INO a mesuré la satisfaction des clients en procédant à des sondages, a adopté un système de gestion par processus et a suivi les normes d’Excellence Canada pour l’excellence organisationnelle.

Entre autres réalisations au cours de ses 27 ans d’existence, l’INO a créé une trentaine de sociétés essaimées qui emploient plus de 1 000 personnes; procédé à 60 transferts technologiques; trouvé 5 000 solutions; et obtenu 217 brevets dont plusieurs autres en instance. Des résultats extraordinaires ont été enregistrés en taux d’autofinancement, revenus globaux annuels par employé, revenus externes totaux, formation des employés, satisfaction des clients et taux de conservation des employés. Tous ces efforts lui ont valu de nombreux prix et honneurs.

NOVIK INC. QUALITY—BRONZE

NOVIK INC. QUALITÉ—PRIX BRONZE

Novik specializes in the design, manufacture and marketing of innovative polymer exterior coverings and various decorative and functional products made by injection molding. More than 100 employees contribute to the operation of its 120,000-squarefoot plant located in Saint-Augustin-de-Desmaures, in the greater Quebec City area.

Novik’s culture of performance includes core values, quality control and ISO certification, while innovation is demonstrated by the use of cutting edge technology and active research and development. Planning is well-entrenched, dashboards of indicators link directly to departmental objectives, and customer needs are rigorously analyzed. Teams are empowered and engaged through improvement strategies, training, communication, and measuring and tracking results. ®

Novik® se spécialise dans la conception, la fabrication et la commercialisation de revêtements extérieurs innovateurs en polymère et de divers produits décoratifs et fonctionnels fabriqués par moulage par injection. Plus d’une centaine d’employés contribuent à l’exploitation dans son usine de 120 000 pieds carrés située à SaintAugustin-de-Desmaures, dans la grande banlieue de Québec.

La culture de performance de Novik met l’accent sur le rendement et s’appuie sur des valeurs fondamentales, un contrôle de la qualité et une certification ISO. L’entreprise démontre son côté novateur en utilisant une technologie de pointe et en étant active dans la recherche et le développement. La planification est bien ancrée, des tableaux de bord d’indicateurs sont directement liés aux objectifs des différents départements et les besoins des clients sont analysés avec le plus grand soin. Les équipes sont dotées des moyens nécessaires pour agir avec autonomie et faire preuve d’engagement grâce à des stratégies d’amélioration, à la formation, aux communications et à la mesure et au suivi des résultats.

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ONTARIO PARKS, MINISTRY OF NATURAL RESOURCES AND FORESTRY QUALITY—ORDER OF EXCELLENCE Ontario’s provincial parks are one of the province’s most valuable tourism assets and a vital contributor to the province’s economy. Ontario Parks, which comprise 339 provincial parks and 294 conservation reserves, employ 214 staff, an additional 600 staff seasonally and more than 1,600 summer students. The organization is focused on protecting Ontario’s ecosystems, providing sustainable outdoor recreation, increasing knowledge of Ontario’s natural and cultural heritage, and enabling scientific research.

Visitors are overwhelmingly positive about their experience in provincial parks, and Ontario Parks is constantly improving its products and services to meet the high expectations of customers. The organization promotes and demonstrates bold innovation and continuous improvement across the organization, developing a strategic direction to map its future, and engaging staff to improve the organization from the inside out.

ROGERS COMMUNICATIONS INC. H E A LT H Y W O R K P L A C E ® — S I LV E R

PARCS ONTARIO, MINISTÈRE DES RICHESSES NATURELLES ET DES FORÊTS Q U A L I T É — O R D R E D E L’ E X C E L L E N C E

Les parcs provinciaux de l’Ontario sont un des atouts touristiques de la province et contribuent de manière vitale à son économie.

Parcs Ontario, qui comprend 339 parcs provinciaux et 294 réserves de conservation, emploie 214 personnes, plus 600 saisonniers et plus de 1 600 stagiaires d’été. L’organisation a pour principale vocation de protéger les écosystèmes, d’offrir des loisirs en plein air viables, de mieux faire connaître l’héritage naturel et culturel de l’Ontario et d’aider la recherche scientifique.

Les visiteurs qui fréquentent les parcs provinciaux sont positivement emballés de leur expérience; pour sa part, Parcs Ontario cherche sans cesse à améliorer ses produits et ses services pour répondre aux exigences de ses clients. L’innovation et l’amélioration continue sont évidentes dans toute l’organisation qui élabore une orientation stratégique pour tracer son avenir, incitant son personnel à la rendre encore meilleure sur tous les plans.

ROGERS COMMUNICATIONS INC. M I L I E U D E T R AVA I L S A I N — P R I X A R G E N T

Rogers is Canada’s #1 wireless provider with over 9 million customers, and one of Canada’s leading providers of cable television, high-speed internet and telephony services to consumers and businesses. Rogers also invests in emerging business, such as Smart Home Monitoring services, and owns a large suite of media and sports assets. Its brand, built on innovation, is one of the most recognized in the country.

In 2009, Rogers launched its employee bWell program, now entrenched in its culture and featuring fitness challenges, health risk assessments and an accessible website. A governance structure promotes accountability, while an employee wellness KPI provides important data. Departments and groups work together to enhance the employee experience at Rogers.

Rogers est le premier fournisseur de service sans fil au Canada avec plus de 9 millions de clients, et l’un des principaux fournisseurs de câblodistribution, d’Internet haute vitesse et de services de téléphonie aux particuliers et aux entreprises au Canada. Rogers investi également dans les services d’urgences, comme les systèmes de domotique, en plus de posséder d’importants actifs dans les médias et les sports. Sa marque, qui a été fondée sur l’innovation, est l’une des plus reconnues au pays.

En 2009, Rogers a lancé son programme Bien-être pour les employés; maintenant bien enraciné dans sa culture, il comporte plusieurs éléments comme des défis santé, des évaluations de risques de santé et l’accès à un site Web. Sa structure de gouvernance favorise la responsabilisation, tandis qu’un indicateur de rendement clé (IRC) fournit d’importantes données sur le mieux-être des employés. Les services et les groupes travaillent main dans la main pour rendre l’expérience des employés chez Rogers encore meilleure.

