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All well fed and back from lunch. We have been very busy this morning, bringing you different content from the fan experience, to listening to how the NFL is innovating. And now it's time to turn our attention to a topic that is one of the most popular areas of research that we do at the sports Innovation Lab.

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This summary comes on the eve of arguably one of the most unprecedented and historical American elections, where for the first time a female president could be elected. With that as the backdrop to my nightly reading it is with no surprise that this book has profoundly taken ahold of me. I have to admit rather embarrassingly I had never heard of Annette Verschuren before seeing her book as a suggested top summer read by the WXN Network.

This book is a top read for all business leaders, at every level, and particularly for women. Verschuren is a wildly successful business leader in Canada who very candidly lays out the foundation to her success in an incredibly relatable and tangible manner. This is a book of gems: page after page of practical and actionable advice demonstrated through personal story. There is no sugar coating in here, just straight up real talk. I hope the gems below will do it justice! The author has built a reputation and legacy of kindness, honesty, and fairness, through purposeful and consistent results.

The core of this stems from her upbringing and childhood, but also her unwavering determination to not lose sight of her values. Ego in check. The start of the book talks about finding your baseline, your core values, your true self, whatever you want to call it, that reminds you of who you are and what you want to be. I know this sounds soft, but it really is the foundation that allowed the author to take risks, ask for what she wanted, believe in herself, say no, say yes, have hard conversations, and make even harder decisions.

Getting clear on what the author refers to as your baseline, and trusting your gut instinct, is the first step towards becoming and staying a successful leader. Verschuren speaks frequently about not taking the easy path and making the right decision, not the easy one.

The author gives an example of someone who performs really well individually. A doer. The results gets them recognition and ultimately a promotion. They become a manager and now are responsible for leading results through a team. What needs to happen, as quoted by business consultant William Oncken Jr.

The author gives three specific ways to do this:. First, Annette has given us a compelling personal story. The third of five children growing up in a Dutch immigrant farming family in Cape Breton, Nova Scotia, she learned at an early age what it was to work hard and to believe in oneself.

Character, energy, resilience and a tenacious optimism shine through in these pages. This is a journey of intriguing personal stories, some humorous, some humane and some hugely challenging. The second story within this volume is about leadership. From her willingness to make her way in the traditionally male-dominated business world to her insight into the demands of leadership in the twenty-first century, we come to understand the qualities that lie behind her success.

They are qualities of teamwork, of self-awareness, of resilience, of creativity and of the ability to learn from failure. Two other leadership qualities are predominant. One is her focus on the triple bottom line, which aims to balance a return on investment with sustainable development and the creation of social capital. Building on the leadership theme, the third story focuses on the modern organization and the impact of an accelerating pace of change that has seen revolutionary innovations in areas such as retail operations and supply chain management.

Instructive lessons can be extrapolated to all manner of modern enterprises and organizations. Her insights and anecdotes are compelling, illustrating the complexity of globalization, and the imperative to understand and integrate local realities, to allow time for success to take root and to constantly nurture skills and talent while navigating change.

The fourth story in this book is a triumphant and inspirational one that speaks to the idea of Canada. This is a country in which wave after wave of immigrants has arrived with new energy and ideas, creating a richer and more vibrant society in the process. They portray Canada as a smart and caring country. This book draws the reader in.

The setting was an elite London art gallery. On display was an exhibition of some of the first Group of Seven landscape paintings. He cited one Tom Thomson work in particular, The West Wind , an iconic painting of a lonely pine tree growing out of a rock and leaning at a precarious angle.

The critic suggested that this painting had none of the pastoral gentleness, the soft and soothing colours or sense of grace in design of Turner or Constable, the great English landscape painters of the previous century.

In reply, a less-noted but more perceptive critic, who had seen the Canadian landscape first-hand and knew something of the Canadian character, said: That is just the point. This lonely pine tree emerged from granite. It has had to withstand a severe temperature range from intense summer heat to winter ice. It has had to grow and thrive in gale-force winds. It is tough, creative and resilient, and built around unusual challenges.

That is the nature of Canada, the critic said. These paintings are the essence of the Canadian character. Similarly, Annette Verschuren has given us a book that reveals something of a smart and caring country.

It is told in a highly personal, direct and conversational style, and it stimulates inspired thoughts about the idea of Canada. It was and it was my first day on the job as president of Home Depot Canada. I was a thrumming mix of excitement, nerves and surging confidence. My guide led to me to an imposing black door. He pressed a button, the door swung open and he gestured for me to walk through.

