TORONTO MANAGER

TORONTO MANAGER 

TORONTO 


MANAGER MANAGER 

Summer 2012 2012 

Spring 2012 

Fall 2012 


MANAGER 

CIM-Toronto_Manager_Summer_2012.indd 1 1 

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SPRING2016

In this issue… 

2 President’s Message 

4 Harness the Power of Emotion to Be a 

Great Coach 

5 Are Competency Profiles Driving You 

& Your Managers CRAZY?? 

6 A Game Theoretic Focus on 

Acquisition and Transaction Utility 

Theory 

8 Dealing with Distractions in the 

Workplace 

12 The Benefits of Outsourcing 

Administrative Processes - Payroll 

Services 

13 Why we’re designed for Success but 

Programmed to Struggle 

14 Finding the Perfect Candidate – Is 

there one out there? 

18 Time to do Nothing? 

19 Post-retirement tax planning for the 

lifestyle you want 

24 Buying up the Competition is a Great 

Way to Grow your Company Prior to 

Selling 

25 Building a Successful Sales Career or 

Business 

29 The Complexities Associated with 

Game Theory as it Pertains to 

Managerial Decision Making 

35 Warren Buffet tells us his Nine Rules 

for Running a Business 

38 Don’t Delay Too Long To Fill Your 

Open Position 

46 Canadian Institute of Management 

Celebrates 74 Years Of Excellence! 

47 Social Luncheon at the Woodbine 

Race Track 

PRESIDENT’S MESSAGE 

Phil Russo 

FCPA, FCGA, C.Mgr., P.Mgr., FICIA, O.M.C. 

President, CIM Toronto Chapter 

The Canadian Institute of Management (CIM) 

is Canada’s senior management association. 

As a non-profit organization, the Institute 

was established in 1942 and is dedicated to 

enhancing managerial skills and professional 

development. Currently, there are 16 chapters 

coast-to-coast. 

Since its inception, the Institute has helped thousands of managers to 

develop a broadly based education in management skills with a rich and 

diversified series of programs from individual courses to professional 

designation. 

The Institute’s programs are available through many educational 

institutions in cities across Canada. The programs are also available in a 

variety of forms and structures: 

• National accredited study programs offered through universities and 

colleges 

• International recognition of individual achievement 

• Contact with practicing management professionals 

• Local branch activities and services including workshops and seminars 

• Self-study programs for maximum flexibility 

For over 70 years the Canadian Institute of Management has advanced 

careers and contributed to the field of management knowledge amidst 

changing times. 

The Canadian Institute of Management is committed to leadership in 

promoting management professionalism, efficiency, effectiveness and 

excellence in individuals and organizations. 

Professional Designations: 

In addition to the fellowship, social and professional networking 

opportunities the Canadian Institute of Management offers learning 

programs leading to professional designations and certificates. 

Over the years, many thousands of individuals from business, government, 

and a wide variety of industries have enhanced their careers by meeting 

the academic requirements to attain the CIM professional management 

designations: 

• Certified in Management (C.I.M.) Please visit the following link for more 

information: http://www.cim.ca/prodev/cim 

• Professional Manager (P. Mgr.) The P.Mgr. designation denotes an 

academic and practical Canadian experience background which will 

permit businesses to look at the holders of this designation with 

confidence as to their management skills. 

http://www.cim.ca/prodev/pmgr 

THE TORONTO MANAGER 

Spring 2016 Edition - Page 2 

• Chartered Manager (C.Mgr.) Chartered Manager is CIM’s senior 

qualification and chartered professional designation. It provides 

validation to outstanding adherence to the theory and practice of 

ethical management and the ongoing development of new methods 

in the management arts and sciences that focus on sustainability and


6/19/2012 6/19/2012 3:19:08 3:19:08 PM PM 

leadership. It goes beyond academic qualification and provides clients 

with a benchmark of professionalism and ethical behaviour in business. 

http://www.cim.ca/prodev/cmgr 

What can CIM do for you? 

• Build career excellence with transferable knowledge, skills and 

competencies 

• Provide a general management specific education and designation 

• Participation in social activities and networking opportunities 

• Increase your employment potential with enhanced management skills 

• Opportunities for life-long learning and several other benefits 

Please visit www.cim.ca for more information. Have a great Spring! 