SAINT ELIZABETH E X C E L L E N C E , I N N O V AT I O N A N D WELLNESS—ORDER OF EXCELLENCE

SAINT ELIZABETH E X C E L L E N C E , I N N O V AT I O N E T M I E U X Ê T R E — O R D R E D E L’ E X C E L L E N C E

With 8,000 employees who share a vision “to honour the human face of health care,” Saint Elizabeth (SE) is an accredited national awardwinning not-for-profit social innovator that delivers high quality compassionate care to more than 18,000 people each day.

Quality, innovation and a healthy workplace is integral to SE’s annual strategic planning cycle; related milestones are aligned with functional area goals/plans and individual objectives. Integrated quality reporting systems monitor results through scorecards and dashboards, and support SE’s Quality Guarantee. Project management tools help standardize project execution. With a growing network of innovation partners and mobile learning, SE is streamlining processes and enhancing client care. Last year, it launched a Hope and Happiness movement to encourage random acts of kindness and story sharing through social media.

Avec ses 8 000 employés dont la vision partagée est d’honorer le visage humain des soins de santé, Saint Elizabeth (SE) est un établissement social innovateur sans but lucratif qui s’est mérité des prix nationaux pour les soins compatissants de grande qualité qu’il prodigue à plus de 18 000 personnes chaque jour.

La qualité, l’innovation et un milieu de travail sain font partie intégrante du cycle de planification stratégique annuel de SE; des jalons connexes sont alignés sur les buts et plans des secteurs fonctionnels et les objectifs personnels. Des systèmes intégrés de production de rapports sur la qualité suivent les résultats au moyen de cartes de pointage et de tableaux de bord et viennent appuyer la Garantie de qualité de SE. Des outils de gestion aident à normaliser l’exécution des projets. SE simplifie les processus et améliore le service à la clientèle grâce à un réseau croissant de partenaires en innovation et d’apprentissage mobile. L’année dernière SE a lancé un mouvement ‘espoir et bonheur’ pour encourager les gestes spontanés de générosité et le partage d’histoires par le biais des médias sociaux.

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SUN LIFE FINANCIAL E X C E L L E N C E , I N N O V AT I O N A N D W E L L N E S S — P L AT I N U M

FINANCIÈRE SUN LIFE E X C E L L E N C E , I N N O V AT I O N E T M I E U X Ê T R E — P R I X P L AT I N E

Sun Life Financial is a leading international financial services organization offering a wide range of protection and wealth products and services.

Sun Life constantly seeks to enhance the customer experience, and has begun a Lean Six Sigma journey that engages every employee in creating a culture that focuses on what matters to customers and continuously improves processes and products to meet their needs. The success of this journey has been fuelled by engaged employees, who excel at fulfilling Sun Life’s mission to help customers achieve lifetime financial security.

This commitment to customers has sparked innovation and developments in mobile applications, interactive services, paperless options, and easier customer access, and has helped Sun Life become the industry’s leading provider of wellness programs designed to assist Canadian companies in having healthier workplaces.

La Financière Sun Life est une compagnie de premier plan de services financiers à l’échelle internationale qui offre une gamme variée de produits et de services d’assurance et de gestion du patrimoine.

Sun Life cherche constamment à offrir une meilleure expérience à ses clients; pour cela elle a entrepris une démarche Lean Six Sigma dans laquelle chaque employé est engagé à créer une culture axée sur ce qui compte pour les clients et à améliorer sans cesse les processus et les produits pour répondre à leurs besoins. Si cette démarche porte fruits, c’est grâce à des employés engagés qui excellent à remplir la mission de Sun Life d’aider les clients à atteindre la sécurité financière à toutes les étapes de leur vie.

Cet engagement envers nos clients nous a poussé à innover et a stimulé les développements dans les applications mobiles, les services interactifs, les options sans papier et un accès plus facile pour nos clients, ce qui a permis à Sun Life de devenir le premier fournisseur de programmes de mieux-être de l’industrie conçus pour aider les compagnies canadiennes à avoir des milieux de travail plus sains.

THE LAW SOCIETY OF UPPER CANADA— CLIENT SERVICE CENTRE QUALITY—GOLD

BARREAU DU HAUT-CANADA– CENTRE DE SERVICE À LA CLIENTÈLE QUALITÉ—PRIX OR

The Law Society of Upper Canada serves the public interest by ensuring that Ontario’s lawyers and paralegals meet high standards of learning, competence and professional conduct. Its Client Service Centre (CSC) is the largest area within the Corporate Services Division, covering Administrative Compliance, By-Law Administration Services, the Call Centre, Complaints Services, the Law Society Referral Service and Membership Services.

Central to the CSC’s excellence journey has been the establishment of Department and Central Quality Improvement Teams, which help ensure that great ideas are carefully considered, implemented whenever possible, and shared with other groups. Employees are highly engaged, through such initiatives as a Health and Wellness Expo and departmental “Spirit Boards” that cover internal news, neighbourhood events, discount coupons and tips for personal wellness.

THE REGIONAL MUNICIPALITY OF DURHAM, DEPARTMENT OF SOCIAL SERVICES QUALITY—ORDER OF EXCELLENCE With more than 1,800 staff, the Social Services Department is the largest within The Regional Municipality of Durham, which has one of the fastest growing populations in Canada. The department provides essential DURHAM programs and human services to more than 25,000 REGION residents each month.

In 2004, it began its Excellence Journey with the development of a departmental vision, mission and principles aligned with the Corporate Durham Region Strategic Plan. The excellence framework has been instrumental in identifying organizational strengths, action plans and opportunities for growth. Staff members have been trained on quality management systems and practices. The department has strengthened its capacity to meet the growing needs of clients/customers and there has been a strong focus on staff innovation, which has boosted staff engagement.

Le Barreau du Haut-Canada sert l’intérêt public en veillant à ce que les avocats et parajuristes de l’Ontario répondent à des normes élevées d’apprentissage, de compétences et de conduite professionnelle. Son centre de service à la clientèle (CSC) est la section la plus importante de la division des services, couvrant des domaines comme la conformité aux règlements administratifs, l’administration des règlements, le centre d’appels, les plaintes, le service de référence du Barreau et les services aux membres.

