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Company of Young Professionals – Zero to 100, startup lessons from Vancouver Founders with Futurepreneur

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Date: July 26, 2017

Name: Company of Young Professionals – Zero to 100, startup lessons from Vancouver Founders with Futurepreneur

Presenters: Michael Steele, Kathryn Loewen, Gamelle Fitzgibbon, and Keith Ippel

Many young leaders have great idea for business, but they do not have any idea on how to get started. Company of Young Professionals invites the seasoned entrepreneurs panel from Greater Vancouver to discuss their experience and journey on how they get their big ideas off the ground. The panel will share their mistakes and obstacles from their entrepreneurship. In addition, young leaders will discover the importance of mindset and the key elements of igniting their business idea into reality. The presentation will follow a workshop by Keith Ippel, Co-Founder of Spring.

The seasoned entrepreneurs panel includes Michael Steele, the Co-Founder of The Good Stuff, Kathryn Loewen, the Founder and CEO of Control, and Gamelle Fitzgibbon, the Managing Director of Bespoke Spanish. All panelists went through the program from Futurpreneur, a non-profit organization that helps mentoring young leaders into successful entrepreneurs. This panel is moderated by Natasha Jung, the Co-Founder of Cold Tea Collective.

Interviewing the panel

Jung asks all the panelists to define the meaning of the word “entrepreneur”. Fitzgibbon defines it as “taking risks”. She believes entrepreneur is a way to find out what people are good at. She loves service and she loves helping people; in fact, the path of entrepreneurship creates a self-discover process for Fitzgibbon. For Loewen, her background of technology created her passion and allowed her to enter the employment in technology sector. Later, she left due to less employment. While trying to figure out where she could go next, her only option is to enter the world of entrepreneurship. Steele defines it as a way to see the problem in the world and think about solution. True entrepreneurs will not stop. They will do something about it. The idea of entrepreneurship fits his needs.

During their startup launch, all panelists have their hard times. Fitzgibbon states the hardest part is she put a huge amount of emails and coffees she had to make to create connections, but nothing happened until a year later. In fact, entrepreneurs usually plant seeds, but these seeds will not grow until later down the road. Many young entrepreneurs do not have the patient to wait, and they do not realize people will come eventually. When they are at the dead end, they do not know where to finish.

In the technology sector, Loewen shares all businesses have projection and strategy in place. In her first year of business, she took no salary. She only focused on generating revenue and raising capital. What kept her moving forward was creating the opportunity to pitch like what it showed in Dragon’s Den. When success comes, Loewen suggests young leaders to keep the lights on as much as they can. In Loewen’s perspective, every day is a success.

Steele shares that many people think startup is simple as a whiteboard. In reality, it is more than they see on the whiteboard. Entrepreneurs need to learn all kinds of operating functions in order to run the business.

There are times when things are not as plan in business. Fitzgibbon believes momentum is the key when business feel like death. Loewen wants young leaders to imagine when they need to feed their employees when there is nothing coming in. The reality is that business is never the same as what textbook describes. In technology sector, sometimes investors demand business to burn capital because they are looking for huge profit return at the end. Steele emphasizes sometimes finance does not track success, especially when business is struggling.

Word of mouth is the best marketing for startups. Loewen suggests young leaders to use freemium as much as they can. There are some great tools for startups. Mailchimp is a great start for building a mailing list for startups. Another tool is called Slack, and it helps young leaders to look for user behaviors and engagement.

It is important to surround with supporters. Young leaders need to ask themselves who they hang around with. Time is limited and it is important to create their own circle and vibe. Fitzgibbon believes everyone has the option to choose their inner circle. For young leaders who would like to learn more about entrepreneurship, Steele recommends them to find another startup to work with. This will give them the opportunity to learn the necessary skills from watching other successful entrepreneurs.

All panelists have gone through the program from Futurepreneur. Loewen had the fortune to access to a group of supports and mentors. She advices young leaders to take actions and embrace the support from family. Steele recommends the program for young leaders because it allows them to seek supports from business obstacles. Fitzgibbon senses the program allows young leaders to take fresh idea and turn it to clarity. It is great to get direction and introduction from people who have similar mindset. In fact, options are available for young leaders and it is up to them to take advantage from it.

“Strength of community is still strong and existed”

Workshop with Spring Activator

Spring is a startup school for social entrepreneurs. Keith Ippel is the Co-Founder and CEO of Spring. He summarizes 3 major keys from the panel.

  • Able to find the right support group
  • Being strong as generalist
  • Adaptability is important

Ippel wants young leaders to think about the best place to receive support. He invites the audience to pair up and discuss their ideas. Afterwards, he wants everyone to narrow down one question: “if you can get help with one thing, what would it be?”. This question looks simple, but it is difficult to execute. It helps young leader to discover what is the most important task they are searching in business. Ippel also shares 4 tips to networking.

  1. Talk to 3 new people
  2. Ask how can I help you
  3. Connect on LinkedIn or other social media platforms
  4. Connect with the business groups

Company of Young Professionals Leadership Series – The Business of Sport Hosting

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Date: July 12, 2017

Name: Company of Young Professionals Leadership Series – The Business of Sport Hosting

Presenters: Michelle Collens and Chrissy Benz

Many major sports events, such as Olympic or FIFA World Cup, improve city’s economic impact. Moreover, leaders can leverage this business opportunity. Company of Young Professionals invites Michelle Collens, the Senior Manager of Sport Hosting for the City of Vancouver and Chrissy Benz, the Manager of the Women’s National team and Events at Volleyball Canada, to discuss how sports hosting can impact the city’s economic, social and cultural health. In this presentation, young leaders will learn how sports hosting invites business opportunities around the world; importantly, leaders will discover how it impact local businesses.

Michelle Collens is the Manager of Sport Hosting Vancouver from City of Vancouver. She involved in many major sport hosting in Vancouver, including 2015 FIFA Women’s World Cup, 2016 Americas Masters Games, Davis Cup, HSBC World Rugby Canada Sevens. She is preparing for the 209 IIHF World Junior Championship. Michelle Collens was the Assistant Chef de Mission for Team BC, 2017 Canada Summer Games for 5 years.

Chrissy Benz is the Manager of Women’s National Volleyball team for Volleyball Canada. She involved in 2017 FIVB Grand Pix. In 2015, Chrissy Benz brought over 800 teams to Calgary for the international tournament. In addition, she was the Sport Event Director of Domestic Competitions, the Director of NORCECA, and Manager of National Olympic and Paralympic committee Volunteer Program.

The Business of Sport Hosting

Vancouver is known as a sport city in Canada. As a matter of fact, there is not strategy, especially after the Winter Olympic 2010. The city has connections and incentive, but people believed there is no strong reason to initiate major sport hosting. The city does not own the stadium, which does not create great profit for the city. Therefore, the city could not follow the traditional route like any other cities.

Collens believes Vancouver can attract, develop and support world-class sports events through great partnerships, enthusiastic guidance and innovative approach. The 5 major partners are City of Vancouver, University of British Columbia, Tourism Vancouver, Vancouver Hotel Destination Association, and BC Pavilion Corporation. Collens shows the challenge is that all 5 major partners work separately, and sport hosting is a way to collaborate these partners together.