Spring 2012 

Please 

Fall 2012 

continuously refer to the Toronto Branch website 


MANAGER for upcoming Toronto branch events and news – 

Summer 2012 2012 

www.cim.ca/branches/toronto/events 

www.cim.ca 

L-R: Premier of Ontario The Hon. Kathleen Wynne and 

President Phil Russo 

Canadian Institute of Management 

311 – 80 Bradford Street, 

Barrie, ON, L4N 6S7 

Fax : 705-725-8196 

E-mail : office@cim.ca 

Head Office Staff 

Coordinator of Educational Services and Professional Development 

Arlene Atkinson 

arlene.education@cim.ca 

Direct Line : 519-245-7535 

Coordinator of Communications and Membership Services 

Jennifer Tracy 

Jennifer.membership@cim.ca 

Direct Line : 705-725-8926 

The Toronto Manager 

is published by the 

Toronto Chapter of the 


Suite 210 

2800 14th. Avenue 

Markham, Ontario L3R 0E4 

Telephone: 416-491-2897 

Fax: 416-491-1670 

Email: cimtoronto@associationconcepts.ca 

Website: www.cim.ca 

CIM Vision Statement 

To be a strong, progressive professional 

association that supports Canada’s 

professional managers. 

CIM Mission Statement 

To be the voice of Canada’s professional 

managers by advancing interest in 

management excellence through 

education, certification and professional 

development. 

AIMS AND OBJECTIVES 

• Provide a National Voice on issues 

affecting the management process in 

Canada 

• Serve as The Authority on Canadian 

management developments 

• Increase Awareness of management as a 

profession 

• Develop and maintain educational 

programs consistent with the aspirations 

of our Membership 

• To provide certification to managers 

across Canada and Internationally 

ANNUAL DUES REMINDER 

If you have not already done so please 

forward your membership dues payment 

to the CIM Head office in Barrie in order to 

retain your professional membership. 





Summer 2012 2012 

Spring 2012 

Fall 2012 

www.cim.ca 


2800 14th. Avenue - Suite 210 

Markham, Ontario L3R 0E4 

Website: www.cim.ca 


Spring 2016 Edition - Page 3

CIM Toronto 

Chapter Board 

CHAPTER CHAIR 

Phil Russo, FCPA, FCGA, C.Mgr,, FICIA, 

P.Mgr., O.M.C. 

CHAPTER TREASURER 

Thong Minh Tran, C.I.M., P.Mgr., C.Mgr., 

FIPFM, FICIA, LIFA. 

PROGRAM COMMITTEE CHAIR 

Shanaz Karimullah, CGA, P.Mgr., H.B.Com. 

P.Mgr. COMMITTEE CHAIR 

Peter Boos, MCE, B.A., FCIP, FRM, P.Mgr., 

C.Mgr., C.I.M. 

EDUCATION COMMITTEE CHAIR 

Dr. Wallace Whistance-Smith, C.Mgr., B.A. 

(Hons.), M.A., B.A., D.B.A., PhD 

MEMBERSHIP COMMITTEE CHAIR 

Afolabi Oguntade, B.Sc., M.SC., MBA, FCSI, 

C.Mgr., C.I.M., AICB, STI, MTI, PMP, SSGB. 

NEWSLETTER COMMITTEE CHAIR 

Wesley Spence, C.I.M. 

Harness the Power of Emotion to Be a 

Great Coach 

Mike Aoki 

“How many coaches does it take to change a light 

bulb? Just one. But, the light bulb has to WANT to 

change.”… Author unknown 

Anne was the best coach I ever had. She was 

great at tapping into emotions that drove me 

to improve. When I had a problem, she would 

address my feelings first, before discussing 

possible solutions. Too often, coaches rush to the 

solution and ignore their employee’s feelings. As a result, employees resist 

change. 

Here are three tips to help you harness the power of emotion and become 

a better coach. 

1) Begin with the “Why”: 

My son, Ethan, constantly asks, “Why?” As in, “Why does it rain?” Or, 

“Why does water freeze?” He is a small child. But, he already has an 

intrinsic desire to understand the reasoning behind why things happen. 

As adults, we also want to know, “Why?” “Why do I have to do this?” and 

“Why is this important?” You can harness the power of “Why” to motivate 

your team. Ensure your Agents understand how they affect the bottom 

line and contribute to success. People want to make a difference. They 

want their work to have meaning. As a coach, show your team how they 

make a difference. They will be more motivated as a result. 

2) Discover your team member’s core values and align your coaching to it: 

80 percent of people who join a gym quit within the first two months. The 

ones who stay are motivated by something that ties into a deep seated 

r belief. For example, I kept going to my local gym because I wanted the 

energy level that comes from a good workout. One of my deep seated 

values is a belief that I am a high energy person. So, exercising tied into 

that core belief. 

MARKETING COMMITTEE CHAIR 

Joseph Mohanthas, RPA, CIM, P.Mgr., ICIA 

CHAPTER CHAIRPERSON 

Kirkley Elliott, CIM, P.Mgr. 