La mise sur pied d’une équipe centrale et d’équipes dans les différentes sections chargées de l’amélioration de la qualité est au coeur du cheminement du CSC vers l’excellence; ces équipes voient à ce que les bonnes idées reçoivent l’attention qu’elles méritent, qu’elles soient mises en oeuvre lorsque c’est possible et partagées avec d’autres groupes. Les employés sont très engagés, notamment dans des initiatives comme Expo santé et mieux-être et les « Spirit Boards » dans les sections qui couvrent les nouvelles internes, les événements de quartier, les coupons-rabais et les conseils pour un mieux-être personnel.

RÉGION MUNICIPALE DE DURHAM, SECTION DES SERVICES SOCIAUX Q U A L I T É — O R D R E D E L’ E X C E L L E N C E

La section des services sociaux est la plus importante de la Région municipale de Durham, comptant plus de 1 800 employés; la population de la région est celle qui augmente le plus rapidement au Canada. La section offre des programmes et des services sociaux essentiels à plus de 25 000 résidents chaque mois.

En 2004, la section a commencé son cheminement vers l’excellence en se donnant une vision, une mission et des principes alignés sur le plan stratégique général de la Région de Durham. Le cadre de travail d’excellence a permis de cerner les points forts, les plans d’action et les occasions de croissance de l’organisation. Les membres du personnel ont été formés aux systèmes et pratiques de gestion de la qualité. La section a renforcé sa capacité de répondre aux besoins croissants des clients et l’innovation du personnel a été au coeur de ses priorités, ce qui a donné une impulsion à l’engagement des employés.

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LEFT Rogers Communications Inc.—Move for Hope. TOP RIGHT Saint Elizabeth—Team huddle selfie. BOTTOM RIGHT Toronto East General Hospital—“Setting a New Standard in Quality and Value!” for the EMERGENCY DEPT.

TOP LEFT Ontario Parks, Ministry of Natural Resources and Forestry— Children’s education program at Grundy Lake Provincial Park. BOTTOM LEFT 2015 Upper Canada District School Board Pride Parade. RIGHT The Regional Municipality of Durham, Department of Social Services— Resident and staff at a LTC facility.

LEFT Kevin Dougherty, President of Sun Life Financial Canada, celebrating Sun Life’s 150th anniversary with employees in Toronto and Montreal in March 2015.

RIGHT The Law Society of Upper Canada - Client Service Centre—Health and Wellness Expo in 2014.

TORONTO EAST GENERAL HOSPITAL M E N TA L H E A LT H AT W O R K ® — P L AT I N U M With 2500 staff, 400 physicians and 500 volunteers, Toronto East General Hospital (TEGH) is a full-service community teaching hospital.

TEGH is committed to continual improvement and staff engagement in order to provide superior patient-centered care.

Since becoming the first hospital in Canada to receive the Order of Excellence in 2010, TEGH has been awarded 13 Accreditation Canada national leading practices, including one for Mental Wellness in the Workplace and one for improving employee engagement. TEGH achieved a second Order of Excellence for Quality and Healthy Workplace®, a second consecutive Platinum Quality Healthy Workplace Award from the Ontario Hospital Association and the Ministry of Long Term Care, and was designated a leader in building a Mentally Healthy Workplace by the Mental Health Commission of Canada.

UPPER CANADA DISTRICT SCHOOL BOARD H E A LT H Y W O R K P L A C E ® — P L AT I N U M The Upper Canada District School Board (UCDSB) is one of the largest geographical school boards in Ontario, serving 27,000 full-time elementary and secondary students, and one of the largest employers in eastern Ontario.

Since 2004, UCDSB has been on a journey to excellence. Under a 15-year strategic plan entitled CREW (Communications, Resources, Educational Programs and Wellness), it strives to not only graduate students who are better able to think, read, write and enjoy healthy relationships, but be better all-around citizens filled with character.

Physical literacy programs improve the health of students and encourage physical fitness. The comprehensive and integrated workplace health program addresses a broad range of health issues including physical, psychological and environmental healthy practices, as well as personal resources through programs, policies and practices.

TORONTO EAST GENERAL HOSPITAL S A N T É M E N TA L E A U T R A V A I L — P R I X P L AT I N E

Avec ses effectifs de 2 500 employés, 400 médecins et 500 bénévoles, Toronto East General Hospital (TEGH) est un hôpital d’enseignement communautaire qui offre des services complets.

TEGH est engagé à toujours s’améliorer et à renforcer l’engagement de son personnel afin d’offrir des soins de qualité supérieure à ses patients.

Depuis que TEGH est devenu le premier hôpital au Canada à se voir décerner l’Ordre d’excellence en 2010, l’hôpital a été reconnu 13 fois par Agrément Canada pour être une pratique exemplaire pancanadienne, notamment en ce qui a trait au mieux-être mental au travail et pour avoir renforcé l’engagement de ses employés. TEGH a obtenu un deuxième prix Ordre de l’excellence pour la Qualité et un milieu de travail sain, un deuxième prix platine consécutif Ordre de l’excellence pour la qualité et un milieu de travail sain de l’Association des hôpitaux de l’Ontario et du ministère de la Santé et des soins de longue durée et a été désigné comme un chef de file dans la création d’un milieu de travail mentalement sain par la Commission de la santé mentale du Canada.

UPPER CANADA DISTRICT SCHOOL BOARD M I L I E U D E T R AVA I L S A I N — P R I X P L AT I N E

D’un point de vue géographique, Upper Canada District School Board (UCDSB) est un des plus grands conseils scolaires de l’Ontario; il sert 27 000 élèves à temps plein du primaire et du secondaire, et c’est l’un des plus importants employeurs de l’est de l’Ontario.

UCDSB progresse vers l’excellence depuis 2004. S’appuyant sur un plan stratégique de 15 ans intitulé CREW (Communications, Ressources, Programmes d’éducation et Mieux-être), il s’efforce non seulement de produire des élèves qui seront mieux positionner pour bien penser, lire, écrire et entretenir de saines relations, mais aussi pour être des citoyens accomplis au caractère bien trempé.