Based on the Vancouver sports hosting long term action plan, there is a fundamental framework. First, it improves coordination and collaboration. Second, it dedicates resources for product development. Third, it expands Vancouver’s sport events calendar. Fourth, it develops event assessment tools. Lastly, it increases Vancouver’s profile as a sport hosting destination. Collens emphasizes “create experience” is the key factor of the framework. As the momentum grows in Vancouver, it attracts new players. This extends people’s stay and reallocates resources. The business communities are matching with Vancouver’s actions. Social media and websites are aligning up, which helps sports hosting to know who to call. Furthermore, it creates attention internationally.

In 2016, there were 3 major event bids, which created economic impact of over $64 million with over 20,000 visitors and over 25,000 room nights. The sports hosting helped Vancouver received industry recognition, such as CSTA Prestige awards. The 5 year hosting strategy was in place, and aligned with youth, especially first nation. The capacity of 5,000 tickets is accessible to anyone in the city to engage the community. It reached over 15 million visitors over the year.

Overall, Collens believes the measuring success of 2016 has surpassed 2015, even 2010. The growth of tourism has increased significantly, which allows one event leads to another.

There are many world class sports hosting events that can bring significant economic impact to Vancouver. The first one is HSBC Canada Sevens World Rugby Series. The event will create $8.3 million economic impact. It is a huge opportunity for Vancouver. The next event is called Canada Soccer Men’s National team FIFA World Cup 2018 qualifiers. It can attract 54,798 attendance. Vancouver is looking forward to Gran Fondo event in Whistler, skating, and 2019 IIHF World Junior Hockey Championship.

Case Study

Benz states there is a huge transition growth in Volleyball Canada National Champions.

  • Evolution
  • Current model and event
  • Monetizing the event

Volleyball events are now changing the platform. The current model is changing, and the way of monetizing the event is changing to be more effective and efficient.

Traditionally, it was only 8 to 10 teams for each division (Midget East, West, and Juvenile). It required to be quantified through high school and university gym. There was hardly any revenue source.

In 2012, the event managed to bring everyone under one roof. The fans were able to see 26 different teams in Toronto. People realized it is more than volleyball because it helps everyone to see the world class athletes. That event created 20,000 room nights and over 10,000 athletes attend the city. It was the major highlight of the entire city.

In 2015, the event was hosted in Calgary. The event had over 20,000 spectators, 200 staffs, and 350 refs. The event created high performance integration. Benz mentions the growth from 2012 to 2015 increase significantly. It applies the “stay to play” policy. There were 3,000 youth matches over the 6 days and over 4,000 medals distributed. That event created $20 million economic impact. With the revenue of $2.7 million and expense of $2.5 million, the event had the net profit of $571,000. That event itself created business opportunities, especially careers.

Questions and Answers  

Collens mentions in the next 5 years, sport hosting will start to package the sporting experience. For instance, by creating a tour for the sport events, it layers the incremental businesses. Local businesses will able to leverage this sport event opportunity.

Comparing with different cities, both Collens and Benz state Vancouver does not have the same sports venue like other cities, such as Toronto. However, Vancouver has its advantage on product offering. Vancouver is catching up and businesses are noticing the cycle. People are able to see the niche.

“Sport activity will solve the potential future economic health”

Vancouver does not view sport events as “one time only” event. Sport hosting allows the city to leverage the sport events statistically and become the true identity for Vancouver.

Benz believes the major challenge in volleyball event is to engage non-volleyball players to volleyball community. Social media and emails are limited for them unless they follow. Resource is limited and coordinating the schedule can be a troublesome.

“They can’t just sell sport, they need to live the experience”

Collens shares there are 3 current metrics for sport hosting.

  1. Community engagement
  2. Participation of youth
  3. Number of success and reject calls

Leadership Forum – Strategies for achieving a healthy corporate culture

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Date: May 15, 2017

Name: Leadership Forum – Strategies for achieving a healthy corporate culture

Presenters: Karina LeBlanc, Wendy Lachance, and Dr. Kevin Wainwright

It is critical to strive a healthy team environment in every business; moreover, leaders are encouraged to cultivate a supportive healthy culture. Company of Young Professionals is the signature program from Greater Vancouver Board of Trade. Company of Young Professional invites the leadership panel to discuss strategies to create team culture. All the panelists will share their key success factors to achieve ideal team culture. In this presentation, leaders will learn the action steps to implement their strategies and vision.

The leadership panel includes 3 leaders. Karina LeBlanc is the 2x Olympian and Canadian Women’s Soccer Team. She is also the UNICEF Ambassador and motivational speaker. Wendy Lachance is the Director of Community Leadership for Coast Capital Savings. Dr. Kevin Wainwright is the Director of Projects and Strategic Initiatives for BCIT School of Business. The moderator for this panel presentation is Farhan Mohamed, the Editor-in-Chief and Partner of The Daily Hive.

Playing in the healthy sport culture is essential for LeBlanc. Sport is a huge part of her life. When the pressure is on her in the playoff, the light is bright and clear. Her mind needs to work and stay focus. During the World Cup, it is them versus China. There was a penalty kick. Because of all mental training, her mindset was aligned with the mission and objective.

“Prepare, believe in yourself, balance”

Wainwright sees a psychological challenge in modern culture. After military, many soldiers are experience the shift from a family culture to a new culture. Many of them are not aware of the transition. Wainwright explains they are not engaging to reach out. They need to engage, listen, talk, and work. In fact, they need help. Many of them are experiencing post-traumatic stress disorder. They are taught to be strong. The world needs to have a portal for them to be aware of this issue. They are not alone. Wainwright believes everyone goes through the transition phase in their lives. There are resources available and they need to engage to use them.

The feasibility of corporate culture is essential. Lachance believes the world needs an easy to implement solution. It is shocking to know that many people are not aware of mental issue in corporate culture. An easy physical activity is a simple way to implement healthy corporate culture. A small change does make a difference. The key is to ask, listen and learn. Leaders need to take time to check in and never assume everything is fine. The responsibility is on leaders’ shoulders. If there is a challenge, it is best to speak it out.

In 2011, a reporter asked an uncomfortable question to LeBlanc after a defeat in a World Cup game. The question was “how does it feel to let your country down?”. LeBlanc felt embarrassed. Afterwards, a new coach was hired and a new culture was formed. Instead of using traditional training techniques, the coach helped all teammates to be aware of who they were. When everyone discovered their “why”, they could see their strengths. LeBlanc was inspired. Because of this new team environment, they were able to bounce back. They knew their country care for them. The culture helped the team reach another success.

“People will go beyond for people”

Wainwright believes the atmosphere must be welcome. This comes from engagement of the team. He explains there are two factors to achieve healthy corporate culture.

  1. Trust everybody
  2. Empower others

It is about trusts on their decisions. If these factors are met, everyone will take care of themselves. The role of a leader is not being the expert; in fact, it is about bringing together.

Lachance believes not getting to know the team is a common mistake from leaders. If there is no honest conversation, it is difficult to develop relationship. When that happens, people will not speak up.

LeBlanc wants leaders to remember to make team members comfortable and make the best of them out there. In leadership, the fundamental concept is that “teach you all, and you all teach me”. Understand their strengths, lead by example, and give reward that people value.

Wainwright believes leadership only happens when people are willing to follow. This must come from within. By changing the way of thinking, leaders can invite others to them. There are too many leaders try to do everything. Therefore, it is important to step back and understand why people are following.