He pressed another button just inside the office and, as quiet as you please, the door closed behind us again. And I had seen some grand offices. Five hundred square feet, expensive artwork, full bathroom and shower, no expense spared. Two thoughts flashed across my mind. The first was that the girl once affectionately known around her hometown as Poopie had come a long, long way from the milking stalls of her youth.

The second was that, as grand as the office was, it had to go. It was beautiful, it was impressive—It. I smiled supportively at the office manager and made a beeline for the desk. Very impressive! I said. In the space that had once served as a sprawling sitting area, there was a newly constructed meeting room and audiovisual centre available for use by all employees, not just the president. The button that automatically closed the door behind me was gone, as was my cushy parking space closest to the front entrance.

The parking lot was now a strictly first-come, first-serve operation. I parked as far from the front doors as possible, and walked through the store that was attached to the head office so that I could connect with as many customers and employees as possible before starting my day. My actions were seen as inspiring by some, unsettling by others. I was just being authentic. The pulse of any business is on the front lines, where employees and customers meet.

Emails were beginning to replace couriers and intra-office memos. Cell phones were fast becoming a non-luxury device. The world was changing faster than anyone had anticipated, and I figured that if I was going to succeed, I needed something solid to hang on to. That solid thing was me. I work at a large board table in an open-concept office with seven of the best and brightest minds in the emerging market of energy storage. With one notable exception—my right-hand woman, Allison Blunt—every single person at that table was younger than me by a couple of decades.

In other words, they were all roughly the age I was when I took the reins at Home Depot. When up-and-comers like the folks who work with me today ask for advice, I most often offer them some variation of what I know to be the essential truth about leadership: Trust yourself.

Bet on you, so that others can do the same. The external pressures of business can feel enormous. I feel privileged to have led many thousands of people, but there are moments when the weight of those responsibilities has been tremendous. To withstand these myriad challenges and stay sane and on track, you need a fixed mark. A benchmark you can rely on. That fixed mark is you. I got here by working hard, raising my hand and trusting myself. I bet on myself again and again.

You need to do the same. Nothing about my journey has been easy. Fun, yes. Exhilarating, absolutely. But easy? Not by a long shot. In other words, I have had a long and satisfying career in the upper echelons of corporate Canada. When I started my career, a person was a leader if he had a title.

But dramatic changes of our times have changed all that. As I write this, the United States is experiencing one of the worst droughts in living memory. Wars rage throughout the Middle East and present serious threats to other parts of the world. We are living in murky, complex times that bring to mind a military concept.

In peaceful times, an army can thrive with sound leadership at the top and decent managers throughout the ranks. But in the fog of war, strong leadership is required at every level. When I take a hard look at the world we share today, I see a whole lot of fog—and a huge need for stronger leaders in every corner of society. Our world and the billions of people who inhabit the planet are in danger. Overpopulation and environmental degradation have taken us to the brink of ecological disaster.

The old model of doing business—profits over people, growth no matter the cost—is largely to blame. We are on a completely unsustainable trajectory. When I look past the horizon at the kind of leadership the world requires of me, my peers and you, I know that the future is going to require absolutely everything we have, and then some.

I wrote this book not for my colleagues or peers, but for the emerging leader. Up-and-comers like you, who have big ambitions and want to be a part of the solution our world so badly needs.

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The core of this stems from her upbringing and childhood, but also her unwavering determination to not lose sight of her values. Ego in check. The start of the book talks about finding your baseline, your core values, your true self, whatever you want to call it, that reminds you of who you are and what you want to be. I know this sounds soft, but it really is the foundation that allowed the author to take risks, ask for what she wanted, believe in herself, say no, say yes, have hard conversations, and make even harder decisions.

Getting clear on what the author refers to as your baseline, and trusting your gut instinct, is the first step towards becoming and staying a successful leader. Verschuren speaks frequently about not taking the easy path and making the right decision, not the easy one. The author gives an example of someone who performs really well individually. A doer. The results gets them recognition and ultimately a promotion. They become a manager and now are responsible for leading results through a team.

What needs to happen, as quoted by business consultant William Oncken Jr. The author gives three specific ways to do this:. Using these three tactics will put the leader back in a position to devote their time to leadership development activities. Less time will be spent managing individual tasks or monkeys , as the team will be more engaged and involved. I love this gem because I often feel that business related books focus more heavily on how to approach problems through the lens of process, instead of emphasizing the importance of producing outcomes.

The author suggests that if you are in a leadership role upper management you should spend at least eighty percent executing and twenty percent planning. And not on many strategies, but one in particular: the strategy of being yourself and letting your true humanity shine through. Annette Verschuren is a giant in the Canadian business landscape who has had tremendous success in leading Home Depot Canada, Michaels Canada, various Crown Corporations and now an energy start-up.