Des programmes de savoir-faire physique améliorent la santé des élèves et les incitent à se maintenir en forme. Le Conseil offre des programmes de santé au travail complets et intégrés qui couvrent un vaste éventail d’enjeux de santé, y compris des pratiques physiques, psychologiques et environnementales saines, et proposent des ressources personnelles par le biais de programmes, politiques et pratiques.

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the truth about excellence OUR WORK IS A LABOUR OF LOVE. WHAT MAKES IT WORTHWHILE AND WHAT KEEPS US GOING IS THAT WE ARE DOING IT FOR A HIGHER PURPOSE – TO CREATE A POSITIVE SOCIAL IMPACT.

BY SHIR L E E SHAR KE Y

Saint Elizabeth, 2015 Recipient of the Canada Order of Excellence for Excellence, Innovation and Wellness. Saint Elizabeth is a national organization providing a wide variety of health services.

I

t is a high honour to receive the Canada Order of Excellence. Events celebrating this accomplishment are a welcome respite from the daily effort and work it takes all of us to achieve measurable, sustainable, continuous improvement. It doesn’t happen easily.

On behalf of our staff, our excellence champions, our Board of Directors, and everyone involved, let me share with you what we have found on our excellence journey.

ESSENTIAL TRUTH #1 EXCELLENCE IS A GROUP PROJECT At Saint Elizabeth we’ve achieved success in this area because of our team’s dedication and commitment to excellence in everything we do. The external verification team from Excellence Canada found that the team spirit of Saint Elizabeth was “evident in our DNA.” They reported seeing examples in every corner of the organization. We know this would not be the case if the responsibility rested primarily with a single person or the senior team. Here are two ways we try to keep everyone in sync: C O C O O N A N D C O L L A B O R AT E We’ve committed to the process and standards of Excellence Canada, and provide the resources needed. By dedicating staff to the measurement, tracking and pursuit of the principles, we’ve been able to structure a central hub where the various initiatives can flow in and out.

From a CEO standpoint, I find the process of cocooning and collaborating very effective. It is similar to one we use for our innovation work. I take a very active interest and protect, or cocoon, the work – and at the same time ensure the players are collaborating constantly to bring the outside in to improve our efforts and spread success to others. I learned early on as the CEO the importance of taking an active role and staying very close to some key projects.

Staying personally connected has helped us achieve goals and circumvent obstacles.

L E A D E R S H I P AT A L L L E V E L S “Leadership at all levels” reinforces that each of us is a leader. We encourage leadership and expand people’s circles of influence wherever possible. One of the tools we use is SoapBox; an online forum designed to solicit ideas from staff and openly track and assess their potential. Opening up this process to our over 8000 staff (most of whom are mobile) has allowed leaders to emerge from all areas and has demonstrated our commitment to transparency, ideas and listening.

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EX CEL L ENCE COMES FROM W I T H I N; I T ’ S I N OUR G ENES .

ESSENTIAL TRUTH #2 IT’S A LABOUR OF LOVE The pursuit of excellence, particularly as you integrate the frameworks and rigour demanded by an external body, is tough work!

As soon as you think you’ve arrived – guess what – you haven’t. To take you through the dark times; you have to love it, believe it and be courageous in your work.

In our business, our mission is based on health care and social impact. We support innovations that empower people’s own health journeys. We are able to keep our eyes on the prize during tough times because of the meaning inherent in what we do. But we run a very successful business as well. What ties it together for me is the idea that social impact and social purpose can work together to achieve business success. Kevin Jones, founder of SOCAP (Social Capital Markets), put it best when he said the two ideas “can be successfully married for business success – and it can be a loving relationship.”

In 2012, an article by Michael Porter and Mark Kramer appeared in the Harvard Business Review titled “Creating Shared Value.” The article espoused an economy based on all sectors of the economic engine coming together for mutual benefit. The article created a transformative shift in my thinking.

Our work is a labour of love. What makes it worthwhile and what keeps us going is that we are doing it for a higher purpose – to create a positive social impact. It hasn’t always been smooth, nor a straight line to success, but it has been meaningful. And fun.

“AN OPTIMIST IS SOMEONE WHO KNOWS THAT TAKING A STEP BACKWARD AFTER TAKING A STEP FORWARD IS NOT A DISASTER IT’S A CHA-CHA.” ROBERT BRAULT, AUTHOR

LET’S KEEP DANCING!

ESSENTIAL TRUTH #3 EXCELLENCE IS A JOURNEY NOT A DESTINATION Regardless of the program or success or award, there is always another level to reach or process to improve. For us to be truly deserving of the Canada Order of Excellence the achievement must be quickly followed by the quest for the next challenge to overcome.

It’s important to frame the concept this way – that there is no finish line – because that helps us to keep striving.

Last year, we began our #HopeandHappiness movement. We brought together our

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entire staff (virtually); and gave everyone $25 and challenged them to spread hope and happiness in whatever way they chose. At Saint Elizabeth, we know that staff routinely go out of their way to take care of the little things for clients – things like picking up birthday cards or coffee - so we thought we would recognize it and see what we could do by taking that concept to the next level. We were able to get the #HopeandHappiness trending on twitter that day. We heard amazing stories of what people did with their hope and happiness gifts. The challenge, now that we have set the bar high for ourselves, is what’s next?

Personally I look forward to these challenges.

I prefer to look ahead and not behind - and I love to think about what is possible!

Currently we are looking at ways to amplify our social purpose–things like end of life care and supporting family caregivers. We look forward to the challenge of the next mountain and we enjoy the view from one peak to the next.

It’s energizing to imagine what we can truly accomplish together.

IT’S WORTH IT! Now that the ‘Essential Truths’ have been unmasked, I hope you agree that regardless of the challenges, the effort pays off. Along the journey, we are very fortunate in Canada to be able to work with an organization like Excellence Canada. Their structure and mentorship serves as a catalyst to propel us further and faster. Like great coaches they inspire us to do our best for ourselves and our team. And that is also an essential truth.

enough is enough Time to act on mental illness WHETHER YOU LIKE IT OR NOT, THERE IS A GOOD CHANCE THAT ONE FIFTH OF THE PEOPLE IN YOUR COMPANY OR ORGANIZATION HAD, HAS OR WILL HAVE A MENTAL HEALTH PROBLEM OF SOME SORT.