When it comes to mental health issue, Lachance encourages people to give back to community. By allowing employees the opportunity to volunteer, it creates a healthy vibe to the team culture. The economy impact can be huge. When people do not come forward to this issue, it loses productivity.

Employee recognition is a great way to improve team culture if it is done correctly. Lachance believes this method gives them an opportunity to publicity, allowing everyone to see it. However, Wainwright believes employee recognition must be a part of a big strategy. Employee recognition is like a milestone. It magnifies the issue that needs to be solved. Employee recognition is just the first step; leaders need them to keep building more success.

The technology can also impact the culture. The technology world forces people to be more self-control, connected, and flexibility. However, the problem of addition can a challenge. LeBlanc encourage leaders to allow their team to be present as much as possible. The moment of face to face can create a stronger impact towards the culture. It is important to find the balance. The power of technology can be amazing since it provides the freedom of stress. However, it can affect lifestyle. The question comes down to if technology removes stress or reduce stress in people’s lifestyles. Therefore, Wainwright wants leaders to be conscious about it.

LeBlanc recommends leaders to “own the moment”. Wainwright emphasizes sometimes when leaders cannot figure it out, there will be someone out there that will help them out. Leaders need to be active listener, be willing to share, be human, be open, and be willing to listen and learn.

“Don’t listen to reply, listen to learn”

Company of Young Professionals – Leadership Café with Evo

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Date: November 29, 2016

Name: Company of Young Professionals – Leadership Café with Evo

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Presenter: Tai Silvey

Many young leaders are the next generation in many innovative industries, especially in technology. Moreover, their contributions lead companies to the innovative direction. Company of Young Professionals invites Tai Silvey, the Director of Evo Car Share at British Columbia Automobile Association (BCAA), to discuss the future of Evo in Vancouver. Young leaders will learn how Evo can change the transportation infrastructure. Moreover, Tai Silvey will share his insight on how Evo can benefit the future generation. In this presentation, young leaders will focus on the evolution of transportation and the sharing economy.

Tai Silvey is the Director of Evo Car Share. He is also one of the founding member of BCCA that launched the Evo Share project. Before Evo, Tai Silvey was the National Account Manager of Dyson that focused on branding and Territory Sales Manager of Red Bull. Moreover, Tai Silvey also volunteered as Disaster Management Instructor for Canadian Red Cross for over 7 years.

BCAA created Evo to provide car sharing option for the next generation. Evo is the next generation of mobility for British Columbia. When demographic changes, environment factors appear. To mitigate those factors, Evo membership is created.

Silvey states only 45% of 17 years old North Americans will have license in 2010. 44% of millennials will make effort on alternative. Furthermore, 35% of millennials believe losing computer will create negative impact on their life. BCAA introduces Evo as one way car share, which can embrace British Columbia lifestyle

Currently, Silvey believes there are 3 types.

  • Consumer sharing type
  • Airbnb type
  • Business to consumer type

Silvey emphasizes that Evo has two major elements: convince and simplicity. Evo focuses on 3 simple instruction.

  1. Find a car online with the app
  2. Unlock and hit the road
  3. Park anywhere in the home area

In 2015, Evo launched over 250 cars. Evo manage to expand the home zone to Grouse mountain. Later, Evo had over 400 cars in used with the expansion to University of British Columbia. In 2016, Evo reached 600 cars within one year. Currently, Evo has over 750 cars in used over North Vancouver district. Evo is now ahead of the result. Silvey reveals Evo is currently targeting 60% of millennials and the research shows 73% of them are taking trips. Transportation is a dynamic equation for Evo. The research indicates transportation is about the means and not the mode. Silvey shares 3 main characteristics for Evo.

  1. Constant contextual evolution and re-evolution
  2. Constant communication and coordination
  3. Remaining hyper flexible and spontaneous

Car sharing is flexible and any trip can be a car share trip. This includes routine commutes, errand trip chains, quick shot, city activity, and unexpected scramble. In average, adult takes about 3.9 trips per day and the majority of them categorizes as single person private car trip. The demand is growing and options are changing. In 2021, technology will advance to the possibility of self-drive car.

Evo focuses on convenience in transportation option. Also, Evo’s members are resourceful and juggle multiple transportation options in a single trip. Many ride sharing options are entering Vancouver in the next 2 years. Silvey asks young leaders what direction Evo should evolve to become a mobility leader in the market.

Suggestions from young leaders

Young leaders suggest Evo to create loyalty program that provides incentive perks and notification alerts. Branding can expand towards luxury car share, bike share and even ski tool share. Minutes bundle can be an option for Evo. Young leaders can repurchase minutes or even send through gift cards.

Evo is suggested to install drive tracking mechanism to improve easy spotting and safety. Evo can enhance user sharing experience and create community. Evo can also target different pricing strategy, such as bundling or donation.

Consumer journey is important for Evo, so Evo can integrate compass card to reach untapped areas through universal system. The system can predict faster route for consumers. Evo is recommended to launch car pool option that emphasizes real time sharing experience. This can attract new members and reduce fixed costs.

Young leaders encourage Evo to utilize data for social sharing or rewarding. Evo should implement “Evo Connect” to broaden the sharing program. Evo Connect can help young leaders to look for available ride. This allows young leaders to experience adventure sharing by joining adventure together with other Evo members. Evo can offer referral programs for discount promotion.

Company of Young Professionals – From ideas to actions

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Date: April 20, 2016

Name: Company of Young Professionals – From ideas to actions

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Presenter: Mia Maki

Many young leaders have ideas to change the world. However, a majority of them seems to have difficulty to turn ideas into the next level. Company of Young Professionals invites Mia Maki, the Principal of Quimper Consulting Inc, to explore tips for young leaders to expand their innovative ideas. In this presentation, Mia Maki will help young leader s to unleash their inner creativity. Young leaders will understand how and where to get their next big idea. Moreover, Mia Maki will provide strategies for young leaders to turn ideas into actions.

Mia Maki is a University of Victoria professor in the Faculty of Business. She is also the Principal of Quimper Consulting Inc. she has been involved CMA British Columbia as a board member and Board Adjudicator for over 10 years. Maki has been mentoring many entrepreneurs and early stage startup companies. In addition, she has been invited to speak on the topic of innovation at many professional platforms.

Mia Maki believes many young leaders understand the theory and practice behind creativity and innovation; however, they often forget the idea behind intrapreneurship. Maki defines intrapreneurship as leader who acts like an entrepreneur within a large organization. Currently, a majority of young leaders are considered as craft people, who care about services and products. There are some freedom fighters, who want to create lifestyle, and hardly any achievers. To become achievers, young leaders need to practice negotiation and listening skills.

Maki believes effectuation is a lost art in this generation. The effectuation is the logical that heavily used in the initial stage of venture creation and new service. The logic helps young leaders to determine their affordable loss, strategize their mindset to shaping the world, and understand what others are willing to commit.

Overall, young leaders need to leverage their means and goals. This will create new interactions and lead to new commitments. New commitments will find new means and new goals. Therefore, new products will produce. This whole cycle is the formula of effectuation.

Maki engages an interactive activity to all young leaders in the audience. She wants all young leaders to imagine a scenario of the ice sculptor event. The day before the event was raining hard and all ice sculptors were melting. Maki asks all young leaders to come up with creative solutions.