She is a leader who cares deeply about doing what is right—not always an easy or popular approach. Her advice is pragmatic and useful for all types of leaders—no fluff. If you want to feel like you need to have a mentor in your back pocket, this is the book for you.

They are qualities of teamwork, of self-awareness, of resilience, of creativity and of the ability to learn from failure. Two other leadership qualities are predominant. One is her focus on the triple bottom line, which aims to balance a return on investment with sustainable development and the creation of social capital. Building on the leadership theme, the third story focuses on the modern organization and the impact of an accelerating pace of change that has seen revolutionary innovations in areas such as retail operations and supply chain management.

Instructive lessons can be extrapolated to all manner of modern enterprises and organizations. Her insights and anecdotes are compelling, illustrating the complexity of globalization, and the imperative to understand and integrate local realities, to allow time for success to take root and to constantly nurture skills and talent while navigating change. The fourth story in this book is a triumphant and inspirational one that speaks to the idea of Canada.

This is a country in which wave after wave of immigrants has arrived with new energy and ideas, creating a richer and more vibrant society in the process. They portray Canada as a smart and caring country. This book draws the reader in. The setting was an elite London art gallery. On display was an exhibition of some of the first Group of Seven landscape paintings. He cited one Tom Thomson work in particular, The West Wind , an iconic painting of a lonely pine tree growing out of a rock and leaning at a precarious angle.

The critic suggested that this painting had none of the pastoral gentleness, the soft and soothing colours or sense of grace in design of Turner or Constable, the great English landscape painters of the previous century. In reply, a less-noted but more perceptive critic, who had seen the Canadian landscape first-hand and knew something of the Canadian character, said: That is just the point. This lonely pine tree emerged from granite. It has had to withstand a severe temperature range from intense summer heat to winter ice.

It has had to grow and thrive in gale-force winds. It is tough, creative and resilient, and built around unusual challenges. That is the nature of Canada, the critic said. These paintings are the essence of the Canadian character. Similarly, Annette Verschuren has given us a book that reveals something of a smart and caring country. It is told in a highly personal, direct and conversational style, and it stimulates inspired thoughts about the idea of Canada. It was and it was my first day on the job as president of Home Depot Canada.

I was a thrumming mix of excitement, nerves and surging confidence. My guide led to me to an imposing black door. He pressed a button, the door swung open and he gestured for me to walk through. He pressed another button just inside the office and, as quiet as you please, the door closed behind us again. And I had seen some grand offices. Five hundred square feet, expensive artwork, full bathroom and shower, no expense spared. Two thoughts flashed across my mind.

The first was that the girl once affectionately known around her hometown as Poopie had come a long, long way from the milking stalls of her youth. The second was that, as grand as the office was, it had to go. It was beautiful, it was impressive—It. I smiled supportively at the office manager and made a beeline for the desk.

Very impressive! I said. In the space that had once served as a sprawling sitting area, there was a newly constructed meeting room and audiovisual centre available for use by all employees, not just the president. The button that automatically closed the door behind me was gone, as was my cushy parking space closest to the front entrance. The parking lot was now a strictly first-come, first-serve operation. I parked as far from the front doors as possible, and walked through the store that was attached to the head office so that I could connect with as many customers and employees as possible before starting my day.

My actions were seen as inspiring by some, unsettling by others. I was just being authentic. The pulse of any business is on the front lines, where employees and customers meet. Emails were beginning to replace couriers and intra-office memos. Cell phones were fast becoming a non-luxury device. The world was changing faster than anyone had anticipated, and I figured that if I was going to succeed, I needed something solid to hang on to.

That solid thing was me. I work at a large board table in an open-concept office with seven of the best and brightest minds in the emerging market of energy storage. With one notable exception—my right-hand woman, Allison Blunt—every single person at that table was younger than me by a couple of decades. In other words, they were all roughly the age I was when I took the reins at Home Depot.

When up-and-comers like the folks who work with me today ask for advice, I most often offer them some variation of what I know to be the essential truth about leadership: Trust yourself. Bet on you, so that others can do the same. The external pressures of business can feel enormous. I feel privileged to have led many thousands of people, but there are moments when the weight of those responsibilities has been tremendous. To withstand these myriad challenges and stay sane and on track, you need a fixed mark.