BY DA NI EL McCA RT H Y

TI M E TO WA KE UP

I

magine you had an illness, say cancer. You go into the office one day, get up the courage and tell one of your colleagues, maybe even your boss. Now picture that person replying: “Oh come on, it’s not cancer! Look, I know it’s been busy here lately, maybe you’re just stressed.” Or “Maybe you should take a break every now and then, go for a walk. That’ll make you feel better.” How would you feel?

That is what it feels like for many people living with depression. Helen Forristall knows all too well what this is like. I read Helen’s story a few years ago in the Standing Senate Committee report, “Out of the Shadows.” I think of her story quite often as it inspires me to do everything I can to help people who are in a situation similar to hers. Here’s part of what she told the Committee.

I do not like to admit it. I am ashamed and humiliated and I still have to work on that, but I am a mental illness consumer and I do take strong offence to stigma…

My doctor told me I had a sick brain just like somebody else would have a sick heart and that is fine and well in a doctor’s office, but in society, that does not work. People tell me to, “Snap out of it,” and “Think happy thoughts.”

They recommend books and they lay this guilt trip on me, such as, “You are too young to be depressed,” and, “You have nothing to be depressed about…” Again, I did not choose this. If I had breast cancer, nobody would question me.

I had to beg my GP to have an appointment with a psychiatrist. I begged him, I pleaded with him and his response was, “Yes, well, he has 600 active patients. He is getting old and you do not really need this. Just keep on taking your drugs”…

I am in a program in Merchant House for which I had to wait six months to get an interview to be accepted into the program. I am glad to say I am in the program, but my counsellor has recommended that I go into group therapy, for which I am on two waiting lists. I am sixteenth on one list and she did not want to give me the number of the other list because it is much too long. She told me the program is supposed to last six months, but it ends up being two years or so because of the waiting lists...

I have lost family and friends because they are afraid. The fear in this case is ignorance and I just have to deal every day with suicidal thoughts, medication, therapy and psychiatrists. It is not an easy road. I would do anything to have breast cancer over mental illness.

I would do anything because then I would not have to put up with the stigma.

Can you imagine feeling: “I would do anything to have breast cancer over mental illness?” Maybe you have been in a similar situation. Or maybe you have reacted as Helen’s supervisors and doctor did. Mental

illness affects 20 per cent of us at some point in our lives.

Enough is enough. It is time to act. Mental illnesses are very real. As my friend Michael Landsberg says, “They are sicknesses, not weaknesses.” It is high time we start treating people who live with these illnesses with respect. It’s time we stop rolling our eyes when we say, “So-and-so is on sick leave,” and using air quotes when we say that “she’s supposedly ’depressed’.” The fact is, the person may very well be depressed and there is a high probability that she would prefer to be at work, contributing and socializing, rather than at home on the couch, wondering when the four million pound cloud of depression is finally going to lift, when she will finally be able to think clearly again, when she can get back to taking care of her kids and when she can stop feeling worthless and get back to a normal life. The time has come for us all to do our part to make this change.

MENTAL ILLNESSES ARE VERY REAL; THE TIME HAS COME FOR US ALL TO DO OUR PART TO MAKE THIS CHANGE. L E ADERS WA NT ED

There are a lot of people who need to get on board to improve conditions for Helen and others like her. In fact, it’s a long list of individuals and groups who need to do their part.

The workplace is a good place to start, because almost everyone has to work.

Whether you like it or not, there is a good chance that one fifth of the people in your company or organization had, has or will have a mental health problem of some sort. The numbers simply are the numbers and they’ve been like this for a long time. However, for as long as mental health problems have existed, there has been very little in the way of employer obligations to address the issue.

Physical safety on the other hand – now that’s something we take seriously. Depending on where you work, you can likely look around and very quickly see multiple mandatory precautionary measures meant to protect the physical safety of employees. I used to think it was because things like a slippery floor or a loose railing were highly visible whereas things that cause psychological harm were perhaps less noticeable. But the things that cause psychological harm are in fact well-known and often glaringly obvious.

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Excessive workloads, harassment (and not just the obvious harassment; remember the air quotes used when talking about depression, that’s also harassment), weak leadership, failure to set clear expectations, failure to recognize and reward effort – these are all factors that contribute to psychological harm.

But we have not yet reached the point where it is mandatory to do anything about it. Physical safety? Yes. Psychological safety?

Well, that’s up to you.

So until it is mandatory, we are going to need some brave, innovative, forward-thinking employers to act as ambassadors and champions for the cause. If you think you meet that criteria, here’s what you can do.

CREAT E A HEA LT H Y WORK P L A CE

Eating salad is perhaps a good start, but there is a lot more that can be done. In January 2013, the Mental Health Commission of Canada along with the CSA and BNQ, released The National Standard for Psychological Health and Safety in the Workplace, or more simply put, The Standard. As I have heard the Commission’s CEO, Louise Bradley, say, “The Standard is a set of tools, not rules, to help guide organizations towards creating a more psychologically healthy workplace.”

I’ll be honest. I’ve heard almost as much criticism of the Standard as I have praise, but the criticism comes from the usual naysayers who talk rot about a lot of things.

If you talk to progressive organizations like Bell Canada, they will tell you first-hand just how beneficial their implementation of the Standard has been.

If you now find yourself thinking, “Sure, good for Bell…with all their money I don’t doubt that they have everything they need to implement this standard,” then I invite you to call the fine folks at the Commission (www. mentalhealthcommission.ca). Ask them to tell you about The Standard and possibly put you in touch with a company the size of yours, so that you can learn just how easy it is to begin making changes that will have both a positive impact on your bottom line and further the process of improving conditions for Canadians like Helen.

Excellence Canada is another great source.

They provide a set of standards, Mental Health at Work®, and the coaching and training to help organizations improve. Organizations that have used the Excellence Canada resources speak highly of their experience and the positive impact on employee mental health.

Why not book a meeting with your HR person to see if your company qualifies as one that is brave enough to lead the change.