Maki reveals this was a real case happened at Sweden. Because of the rain, all ice sculptors were moved into all the room in the residents. Since all ice sculptors occupied all the visitors’ room, the visitors were invited to stay with the ice sculptors. Later, the idea turned into the famous “Ice Hotel”.

Takeaways

Maki believes intrapreneurship starts with resources or means. Young leaders must know what they have and work on what they have. Young leaders are encouraged to have conversations and experiences that are cross-discipline. They also need to foster relationships outside of their departments.

Maki suggests young leaders to walk across the floor, building or buildings to gain new ideas. Sometimes, they might bump into other people and chat. This chatter would yield something useful, and one of the participants would head back to his or her desks with a new idea.

Maki encourages young leaders to ask questions. Asking the right questions can help young leaders to be more innovative and creative. Two main questions young leaders need to ask to themselves.

  1. What would make a customer’s life easier?
  2. What would make a customer’s transaction easier?

“Process innovations are long-lasting and value creating”

Young leaders must calculate their affordable lost. Affordable cost is deciding what it would cost for young leaders to confirm there is a market or prove technically it can be done, or another unknown. If there is no market, young leaders must forfeit and move on.

“Failure is an option, mistakes are expected”

Maki recommends young leaders to do these 5 things if they are in charge of developing new products or services.

  • Talk to potential co-creators
  • Ask for commitments
  • Look for ways to shape the opportunity
  • What is the affordable lost
  • Start with what they have and build from them

Company of Young Professionals Success Series – CYPx

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Date: March 15, 2016

Name: Company of Young Professionals Success Series – CYPx

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Presenters: Daniel Dubois, Natasha Jung, and Jason Leo Carvalho

Stories behind successful leaders can influence other leaders, especially young professionals. Moreover, stories can lead to new motivation and inspiration for young leaders in Vancouver. Company of Young Professionals invites Daniel Dubois, the Founder and CEO of ShareShed, Natasha Jung, the Senior Marketing and Event Manager of Vision Critical, and Jason Leo Carvalho, the Vice President of Growth in Voleo Inc, to share their leadership insights. In this presentation, young leaders will learn the “why” from these outstanding emerging leaders. In addition, the stories behind these 3 successful leaders will benefit young leaders in their career industries.

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Value based leadership in the sharing economy

Daniel Dubois had the opportunity to visit Australia to experience the value of sharing economy. Dubois redefined his wealth from a new definition of “from what you own to what you have access to”.

Young leaders must realize they are in a tight community. Many people have things others want. The assets people do not use can empower to us it by others. Dubois shares his experience from the great pacific garbage patch and believes there will be a shift in the current society. The shift will benefit the economy.

Dubois introduces the idea of ownership to access. In this business world, young leaders do not buy mobile anymore; instead, they purchase mobility. The idea of AirBnB also comes from this similar concept.

“Wealth is not ownership; it is access”

Dubois believes the true wealth is freedom. It is the degree of love each other in the community. Moreover, it is the right message to share with the community.

Sharing economy involves the triple bottom line. There will be more people moving into the local economy. There will be more community connections. Definitely, there will be empowerment and decentralized wealth in the society. Sharing economy can reduce waste and increase the access to nature, such as provide cause and effect and develop relationship.

Dubois realizes young leaders are in the community where everything is on their clock. People are afraid the change will destroy the culture they are holding on; however, they need to look at a higher view. There is a need of new measurement of success, which is to align with purpose.

Dubois wants young leaders to use these two strategies to change the society.

  1. Vote with their money
  2. Use business as a tool to make a difference

When young leaders are able to develop awareness and define their values, they will see a brighter future and use business as force for good. The movement is to empower the next generation, and sharing economy will become the next economy of tomorrow.

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Hustle and Heart

Young leaders will experience the time when they say they will have everything figured out by the age of 30. This creates pressure for young leaders to develop a plan for themselves. Natasha Jung reminds young leaders that if they do not consistency hustle every day, other young leaders can come and over them. However, Jung believes when they hustle, their heart should be in it.

At the age of 17, people supposed to have a plan of their direction, but as they approach to 30, they have to ask themselves if they are going to the right direction.

In the age of 17, Jung got a feedback from a student that she is not qualified to have the title of student council. Jung thought the hard work was not enough. She made the perception of only someone who works the hardest deserves to be a leader. This changed her life and changed the way she hustled. In reality, Jung is hustling without notice. Jung thought her hustle was making her feel good, but in reality, was she?

“Hustle beats talent when talent does not hustle”

Intention is important for hustle. Jung indicates hustle without purpose is just a busy work. Everyone has choices. The problem is that people have too many choices and it is difficult to make the choice. Jung believes future behaviors come from past behaviors. It is all about traits.

During Jung’s school year, she had a chance to work in many broadcast activities. In fact, these activities lead Jung to burnout. The hustle was driving her to the ground. Jung emphasizes all passion projects are great, but the question is, are those project good for her?

It was time for Jung to take things seriously. She was waiting for a sign. There was a moment when she accepted the event planning role for a conference, she was almost destroyed. A friend of Jung sent her a message of “Dare to dream”. “Dare to dream” was a letter she wrote to her future self. Jung felt bad because she had not done what she really wanted to do.

Jung reached out to her network and sought the opportunity to become a TV producer. Jung explains she is now doing what she really wants to do. Everything she has done before is just preparation. When she received the letter to extent her contract, she feels that is her validation. She is now happy and now the hustle and the heart are now as one.

Jung wants young leaders to remember that the most important thing to have by the time they are 30 is the clarity and confidence to live their values to the best of their ability.

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Recession

Jason Leo Carvalho defines recession as a period of temporary economic decline during which trade and industrial activity are reduced, generally identified by a fall in GDP in two successive quarters.

The economy is in growth and the trend of Canada unemployment rate is steady, but the household debt to income ratio is rising. The house debt ratio has increase over 163.7% for a past couple of years. Carvalho believes it is not the housing market that should be worried; in fact, it should be other facts, such as the rise of credit card, mortgage and personal line.

Carvalho was raised in Kitimat. Kitimat’s economy made up of 10% growth of GDP in Canada. Even though Carvalho’s father travelled a lot, and his mother worked at Royal Bank, his family has consistency. Carvalho had a great life and had the opportunity to learn to public speaking at a young age.

In his teen, Carvalho was inspired by a movie called “Dead Poets Society”. There is a powerful phrase that resonated Carvalho.

“The powerful play goes on and you may contribute your verse”

Carvalho questioned himself, “what is his verse?”

Carvalho attended university to study psychology and worked in a psychology firm in Vancouver. Going through 9/11 and the burse of Dot.com bubble, Carvalho exposed to the meaning of recession. His belief changed and witnessed the first time the evolution of technology takes place in the market

During the stock market crash at 2000 to 2002, many people lost their saving and many families are crushed. He realized there is nothing important has ever build without irrational exuberance.

“Dig your wall before you are thirsty”

Forget about university, Carvalho needed to know what he was going to do. Carvalho started to go to business competitions and got hired as a business developer. Carvalho asked the owner of C-Fax Radio to be his mentor and started his social entrepreneur journey. Carvalho went to Oxford and attend the Skoll World Forum. He met many world leaders. He took the initiative to become the educator and formed a foundation. Carvalho felt everything he experienced evolved around social economy. Currently, he is writing a book called “The First Employee”.

Carvalho suggests young leaders to always put themselves out there to get action. Lastly, Carvalho provides 7 tips for young leaders.