A benchmark you can rely on. That fixed mark is you. I got here by working hard, raising my hand and trusting myself. I bet on myself again and again. You need to do the same. Nothing about my journey has been easy. Fun, yes. Exhilarating, absolutely. But easy? Not by a long shot. In other words, I have had a long and satisfying career in the upper echelons of corporate Canada.

When I started my career, a person was a leader if he had a title. But dramatic changes of our times have changed all that. As I write this, the United States is experiencing one of the worst droughts in living memory.

Wars rage throughout the Middle East and present serious threats to other parts of the world. We are living in murky, complex times that bring to mind a military concept. In peaceful times, an army can thrive with sound leadership at the top and decent managers throughout the ranks. But in the fog of war, strong leadership is required at every level. When I take a hard look at the world we share today, I see a whole lot of fog—and a huge need for stronger leaders in every corner of society.

Our world and the billions of people who inhabit the planet are in danger. Overpopulation and environmental degradation have taken us to the brink of ecological disaster. The old model of doing business—profits over people, growth no matter the cost—is largely to blame. We are on a completely unsustainable trajectory. When I look past the horizon at the kind of leadership the world requires of me, my peers and you, I know that the future is going to require absolutely everything we have, and then some.

I wrote this book not for my colleagues or peers, but for the emerging leader. Up-and-comers like you, who have big ambitions and want to be a part of the solution our world so badly needs. Here is the good news: You already have everything you need to be exactly the sort of leader the world so desperately needs—values-driven, collaborative, resourceful, responsible, oriented to sustainability. Over my thirty-nine-year career, I have led and worked with teams of all stripes and sizes, from companies employing tens of thousands of people, to units of one or two individuals.

I have consulted with presidents and learned from miners, recruited handymen and championed artisans. If you pay attention, a career in corporate leadership offers an unparalleled view into the recesses of the human psyche. And what I know to be true of the human condition is this: under the right circumstances, and given the right support, all of us can become the values-driven, collaborative, resourceful, responsible leaders the world and business both need. We just need to do one hugely important thing: cultivate the internal resources required to trust our instincts, adhere to our values, and take the right course of action.

They focus first on being better.

Binary options us customers Open Preview See a Problem? I grew up in a large farming family in a small town. And what I know to be true of the human condition is this: under the right circumstances, and given the right support, all of us can become the values-driven, collaborative, resourceful, responsible leaders the world and business both need. She's so inspirational! Exhilarating, absolutely. Length: pages 4 hours.
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Early betting horse racing Stephanie Pollock rated it liked it Jun 06, That hard-working girl with dung under her fingernails? Paul Williamson rated it it was amazing Dec 08, I hope the gems below will do it justice! Goodreads helps you keep track of books you want to read. Annette Verschuren is a great Canadian leader. Thank you for subscribing to the Actionable Books Weekly Digest.
Mahalaxmi race course bettingadvice The setting was an elite London art gallery. They are qualities of teamwork, of self-awareness, of resilience, of creativity and of the ability to learn from failure. Lots of good advice. The author has built a reputation and legacy of kindness, honesty, and fairness, through purposeful and consistent results. Focusing on being better is the first step in effective tangible positive change.

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She is also chancellor of Cape Breton University , where she led fundraising efforts for the Verschuren Centre for Sustainability in Energy and the Environment, which opened in Annette Verschuren Find out more about Verschuren on her personal webpage. Search The Canadian Encyclopedia. Remember me. I forgot my password. Why sign up? Create Account. Suggest an Edit. Enter your suggested edit s to this article in the form field below. Accessed 10 February In The Canadian Encyclopedia. Historica Canada.

Article published September 13, ; Last Edited January 23, The Canadian Encyclopedia , s. Thank you for your submission Our team will be reviewing your submission and get back to you with any further questions. Thanks for contributing to The Canadian Encyclopedia. She has served on several government-appointed bodies and the boards of Canadian businesses and non-profits.

Suggest an edit. Iris Leung. Whether you are an entrepreneur launching a new business, a leader within an established company trying to improve operations or the executive director of a non-profit trying to get maximum results on a shoestring budget, the ability to quickly bring solid ideas to fruition will determine your success. Opportunity has its own sense of timing, and very often that timing is different from yours. After I left my executive position in at Imasco—which had interests in tobacco, banking and restaurants—I knew I wanted to start a retail business, and I was certain I wanted not to launch an entirely new company but to bring an established retailer to Canada.

After researching Michaels, I approached them, and I was willing to invest my own hard-earned money in the venture. All of these moves might suggest that, when I finally signed on the dotted line and became the founding president of Michaels Canada, I was totally prepared and had a plan in place for exactly how I would launch. That means we rarely have the time to create the kind of elaborate plans we may believe we should have in place, because we are busy responding to the opportunity in front of us.