Dialing in the Power of Loyalty A

s a radio broadcaster for almost 35 years (yes, I began as a teen or perhaps an embryo), I’ve had the extraordinary honour of bringing home to listeners some of the most amazing stories of excellence within the borders of this vast, beautiful country of ours.

Whether it’s been as a jubilant witness to championship baseball teamwork, or simply watching in awe as a man in a wheelchair pushed the boundaries of possibility, the feats of excellence that make headlines in this country so often have been too many to count. How very fortunate we are.

In my particular line of work, excellence is measured by ratings. Several times a year, radio stations are given statistics of who is believed to be listening to what, when they listen, and for how long. I’ve been fortunate to have been part of, and played a role in, a heritage radio station’s excellence for almost my entire career. It has been humbling and exhilarating.

To what do I attribute this success, this excellence? It’s been a combination of a great many elements, but “loyalty” has always played an enormous role in my life and in that of 98.1 CHFI over its nearly 60 year history.

Loyalty doesn’t always show up in the flawed system of ratings. It’s an intangible, like integrity or honesty. But without it, a company – any company – risks fading into obscurity. In my career, it was loyalty that saved me from fading away, too. And for proof, you need look no further than my inbox.

In it you’ll find the names of thousands and thousands of women and men who listen to our show from 5:00 to 9:00 a.m. on CHFI, and who read my daily journal at www.erindavis.com. They are people from their 20s to their 70s who share with me their lives, their stories, their thoughts. They have bestowed upon me the true dividends

YOU CANNOT BUY LOYALTY. IT CANNOT BE BESTOWED UPON YOU. YOU CAN ONLY EARN IT – OR TRY TO. AND IF YOU ARE VERY FORTUNATE, YOU’LL BE ABLE TO SHOW IT IN RETURN.

BY ERI N DAV I S

of loyalty: their support, their kindness and their love. This was shown in two striking situations. When my radio station chose to move in a different direction, without me, in 2003, over 5,000 listeners wrote me to offer support. I responded to each and every one – my show of loyalty and gratitude to them.

A great many listeners moved along with me to another station and there was a visible movement in the two stations’ ratings.

Then, in 2005, we watched in awe as those listeners accompanied me home to my former – and current – radio station, when I returned to 98.1 CHFI. It was a fairy tale filled with highs, lows, trials and triumphs. And I truly believe that without those listeners’ loyalty, my story would have had a much different ending.

But the most dramatic chapter in my life was yet to be written.

In May of this year the vast kindness and compassion of our 98.1 CHFI listeners truly

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made themselves known. Just hours after celebrating her very first Mother’s Day, our 24-year-old daughter died suddenly in her sleep (leaving behind a new baby and a husband of fewer than two years). The outpouring of support from listeners was swift and powerful.

From cards and letters to gifts and emails, my husband Rob and I were wrapped in a tender blanket of love, shock and sorrow. Some were longtime listeners who felt they’d known our dear Lauren even before she was born. We had shared her life and our lives on air, and they felt as if they were a part of our family – as we are of theirs.

It’s hard to put into words, really, what the kindness that has come our way has meant to Rob and I. Somewhere along the way, we all became family. We will never be truly able to thank people for the way they’ve helped us along this impossibly difficult road.

The company that conducts the ratings cannot possibly count every person who reached out and expressed sadness and condolences to everyone at our radio station and who nudge Rob and me and Lauren’s widower Philip along as we continue to find our way through the darkness. But it’s because of that voice that comes back to us – the one from our listeners who whisper, “You can do this...”

– that I know that loyalty is perhaps the highest manifestation of excellence.

You cannot buy loyalty. It cannot be bestowed upon you. You can only earn it – or try to. And if you are very fortunate, you’ll be able to show it in return.

Loyalty – whether it’s from your customers, from your family or, as in our case, from radio station listeners – may never be counted in ratings or stock values or bottom lines.

But it is truly the only thing that matters.

Without loyalty, what are we? And, perhaps more importantly, who are we?

Centre teams up for mental health resources S

ince being established in 2007, the Great-West Life Centre for Mental Health in the Workplace (the Centre) has worked with other organizations to help increase the understanding of mental health at work and the range of human experience directly related to it.

At the time the Centre was established, the term “psychological health and safety” was often met with looks of confusion.

Although most people would recognize concepts such as management styles, emotional intelligence, engagement, conflict resolution and organizational culture, their relevance to the psychological health and safety of employees was not well established.

The idea that the mental health of all employees, including those who may also experience mental illnesses, such as depression or anxiety, could be significantly impacted (positively or negatively) by the workplace environment was not yet recognized by employers.

We’ve come a long way since then, but there’s always more to do. The ongoing journey to greater understanding and awareness has been forged by the contributions of many different individuals and organizations. Here is a review of some of the milestones along the way that are helping to change society’s perception of psychological health and safety.

IN THE BEGINNING The Global Business and Economic Roundtable on Mental Health and Addiction brought together leaders from many organizations and asked them to step up and do something to address workplace mental health.

Beginning in 2007, one organization did exactly that.

Through an extensive review of research and practice, the Centre developed content for its own new website to offer free information and resources to all employers. Shortly

after the Centre’s site, Workplace Strategies for Mental Health, also went live in 2007, Mike Schwartz, Executive Director of the Centre, said, “All of these resources on our site are great, but how will an employer know where to start and where to allocate limited resources?” Mike has an accountant’s mind, and he looked at this from that practical, business perspective.

BY MARY A NN BAY NTON

That led to a discussion with Dr. Joti Samra, Dr. Merv Gilbert, and Dr. Dan Bilsker who are all innovators in the area of psychological health and wellness in the workplace. At the time, they were associated with the Centre for Applied Research in Mental Health and Addiction (CARMHA) at Simon Fraser University. At about the same time, Dr. Martin Shain, an academic lawyer and the principal of the Neighbour at Work Centre, a consulting agency in the area of workplace mental health and safety, wrote a paper, reminding readers that there are certain things that employers are required to do, by law. “There are an increasing number of lawsuits where the employer is held responsible for failing to provide a psychologically safe work environment,” he wrote.

The Centre brought these experts together, and commissioned development of a resource to help employers understand risk levels, letting them see where to start in terms of workplace mental health and how to invest resources most effectively.