  1. Values and community
  2. Define your success
  3. Build your well
  4. Give back
  5. Work harder than…
  6. Information to you
  7. I have got your back

Leadership Café with TransLink

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Date: February 16, 2016

Name: Leadership Café with TransLink

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Presenter: Tim Savoie

Collaboration is an important skill for young leaders. Moreover, there is an increase trend of young leaders who are taking responsibility to make their community a better place for their generation. The Company of Young Professionals provides Leadership Café event for young leaders to suggest recommendations for industry experts. The event invites Tim Savoie, the VP of Transportation, Planning and Policy for TransLink. In this presentation, leaders will develop project management skills, growth strategies, and creativity to assist Tim Savoie to address the community transportation issue. They will contribute their meaningful ideas to TransLink and build connections with other young leaders.

Tim Savoie is the Vice President of Transportation, Planning and Policy for TransLink. He is also the member of the Canadian Institute of Planners (MCIP) and a registered professional planner. He worked as the Director of Planning and Development Services, Engineering and Operations at the City of Port Moody. In addition, Tim Savoie is serving as chair of the Professional Practice Review Committee. He has practiced in New Brunswick under the Atlantic Planners Institute. Moreover, he has many years of experience in municipal planning and led many interactive public consultation processes.

TransLink is recognized as the South Coast British Columbia Transportation Authority. Savoie highlights for the last year. TransLink hired new CEO, Cathy McLay, to the executive team. The compass card is now in operation for public and the failure of funding referendum.

Savoie believes the vision of TransLink is still in good stand. TransLink is still considered the main transportation for citizens in Lower Mainland; however, the public still questions where the funding source for the transportation. Savoie indicates TransLink is the first North American transportation authority responsible for both roads and transit. This includes bus, ferry, cycling, HandyDART, Transit, West Coast Rail, bridges, shuttles, and Transit Police Forces.

There were approximately 234 million transit trips in 2014. The usage has increased over 25% last 4 years. There are more than 1 million transit boarding each weekday and there are over 2,100 vehicles used. TransLink has the total 68 Kilometer for the Skytrain to provide transportation for people, which makes the longest transportation in Canada. For the past years, TransLink has raised over 1 billion capital investments and has committed over 145 million dollar of infrastructure last year.

Savoie emphasizes TransLink is not just transit, it supports people moving as well. Savoie provides the Plebiscite result showing over 51% of voters turnout.

The Mayor’s vision is still the blue print. The vision advances the objectives of the Regional Transportation Strategy. Broad government supports by the Mayors’ council, TransLink Board and Province. However, the broad public did not.

The total revenue of 2014 for TransLink is 1.45 billion.

  • 34% on transit
  • 24% on fuel tax
  • 22% on property and replacement tax
  • 10% on government transfer, interests and amortization
  • 4% on parking tax
  • 3% on Goldean Ear Tolls
  • 2% on others

Savoie explains the future planning for TransLink continues to develop strategies and policies on fare policy review, transit ridership growth strategy, mobility pricing, Transportation Demand Management, and Goods movement. The structure has not changed since 1984, and Savoie believes people attitude are changing in the current economy.

Savoie also explains the future for TransLink will focus on the area transport plan, Evergreen extension, bus integration, and transit network consultation. Major projects include Broadway subway, surrey Light rail and Pattullo bridge replacement. In addition, TransLink will look at the option to secure senior funding.

Savoie wants young leaders to provide suggestions for the following two questions.

  1. Funding transportation in the region is a challenge. How do young leaders think TransLink can best build the case for public support for additional funding for transit and transportation projects and plans in the future?
  2. Transpiration needs have changed vastly since young leaders’ parents used to get around 20 to 30 years ago. What are the needs as a young busy professional with transportation in general or specific to transit? What needs to change?

Young leaders think TransLink has a lack of excitement. They need a place to feel they are outside of the corporate space. If TransLink includes excitement, such as hip-pop music in the transit, young leaders will be motivated to use TransLink.

Another way of looking at it is to humanize the process. TransLink is lacking on the marketing to tell a positive story for the community. They need to show how they can impact people’s lives. In addition, the more transparency will generate more confidence from young leaders. When TransLink integrates human element (emotion) into marketing campaign, young leaders will move forward.

Young leaders suggest TransLink to target different marketing campaign to different demographic. Instead of leveraging only one campaign to fit the whole region, TransLink needs to research deeper on different sectors.

“Different perspective, more trust”

Young leaders expect downloadable application for their smartphone. TransLink can build phone application that allows young leaders to view different routes. The application will provide alerts for live update. TransLink needs to find a way to connect young leaders with their daily activities. For example, TransLink can partner with different local coffee shop so young leaders can use compass card to pay for their coffees.

TransLink can have WIFI on every SkyTrain. TransLink needs to look at the punctuality and flexibility. If TransLink combines the necessity from young leaders, they will discover they are one more step closer with the new generation.

“Future thinking transit will be life changing”

“Optional to necessity”

Company of Young Professionals Success Series – Project Management & Execution

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Date: October 20, 2015

Name: Company of Young Professionals Success Series – Project Management & Execution

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Presenters: Matt Bilbey and Aaron McHardy

Many young leaders are failing to meet project schedules due to poor execution. Moreover, young leaders must develop engagement to their project vision. Company of Young Professionals invites Matt Bilbey, the Senior Vice President and Group GM of EA, and Aaron McHardy, the FIFA Line Producer of EA Sports, to discuss their approaches to project management and execution. Young leaders will learn their proven ways to manage team project process, maintain quality assurance, and contribute to large scale projects. Furthermore, both presenters will help young leaders to identify the missing links in project management.

Matt Bilbey is the current Senior Vice President and Group General Manager of EA Studios. With over 20 years of experience in EA, Matt Bilbey establishes strong business leadership skills and leads many top market videogame franchises. Matt Bilbey inspires many of his teammates to their next level of careers. His passion in EA gives him the substantial reputation that many young leaders are willing to follow. Aaron McHardy is the current FIFA Line Producer in EA Sports. He works with EA over 20 years and helps EA Sports FIFA franchises to achieve top results. Moreover, his leadership insights encourage many young leaders in the gaming industry.

Matt Bilbey describes his leadership style is “People First”. In Bibey’s journey, there were many challenges in FIFA franchise. The product quality was significantly low and the simulation play was not attractive. Overall, the FIFA business is in turmoil. As game quality decreases, EA was experiencing low global market share. When Bilbey was facing the critical decision of continuing the FIFA franchise, Bilbey decided to restructure the project proposal. Bilbey implemented the concept of “Vision”, “Passion”, and “People”.

“Result of bring passion to people, it accelerates”

The project changed the focus under the leadership of Bibey. The team tapped into the passion of global fan base. The statistic was showing there were 2 billion football fans, 30 million EA Football gamers and over 251 million football video gamers. By looking at the consumer interests, the team was able to identify the real addressable target audience.

Bilbey had the vision of becoming the biggest game in the world. Bilbey introduced high quality and innovation strategies and produced 1 billion annual business growth. The project opened up new football’s social network and simulated people around the world to be a part of the game. There were over 25 nationalities in the project team and Bilbey believed in the team to seek more opportunities.

As of now, Bilbey indicates many football clubs are using EA FIFA games for training purposes. It allows players to prepare games. It also creates opportunities and image for people around the world by taking the real life experience into game. Moreover, it brings the game live and stays predictable.