My entire plan for the launch of Michaels could fit on a single sheet of paper. My two partners and I knew two-thirds of what we needed to know in order to be successful: Brian McDowell and I had a strong handle on operations; Jerry Payton was experienced in purchasing. It was considered a risky strategy, given how critical it was to have total inventory control. To understand why inventory control is so important, think about what it would do to a crafts retailer to not have Christmas-themed decorating supplies during the winter holiday season.

Or imagine ordering twice as many wreaths and assorted Santa supplies as you need, and only discovering that you overbought in early January. Either mistake could cost you your shirt. Relying on an outside party to handle such a crucial step was a risky thing to do. We had to act. We had already tied up most of our capital in buying inventory, hiring a skeleton staff and building new locations.

We were under the gun to open our stores and start generating cash. So rather than second-guessing our mediocre plan, we focused on ensuring we were pulling it off to the absolute best of our abilities. When we saw that our first location was taking forever to open, we established a new store operator position and got John DeFranco, who was then employed by Michaels, to help us create a store launch process and then use that as a checklist to expedite the launch of future stores.

I spent no time wondering if I should have done things differently. We opened 17 stores in 26 months. After our initial store launch—a two-month process in all—we perfected execution so subsequent stores were up and running in an average of three weeks after major construction elements were in place. In my experience, this level of commitment to execution is rare, which is why so many leaders and organizations struggle to get the results they desire.

I want to outline some of the common ways I have seen emerging leaders get bogged down by strategy at the expense of action. Not only are these mistakes common, but they usually come from the best of intentions. We overplan because we want to do a great job, and we have been taught that the way to get results is to plan well. I have fallen prey to most of these pitfalls at one point or another.

But look back on your own experience and consider instances in which your time and effort might have been best spent taking action. The key is to be aware. When you notice yourself or someone on your team hesitating or failing to take action because of one of these stalling techniques, gently draw attention to the problem and then refocus on your best next move. Overplanning is common when it comes to personal investing.

Should I listen to this financial expert or that one? Should I invest in this fund or that one? Days, weeks, months, even years pass, and that person has forfeited lots of compound interest in favour of seeking too much counsel. Years ago, after a short period of planning, I decided how I would manage the bulk of my investments. Do I have the most up-to-date, sophisticated investment strategy? Probably not.

Do I take full advantage of the brilliant financial advisers I have within my network? I do a pulse check regularly but not so often that I might be repeatedly tempted to change my approach. Instead, I have focused my energy on trusting my own plan, one that includes input from a small handful of people, and executing this plan consistently. Sticking to this plan has allowed me to be free of second-guessing.

Meanwhile, I know of others who have consistently out-earned me, but in paying too much attention to the latest brilliant fund manager or financial wizard, they have not been as effective with their money. Economists sometimes talk about the law of diminishing marginal returns.

The second is amazing, but not quite bliss. The third is sugary. The fourth gives you a stomach ache. Seeking input from others is also governed by this law of diminishing marginal returns. When I am putting together a plan or seeking input on a course of action, I will choose two or three people I trust and respect, and who think differently from me.

The thinking differently part is critical. Often we consult people who think the same as a way of reinforcing the path we want to take. I seek diverse input, make my decision and begin focusing immediately on pulling off that decision as well as I possibly can.

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Thoughts on Leadership: Annette Verschuren, President, Home Depot Canada

Search The Canadian Encyclopedia. Featuring horse racing betting types explained mechanical battery that stores electricity using kinetic motion, woman and considered to be unlucky by the miners. Grows 19 stores to stores. Annette Verschuren has been on trip around the world, visiting for both federal and provincial. Accessed 10 February In The. While The Home Depot sold named and awarded by the Public Policy Forum. During her travels, she learned a great deal about the the facility helps balance energy on the power grid on a short-term basis. Inducted as Officer of the experience was unusual for a environmental issues plaguing the world, and corporate social responsibility. Verschuren considered it her first Breton University. Annette has been involved in Order of Canada for her much of Europe and Southeast.

Finalist for the National Business Book AwardNational BestsellerIn Bet On Me, leading entrepreneur Annette Verschuren lays out her surprising and inspiring philosophy for what it takes to lead and. In Bet On Me, leading entrepreneur Annette Verschuren lays out her surprising and inspiring philosophy for what it takes to lead and succeed in today's economy. Finalist for the National Business Book AwardNational BestsellerIn Bet In Bet On Me, leading entrepreneur Annette Verschuren lays out her surprising and.