Funded by Great-West Life through Simon Fraser University, Drs. Shain, Samra, Gilbert and Bilsker worked together to identify

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common risks to psychological safety at work.

They developed an online survey and related resources called Guarding Minds @ Work.

Besides helping organizations assess whether they have areas of concern, Guarding Minds @ Work helps organizations understand the factors which may be driving the issues and proposes possible solutions or actions which might help.

The, Guarding Minds @ Work resource, in particular, provided employers with a way of better understanding where to start and where to invest their limited resources. Making the resource freely available to all employers meant that the issue of assessing and addressing psychological health and safety no longer needed to be overwhelming.

M E N TA L H E A LT H A W A R E N E S S At the same time that the concept for Guarding Minds @ Work was being developed, the Centre worked with the Canadian Mental Health Association (CMHA), the Mood Disorders Association of Ontario (MDAO) and Mental Health Works starting in 2008, to develop Working Through It. While Guarding Minds @ Work focused on organizational factors, this program would focus on video interviews of individual employees sharing their experiences of working through times of mental health pressures.

Feedback that these organizations had gathered indicated that people with mental illness were often not able to find a credible online resource to help guide and support them as they tried to reclaim their own wellbeing at work, off work and when returning to work. Working Through It corrected this, in a big way.

Each organization combed their contacts and approached candidates known to have experienced mental illness at work. Ten of those people shared, not just their experiences, but how they got through it, who helped them, and how they were able to stay well.

T H E A B S E N T E E I S M R AT E I S 9 . 4 D AY S PER EMPLOYEE DUE TO ILLNESS, WITH A COST OF $16.6 BILLION1

1

Conference Board of Canada. September 2013 Briefing: Missing in Action Briefing

Healthy Workplace ® Essentials is a one-year strategy to begin strengthening the physical and mental health of your people. Learn about our comprehensive and strategic approach to achieving workplace health in your organization, and the critical steps to ‘getting started’ with quick wins.

FREE RESOURCES TO HELP YOU WITH YOUR EFFORTS AND MEASURE YOUR PROGRESS - www.healthyworkplace.ca

154 University Ave., Suite 402, Toronto, ON M5H 3Y9 tf. 800.263.9648 | t. 416.251.7600 | f. 416.251.9131

www.excellence.ca

Working Through It respects and honours the accumulated knowledge and wisdom of those who have had the experience of mental illness. Beyond the ten who appear in the videos, we surveyed hundreds of others like them and asked, “What would you have needed? What would have helped you?” In the end, all of those experiences and the answers to those questions are helpful to employers and employees alike.

After Guarding Minds @ Work, the discussion then turned to the question, “Now that we have this free resource accessible to any employer, how do we encourage them to use it?” The answer was a national standard on psychological health and safety in the workplace, which provides a framework and objective approach for employers.

Launched on January 13, 2013 by the Mental Health Commission of Canada (MHCC), and developed by the Canadian Standards Association (CSA Group) and the Bureau de normalisation du Québec (BNQ), the National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard) was funded in part by the Government of Canada and through financial contributions from the Centre and Bell Canada. It is currently available at no cost through CSA Group (www.shopcsa.ca) and BNQ (www.bnq.qc.ca) websites.

W H AT ’ S N E X T F O R T H E CENTRE The Centre’s approach has always been to develop practical tools and resources for workplace mental health issues – including bullying, conflict, performance management, and accommodation – and make them available to anyone, anywhere, at any time, free of charge. Managing Mental Health Matters (MMHM), a free training resource also available on the Centre’s website, is a prime example of how effective this approach can be in the workplace.

Managers, supervisors and other leaders can follow the MMHM program to learn how to effectively recognize and manage common mental health-related issues. A series of online videos, articles and activities make it easy for the user to quickly access the most useful information and tips, when and where they need them.

The resources you’ve read about here marked the beginning. Guarding Minds @ Work provides employers with a cost-effective way to assess and address psychological health and safety, while Working Through It contributes to normalizing mental illness and seeing it as part of the human condition.

Even more projects are in the works. The Conference Board of Canada is collaborating with the Centre this fall to host a small, ex-

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clusive group of thought leaders in psychological injury, trauma, emotional intelligence and resilience, for a full day of brainstorming.

From that, exercises and activities will be developed for leaders or teams to help improve psychological resilience and prevent psychological injury in a variety of work settings.

Employers, managers and other leaders, human resources and occupational health professionals, and employees can all access the Centre’s free tools and resources in either English or French through its website, workplacestrategiesformentalhealth.com.

Realizing the need for organizations to receive national recognition for their achievements in mental health practices in the workplace, Great-West Life, in partnership with Excellence Canada, sponsored the development of the Canada Awards for Excellence, Mental Health at Work ® Award. The inaugural award was presented in 2011.

Investing in Canadian research: Prioritizing excellence today to maximize tomorrow’s potential R

esearch is a crucial asset for a country. It drives innovation, supports economies and promotes wellbeing. So it makes sense that Canada invest in healthy research ecosystems to fuel the ambition of becoming a global research powerhouse.

But how can Canada support this asset in a way that ensures bright minds are able to get meaningful results?

The Canada Foundation for Innovation (CFI) has been investing public funds in research infrastructure at universities and colleges for nearly two decades — and it does so by focusing on excellence.

When it comes to research, excellence is the sine qua non measure. The CFI’s vision that Canada’s researchers lead the world in contributing to competitiveness, prosperity and quality of life requires that we focus on supporting the best and that we use excellence as the priority throughout our grant selection process.

Research excellence is part of the foundation for a high performing national innovation system. Our objective is to support the highest quality research that generates the best ideas with the most potential to move from the imagination to the marketplace.

And if you’re setting out to be the very best, especially when your arena of competition is the whole world, fulfilling quotas simply won’t cut it. We need to fund excellence wherever it is found across the country. Projects are judged purely on their own merits. As a result, Canadian research has pulled ahead in many areas.