Aaron McHardy introduces the EA Sports game development framework.

  1. Pre-production
  2. Production
  3. Final
  4. Live Service

Each stage has its own time frame. The pre-production will run from October to January. The production stage will start from February to April. The final stage will be in May to September, and the live service will begin from September and beyond. McHardy explains each stage is like a series of gates. It helps EA to set milestones. Each stage will give the team the opportunity to review the leadership and evaluation. They will analyze and measure the situation and change the course to ensure the production is aligned with the vision.

The purpose of each stage is to help the team to stay connect and engage with the audience. McHardy mentions the key evolves around the project management is engagement. Engagement in EA Sports includes the console, FIFA Ultimate Team, components, mobile and social. The analysis and measurement will help them keep track of daily users and on time feedbacks. The matric EA uses is Net Promotion Score. The score will help EA to obtain feedback and it also creates direct conversation with users. It will help them focus on the right energy.

McHardy indicates the result of the process will increase product quality, increase engagement, and increase market share. In addition, it increases the demand.

McHardy believes EA is focusing three main components for future.

  • Player first
  • Digital transformation
  • One team

Engagement is the project metric. Bilbey believes engagement will ensure there is 365 day live service, the ability to embed the metric into the fabric of the sport. Furthermore, it helps to connect globally and provide experience for players. Bilbey believes great people work with other great people. Bilbey suggests young leaders to work with great people, take control of their own career and encourage others to do the same.

“Be passion about vision, people will see it and want to be a part of it”

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Questions and Answers

Many EA games are stumbling in the first gate. Bilbey and McHardy believe identify the issue early is important. They believe they will not discontinue the project. Gates are there to motivate the team. It also make opportunities to re-direct the plan to reach the objective. The gate will also help the team to re-allocate resources to improve the quality.

Projects can influence the franchise licence. Bilbey and McHardy believe projects improve the role because it centralize the engagement. It also connects the world deeper and help everyone to identify the market in a broad view.

“Dream to reality”

Young Professionals Leadership Forum 2015

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Date: May 12, 2015

Name: Young Professionals Leadership Forum 2015

IMG_3936[1]IMG_3938[1]Presenters: Igor Faletski, Juggy Sihota, and Tracey Renzullo

Innovation is one of the main elements for the success of young entrepreneurs; moreover, many organizations are looking for entrepreneurs who can lead innovation and engage their passion and creativity to help organizations improve. Company of Young Professionals invites the panelist, Igor Faletski, CEO of Mobify, Tracey Renzullo, the Marketing Faculty of BCIT, and Juggy Sihota, the Vice President of Customer Experience Strategy and Operations of TELUS Health. The moderator, April Yau, will discuss with the panelist of their career lessons and mistakes to help young entrepreneurs stand out from the noises in their industries.

IMG_3924[1]Igor Faletski shares his startup journey starts in Vancouver. His company, Mobify, is a mobile shopping platform that helps many entrepreneurs to retail their products to their customers. Faletski believes it is important to ride on the big wave. Young entrepreneurs should identify if their careers have growth potential. They can start small, but it must be exciting and supporting future growth. Faletski believes young entrepreneurs should hire their friends who have the ability to work together because they already figure out their strengths and weaknesses.

Instead of staying in the same geographic region, Faletski believes young entrepreneurs should get into United States as quickly as possible. The export market is growing and young entrepreneurs should think internationally, not just next door. Young entrepreneurs must have a quick plan to profit. Faletski believes building a model that generates profit with the usage of technology can help young entrepreneurs to handle cash flow. Lastly, Faletski suggests young entrepreneurs to have determination for long term success.

IMG_3928[1]Juggy Sihota is involved with one of the largest health division in British Columbia. TELUS creates the TELUS Health system to improve the local health care services in BC. The system will organize, secure, connect and share information with different health care services. Sihota believes there is a need to improve life of quality in BC citizen. The public sector is seeking support from private sector, and currently the system is used by over 300 thousand of Canadians, 14 thousands of physicians, 2.8 thousands of pharmacy and over 24 thousands of professionals. The system emphasizes the electronic medical record on the digital system, and the system is expanding and reaching to different industries.

There are 4 innovation components in the TELUS Health system: essential, mobile, easy, and monitor. The essential component is to schedule the basic patient information. The mobile component is to upload attachment and usage of satellite GPS. The easy component is to simplify the installation. The monitor component is to create monitor patients in their homes.

IMG_3931[1]Tracey Renzullo believes the concept of life long learnings, and it is important to connect with the right people. Renzullo mentions the concept of self-innovation. Young entrepreneurs should build relationship with content. However, content will be overwhelming and young entrepreneurs need to have the ability to filter the relevant information. Renzullo believes it is important to pick the right passion. There is no way for young entrepreneurs to be expert in everything. Young entrepreneurs can learn the relevant information or skills from many online applications. Renzullo suggests young entrepreneurs to use applications that can customer the feed function to filter the right information, such as Google Alerts, Twitter lists, Swanyy, and Pulse. Renzullo also recommends young entrepreneurs to begin contribute to the community so they can get notice in the crowd.

“Stay young and be innovative”

IMG_3934[1]Questions and Answers

All panelists share their biggest mistakes in their careers. Sihota mentions the fail launch of voice portal function to activate internet usage on cellphone. Faletski mentions the team is growing with the wrong members, and Renzullo mentions the restructure of Canadian sales that frustrates the customers.

Faletski believes the shift from desktop to mobile in marketing will be a trend in the next 5 years. Sihota believes many things are getting more portable and people are looking for ways to access information everywhere. Renzullo believes the industry will need to figure out the gap between systems.

Faletski indicates the biggest challenge is to keep the talent since the industries are changing every day. Sihota indicates young entrepreneurs need to discard the concept of looking for perfect solution. Instead, young entrepreneurs should try it first. Renzullo indicates there are still many organizations only invest in innovation when they need it; in fact, that will be too late. Sihota wants young entrepreneurs to help people understand about innovation and get the awareness from the community. Moreover, it is important to take small steps one by a time.

When Faletski works in a space that is exciting will help him generate his best innovation ideas. Sihota believes passion can lead young entrepreneurs their innovation ideas and Renzullo believes by staying connect with the right people, ideas will come eventually.

Company of Young Professionals Success Series – Innovation & the Entrepreneurial Mindset

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Date: April 14, 2015

Name: Company of Young Professionals Success Series – Innovation & the Entrepreneurial Mindset

IMG_3822[1]IMG_3831[1]Presenter: Mia Maki

Innovation and creativity are the two main factors that set apart good and successful young entrepreneurs. Many young entrepreneurs need to understand creativity and innovation will lead to the next level of their success. CYP invites Mia Maki, CPA, CMA, Principal of Quimper Consulting Inc., to speak about the importance of innovation and creativity. Maki is formerly CFO and COO for a Vitoria-based technology company. Moreover, Maki assists many acquisitions, strategic partnerships and joint subsidiary creation. This presentation will benefit many young entrepreneurs to think about their path of entrepreneurship.

Mia Maki believes creativity and innovation come from theory and practice. In corporation, many entrepreneurs need to understand intrapreneurship. There are research for entrepreneurship, intrapreneurship and creativity from many expert theories, such as Simon and Chase.

Maki mentions there are 3 types of entrepreneurs.

  • Achiever
  • Freedom Fighter
  • Crafts People

Crafts people are among the biggest within these three types of entrepreneurs. They usually deliver the most values to their clients.

“Entrepreneurs are made, not born”

Effectuation

Maki indicates effectuation is important for young entrepreneurs. Maki defines effectuation is a logic to be used heavily in the initial stage of venture creation and new product or service development. Effectuation needs to take consideration of the affordable loss. The logic thinking should be shaping the world instead of fitting in to the current world. The logic should use the bird in the hand principle where young entrepreneurs should examine what they currently have. Lastly, logic is helping young entrepreneurs to seeking co-creation, where they understand what others willing to commit to the venture.

Maki creates the effectuation formula that simplifies the theory.

Means -> Goals -> Interactions -> Commitments

The first two steps will contain leverage surprise that will change the goals. The formula will lead to new means, which exposes new resources, or new goals from new commitments to help crystallized the goals. The formula is designed to create new products, markets and firms.

The effectual logic requires low prediction and high control. The casual reasoning starts when young entrepreneurs believe if they can predict the future, they can control it; however, effectual reasoning starts when young entrepreneurs believe they can control the future and do not need to predict it.

Maki illustrates all innovative and creative ideas can be created by setting the primary target market, the type and the emotions. Maki concludes this as forced combination.

Maki believes sometimes being innovative and creative is about intersection. Many industrial problems are often solved by another discipline. For example, chemist solves an electronic problem. The intersection is where innovation comes from.

“Intrapreneurs can bring commitments together in the organization”

Maki believes sometimes being innovative and creative is about clear. Young entrepreneurs need to understand how their companies are different from the competitors. In addition, they need to know how they can be more successful marketing and promoting their companies. They can start by understand their value proposition. By asking questions will help young entrepreneurs to lead to their answer.

Maki believes sometimes being innovative and creative is about asking questions. Young entrepreneurs can think what can make their customers’ lives or transaction easier. The progress can be simplified or changed by adding new values. The process innovations are long-lasting and value creating for companies and young entrepreneurs.

Maki suggests many resources for young entrepreneurs to expand innovative and creativity. In the resource of “Steal like an artist”, there are 10 unique tips for young entrepreneurs.

  1. Steal like an artist
  2. Do not wait until you know who you are to get started
  3. Write the book you want to read
  4. Use your hands
  5. Side projects and hobbies are important
  6. Do good work and share it with people
  7. Geography is no longer our master
  8. Be nice
  9. Be boring
  10. Creativity is subtraction

Company of Young Professionals – Leadership Café with Great Canadian Gaming Corporation

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Date: February 17, 2015

Name: Company of Young Professionals – Leadership Café with Great Canadian Gaming Corporation

IMG_3593[1]IMG_3600[1]Presenter: Chuck Keeling

The gaming industry in British Columbia supports many nonprofit organizations. Leaders in BC, especially in nonprofit sector, will know the gaming fund plays a great contribution through their operations. Gaming industry illustrates a major part of BC economic status. Company of Young Professionals invites Chuck Keeling, the Vice President of Stakeholder Relations and Responsible Gaming at Great Canadian Gaming Corporation, to discuss their industry issues and economic opportunities trends. Moreover, the presentation will expect young entrepreneurs to provide innovative ideas to address their concerns.

Great Canadian Gaming Corporation (GCGC) is founded in 1982. Currently GCGC is over 4000 employees in 4 jurisdictions. With over 16 properties, GCGC operates 10 casinos, hotels, resorts, theatres, and 4 race tracks. In addition, GCGC owns over 3 community gaming center in BC and it is public traded company.

Chuck Keeling illustrates the flowchart of the gaming industry.

Gaming Policy and Enforcement Branch -> British Columbia Lotto Corporation -> Service providers -> Locations

The mandate of GPEB is to ensure BCLC is regulated by the Gaming control regulations. Therefore; all service providers are following the legal obligations.

Keeling indicates in this setting industry context, GCGC is a service provider. GCGC will ensure all locations are under the Gaming standard.

Keeling shares average of 706 million funding will be generated from GCGC per year. Two third of the funding will allocate to Provincial to support social programs for the community. The remaining one third will be retained by services partners, which includes wages, building costs and operation expenses.

GCGC also allocates funding to Municipalities. Within all the GCGC locations, Keeling states Richmond has the highest revenue report to Municipalities. In average, GCBC participates Community Gaming Grant Program that support over 5000 nonprofit communities with over 135 million funding annually.

Keeling believes GCGC has provided on both financial and on-financial supports. In addition, GCGC focuses on infrastructure development to help the communities. Keeling realizes the GCGC has provided opportunities by offering more than just gaming and hospitality. Furthermore, GCGC focuses on entertainment sector and provide employment opportunities which impact the labor market. The additional and direct economic investments from GCGC also create opportunities to grow in the economy.

Challenges from GCGC

Keeling believes GCGC is facing 5 major issues that could jeopardize the gaming industry.

  • Problem gambling
  • Money laundering
  • Perception that casinos are associated with criminal activity
  • Gaming as an economic drain to the economy
  • Overall social stigma associated with gambling and casinos

Overall, Keeling is looking for innovative solutions from young entrepreneurs to solve these two questions.

  • What do young entrepreneurs feel are the biggest barriers or issues for casinos in BC?
  • In light of the barriers, what can casinos do to address these issues?

IMG_3597[1]Responses from young entrepreneurs

Young entrepreneurs believes social stigma, which people believe casino has the bad influence on people, is a critical issue GCGC needs to address. They suggest GCGC to provide loyalty program to help gamblers to create self-awareness.

By providing a different set of membership package with exclusive deals, such as other attractions from BC, members are able to relate the message of supporting local communities. Young entrepreneurs recommend GCGC to work with other local nonprofit organizations to educate the social message. With a strong control on advertisement, GCGC can use visuals to impact the communities. Another suggestion is to allow GCGC to have a voting system for members to donate a bigger cause. With a strong media push, GCGC can create a different social message to the communities. When communities are aware of the social cause behind GCGC, they will participate and support the gaming industry.

Company of Young Professionals Success Series – High Performance Habits

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Date: January 20, 2015

Name: Company of Young Professionals Success Series – High Performance Habits

IMG_3371[1]Presenters: Emma Andrews and Gina Buchanan

In order for leaders to maintain their high performance, habits through their minds and their bodies are extremely important. Leaders need to understand their nutrition to maximize their physical output. In addition, mental habits can help leaders to shape their leadership attitude and mindset through the improvement of emotional intelligence. This presentation invites Emma Andrews, the Registered Holistic Nutritionist from Vega, and Gina Buchanan, the Principal of Changeways Training and Development, to discuss the importance of leaders’ physical and mental habits. Emma Andrews will share her insight through her experience in the natural products industry, and Gina Buchanan will share her knowledge to improve leaders’ mindset and attitude. This presentation will benefit all leaders to go beyond their performance limitation.

Eat to Thrive

Emma Andrews, the certified plant based culinary professional, starts her career with a wakeup call from his father’s heart attack. Moreover, she believes there is a strong connection between the lifestyle and healthy food.

Andrews emphasizes it is important for leaders to understand the nutrient density. Andrews defines nutrient density as the fuel for optimal mental and physical performance. Leaders need to identify food that has clean, plant-based functional and easy to digest. Moreover, leaders need to consume food that contains the necessary nutrients.