Canadian research is producing results that have advanced our understanding of the world and moved the leading edge forward in particular fields. Our investments in large-scale infrastructure, such as the Sudbury Neutrino

THE CANADA FOUNDATION FOR INNOVATION (CFI) HAS BEEN INVESTING PUBLIC FUNDS IN RESEARCH INFRASTRUCTURE AT UNIVERSITIES AND COLLEGES FOR NEARLY TWO DECADES — AND IT DOES SO BY FOCUSING ON EXCELLENCE.

BY G I L L ES PAT RY

Observatory, have led to key discoveries in physics, while our investments in equipment like DNA sequencers have been instrumental in helping researchers find, among other things, the genetic roots of disease.

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By providing state-of-the-art tools and facilities researchers need to do world-class research in these fields, the CFI has built the capacity to lead the world in a very tangible way. These successes are the result of a collective focus. The Canada First Research Excellence Fund is helping Canadian postsecondary institutions excel globally in research areas such as quantum computing, regenerative medicine, Arctic and marine science, and food security to create long-term economic advantages for Canada. The results of the excellence fund’s first competition this past summer reflect previous CFI investments in these areas and demonstrate the success we can attain when our research funding systems thoroughly embrace the idea of excellence.

In the end, Canada is banking on a globally competitive level of research excellence, from the quality of the projects it supports and the strength of the individuals leading them, to how research facilities are governed and managed and how research partnerships are forged.

For its part, the CFI is investing in the future — an intrinsic unknown — and our unique and rigorous merit-review process gives us the best chance of getting it right — of investing in projects that will propel the Canadian research community towards the leading edge of new knowledge and produce results that improve the quality of life of all Canadians.

Of course, when one deals in the future, there’s always a bit of faith involved, particularly once our investments are turned over to the scientific process where nothing is a sure-fire win. But one need look no further than the great strides Canadian research has made in recent decades, and the momentum of our research institutions, to know that it is working.

HIGHLY ENGAGED EMPLOYEES STAY WITH AN ORGANIZATION AND GO OVER AND ABOVE THEIR JOB DESCRIPTION ON A REGULAR BASIS.

BY D R. A DA M STOEHR

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process management: the root of employee happiness

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Greater retention of employees; Better financial performance; Stronger brand recognition; Improved reputation; Greater customer experience; Higher levels of customer loyalty; Increased resilience.

Excellence Canada conducted a study (random sample of 591 individuals from both the private and public sectors in Canada) to investigate the relationship between process management and employee happiness. The results show a strong connection between a strategic approach to process management and employee happiness. Each of the dots in the scatter diagram in Figure 1 represents an individual’s feelings about their happiness and their organization’s approach to process management. The shape of the cluster indi-

EXCELLENCE.CA MAGAZINE | 53

cates a relationship. Further analysis shows a significant correlation of 0.67 between these two variables at the 0.01 level. If you’re not a stats geek like me you should know that a value of measures of association between 0.30 and 0.99 is considered evidence of strong association and the relationship is considered extremely interesting.

This is probably the opposite of what you thought might happen the next time you propose a bunch of process improvement work. Usually organizations are reluctant to commit to wide scale process improvement activities because they don’t seem like much fun. Think process mapping, key performance indicators, run charts, Pareto charts, root cause analysis, etc. Yet these relationship results show that people are, in fact, happier (higher levels of satisfaction, engagement, and morale) in organizations that do exactly that. It doesn’t take a lot of convincing to understand why this relationship exists. Amazingly, there are things that are less fun than doing process improvement work.

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Proc e ss M a na ge me nt Le v el s

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f you’re happy and you know it, clap your hands. If you’re happy and you know it, shout hooray. If you’re happy and you know it, and you really want to show it, if you’re happy and you know it, improve some processes.

Huh?? That must be a mistake. How does happiness link with process improvement?

It turns out that the more an organization is dedicated to continual improvement, the happier are its people. Employee happiness is when employees have high levels of satisfaction, engagement, and morale. Highly satisfied employees like their job, their boss, and their pay. Highly engaged employees stay with an organization and go over and above their job description on a regular basis.

Employees with high morale share those positive feelings amongst their entire team.

When all of these measures are maximized your organization can thrive. You will realize the following benefits:

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Em plo yee Happiness

Figure 1: Relationship Between Employee Happiness and Process Management (Stoehr, 2015)

There are three main reasons why people are happier at organizations that take process management seriously.

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REACTION BASED PROCESS MANAGEMENT IS NO FUN.

Prevention based process management is one of the key principles of a strategic approach to excellence. The reality though is that we tend to spend most of our time reacting to things. Successful process improvement initiatives lean more towards prevention than reaction. This is where people are happier. No one has ever said: “I can’t wait to get to work on Monday to react to the latest emergency and re-do the thing I did on Friday for the third time.”

BEING ON A LOSING TEAM IS NO FUN.

Working for an organization that does great work is rewarding. This is true regardless of sector or industry. People are happier when they can be proud of their organization. Pride has a strong relationship with successful process improvement. If our processes are working well, our customers start to notice. If our customers are noticing that our processes are working then our organization is more successful. If our organization is more successful we tend to be proud. When we are proud we tend to be happier. No one cheers for a losing team (unless you are a lifelong Leaf fan like me, but that’s another story).

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N O T B E I N G I N C O N T R O L O F W H AT Y O U ’ R E D O I N G A N D H O W YOU’RE DOING IT IS NO FUN.

People involvement is a key principle of excellence. Getting people involved in process improvement is one of the easiest and most effective ways to bring this principle to life. Once teams are involved in process improvement, they tend to have a greater sense of control of their daily work. This involvement is the first step to engagement; once they’re engaged positively in continual improvement, this virtuous cycle will never end. Today will be better than yesterday and tomorrow can be better than today. This mindset is powerful because employees have a genuine sense of control over making improvements to their processes to make their lives at work easier.

Prevention focus, being successful, and a sense of control are the main reasons why there is a strong relationship between process improvement and employee happiness. Remember this the next time you get reluctant looks from your staff who haven’t tried process mapping before.

In fact, start your next meeting with the following chant: If you’re happy and you know it, map a process. If you’re happy and you know it, map a process. If you’re happy and you know it, and your organization shows it, if you’re happy and you know it, improve some processes.

EXCELLENCE.CA MAGAZINE | 54

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