Net energy gain is significant for leaders. This energy can be found after digestion and absorption. Andrews suggests leaders to look food that is raw, fermented, soaked, enzyme-rich, or minimally processed.

Enzymes are produced naturally by the body. These can be found in fresh, raw, and minimally processed foods. It can consider as aid in digestion. Andrews shares leaders who have poor digestion, malabsorption or nutrient deficiencies can lead to a lack of enzymes.

To maximize the food consumption and absorption, Andrews recommends leaders to the following:

  • Sit down to eat
  • Make eating the focus
  • Deep breath before start eating
  • Engage all senses
  • Chew slowly

Andrews wants leaders to avoid fluids with meals because fluids can dilute the enzyme in their bodies. Therefore, leaders should avoid the food combination of carbohydrates and proteins; In addition, leaders should increase the amount of sprouting from nuts, seeds, legumes, and grains. Lastly, leaders can find nutrients from digestive enzyme supplements.

When leaders encounter food sensitivities and toxins, they will feel headache, mood swings, low energy and rapid heartbeat. Based on the research, Andrews shares the most common sensitivity aggravating ingredient is soil.

Leaders should determine if their food can nourish or stimulate their performance. In addition, leaders can use caffeine to enhance performance because caffeine promotes endurance and sport performance by enhancing mental focus. Andrews suggests some alternative for caffeine.

  • Green tea
  • Yerba mate
  • Dandelion or chicory root
  • Hot coca
  • Adaptogens

Andrews recommends leaders to avoid artificial sweeteners and stay away from refined sugar.

IMG_3376[1]The Heat Smart Leader

Gina Buchanan mentions there are many words people use to associate with leadership effectiveness; however, these words cannot resemble with the connection with IQ. Moreover, Buchanan believes emotional intelligence (EQ) is the key to measure leadership effectiveness.

Buchanan defines emotional intelligence as high cognitive ability to process complexity of information as well as effectively navigate the social and political landscape. EQ can trigger all other critical skills. Furthermore, it is the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence.

Buchanan shares the most common test to measure EQ is the Daniel Goleman’s research. This test measures EQ based on self-awareness, self-management, social awareness, and relationship management. Another common test is Reuven Bar on. This test measures intrapersonal, interpersonal, adaptability, stress management, and general mood.

In leadership, leader’s intention is not equal to impact. Leader’s first task in management has nothing to do with leading others; instead, it should be the process of challenge of knowing and managing themselves first. Buchanan indicates it is important for leaders to label their emotions. If leaders have limited vocabulary that describes emotion, they will have limited responses about others.

“Labeling your emotions is key; if you can name it, you can tame it”

Buchanan recommends some strategies for leaders to grow their self-awareness.

  • Seek a trusted critic
  • Keep a journal
  • Look in the mirror
  • Suspend judgment
  • Build a feeling dictionary
  • Be curious
  • Practice reflection
  • Seek feedback
  • Be present
  • Listen to your body
  • Observe

Leaders need to be aware of how their emotions and feelings affect their behaviors. When there is a situation, it will lead to thoughts, feelings and actions. Leaders need to work around these three factors. Buchanan believes leaders need to be aware of their Anger Mountain. When leaders increase their heart rate, their quality of judgment will decrease.

Lastly, Buchanan leaves a process for leaders to develop their performance habits.

Something Happens -> Sense -> Stop -> See your best self -> Strategize -> Succeed

“It takes considerable knowledge just to realize the extent of your own ignorance”

Company of Young Professionals – Leadership Café

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Date: October 21, 2014

Name: Company of Young Professionals – Leadership Café

IMG_3035[1]IMG_3038[1]Presenter: Michael McKnight

Leadership Café is an event for all members of Company of Young Professionals to offer their innovation and creativity ideas back to community. It is honored to invite Michael McKnight, the President and CEO of the United Way Lower Mainland. United Way is a charitable organization that supports the community needs. The organization delivers funding to support other organizations’ programs. McKnight will present operational issues the organization is facing to members. Members will break into teams and address the issues. Ideas from this event will formulate with the strategic planning for United Way.

United Way has been around for over 85 years. Moreover, the brand is considered to be top 5 in Canada. While British Columbia is going through demographic shift, United Way is trying to keep the brand recognition in the society.

United Way has been raised over 30 million dollars through local business and donors and over 50 million dollars through government. A majority of funding will support children through education, program supplies, prevent bullying, and many senior services. Overall, there are 12 locations in British Columbia. United Way is currently promoting the program “Better at Home” to help senior shopping, transportation and rental.

Due to economic meltdown for the past years, the organization’s funding is declining. There are around 85,000 charities in Canada, and many charitable organizations are competing with the donation pool.

“Giving makes you happier”

McKnight emphasizes many organizations are trying to raise money by themselves by starting their own foundation. The average charitable revenue per year is 10 billion. Most of the new charities are marketing their clients to donate, which creates competition with United Way.

“Giving is linked with a longer life span”

“Giving promotes mental health”

McKnight indicates young people are not writing cheques to donate; instead, they want to be a part of the event experience. They are looking to have fun and expand network while donating their money to the society. If Canadian donated in 2011 at the same rate as 2006, Canadian charities would have received an additional 2.3 billion dollars. Young people from age 30 to 40 are willing to buy event tickets, and auction items, but they will not donate. Therefore, United Way is at risk because they need to find people to continue to donate.

Millennial like to share and they are driven by passion for specific causes. They are willing to donate their time to help because they are looking for experience. Furthermore, they like to engage with community, but few will give money away.

McKnight believes it is important to align their organization with the corporate social responsibility. 82% of Canadians expects corporation to create shareholder values that align with society interests. 54% of Canadians have rewarded companies that achieve goals that are related to socially responsibility. 45% of them have punished companies that are socially irresponsible. Nevertheless, 97% of employees in Canadian companies are very involved with their companies’ causes and make them feel a strong sense of loyalty in society.

The amount of donation in society has not changed. It only shifts from one place to another. McKnight wants members of Company of Young Professionals to answer the following 3 questions.

  1. How can United Way of the Lower Mainland inspire philanthropy and engagement among the millennial generation?
  2. What role do they think the business sector should play in supporting the Non for profit sector and social services?
  3. Is an engagement activity like ALS more important than the cause?

10409126_954243181257417_997397001084638743_nAnswers from members

For the first question, members suggest United Way to provide startup kit program for new young entrepreneurs to develop the understanding of the social responsibilities. They will be under the umbrella of United Way. This will also increase awareness and network connection for young entrepreneurs.

Members also suggest United Way to create micro charity for young entrepreneurs. The brand will empower them through experience. It will create story for young entrepreneurs. United Way can host gala networking events associated with young entrepreneurs. Moreover, United Way is recommended to develop mobile apps that can donate directly to United Way.

For the second question, members believe companies have the responsibility to educate and facilitate in the community. Instead of let companies to choose which nonprofit organization to support, coworkers can pick for themselves. This will create awareness through branding and give back the culture. Companies can engage activities through their leadership by team building exercise to teach coworkers the importance of giving.

For the third question, members believe engagement activity is more important than the cause. To change that, members suggest United Way to implement call of action. It is important to create engagement and awareness through story, which can relate to meaningful message. Due to short attention span from people in this generation, there must have a sense of urgency to ask for donation. Therefore, short, simple and direct are the key to connect with the millennial.

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