CHAPTER ADVISORS 

Paul Markle, C.I.M., P.Mgr. 

Peter Horlock, C.I.M., P.Mgr., PE. 

Joan Milne, P.Mgr., C.Mgr. 

Larry Richman, C.I.M., P.Mgr., P.Eng. 

ADMINISTRATOR 

Beth Mckenzie 



TORONTO TORONTO 




www.cim.ca 

Summer 2012 2012 

Spring 2012 

Fall 2012 

As a coach, discover your employee’s core values regarding their job. To 

do this, ask them questions such as, “What do you like most about your 

job?” “What motivates you to help people?” and “What do you want to 

like least about your job – and why?” Their answers indicate what is most 

important to them. Once you know that, you can tie your coaching back 

to their core values. 

For example, a customer service Agent says they love helping people but 

they hate selling. So relate sales back to their core value of helping people 

by saying, “If your customer could genuinely benefit from our product, is 

it a good thing or a bad thing to offer it to them?” Then ask, “How will it 

make you feel if the customer buys the product and likes it?” This taps 

into their desire to help people. Remember: the more you relate your 

coaching back to their core values, the more you motivate them to learn 

and grow. 

3) Role model the right behavior (but do not worry about being perfect): 

Employees copy the habits of their leaders. For example, if a manager is 

constantly late to meetings, pretty soon everyone else is late too. So if 

you want team to arrive on time and go a good job, you had better do the 

same. Having said that, being a role model does not mean being perfect. 

Admitting past mistakes and the lessons you learned from them can be 

a powerful teaching tool. It also makes you human and increases your 

emotional rapport with your coachee.

On the opposite side, what happens if a coach brags about 

being perfect? I once watched a conference speaker whose 

message seemed to be, “I’m perfect. You’re not. Here’s what 

you need to do to become perfect like me!” Needless to say, 

this speaker alienated their audience. No one could relate to 

a “Perfect person.” On the other hand, another conference 

speaker said, “I made every mistake in the book early in my 

career. Here’s what I’ve learned from it.” That speaker was 

approachable. They had a sense of humor. They were a role 

model of how to learn from your mistakes and grow. 

Great coaches harness the power of emotion. Use the power of 

“Why” to motivate your team. Discover their core values and 

align your coaching to it. Role model the right behaviors but 

leave room for admitting mistakes. Use these techniques to 

build a better coaching relationship with your team. 

Resource box (bio): 

Mike Aoki had been honoured as one of the “Top 50 Customer- 

Service Thought Leaders on Twitter”. His speeches and 

workshops help organizations improve their customer service, 

sales and coaching results. A contact centre expert, he been 

interviewed by the Customer Experience Radio Show, Contact 

Centre Pipeline magazine and the Globe and Mail. For free tips 

to help your team improve, go to www.reflectivekeynotes.com 

Are Competency Profiles Driving 

You & Your Managers CRAZY?? 

Arupa Tesolin 

Since the dawn of Competency Profiles 

there has been something amiss with 

performance management and skills assessment. 

Quite simply, it doesn’t always 

add up. 

Let’s backtrack a bit and look at the reason 

they exist. When global markets and pressure from new competitive 

forces began to froth in the 90’s, companies started 

asking themselves about capabilities. This stemmed from their 

desire to know how good they were, relative to the market. The 

purpose was to assess their abilities to lead in their market, 

remedy weaknesses, and identify strengths that could lead to 

new growth opportunities. Being the purveyor of people, it was 

only natural that CEO’s and senior executives would ask first 

the people who are the experts in hiring and developing people, 

and managing performance in their organization – typically their 

HR department. 

This was a great question for HR and a challenge, as they could 

not readily answer. So back they went to books and theories 

and gradually there emerged a field of practice around Competency, 

which went something like this: To define capability we 

need to define what the organization wants, hence a Competency 

description was built for the organization. This led to the 

development of Competency Profiles for positions. Then, taking 

it to the next slice, to defining Skills profiles, because how else 

do you get competencies without assessing the individual skills 

that make it up? And from there, a performance management 

process to keep track of all the development. And often a large 

technology system to house, track and manage this. 

But there’s a problem with all of it, and here’s why: 

1.) Managers often find this difficult to implement because it is 

a conversation that deviates from what they value and measure 

to get things done. And in the world of big data and too much 

data, only relevant data really matters and the things that support 

it. The result was two sets of metrics, two sets of data, and 

difficulties in trying to align the theoretical model with time and 

the pace of change. In an age of business pressure who needs 

the difficulty of two set of “books”? The result often led to an 

HR conversation disconnect with core business. 

2.) This did not answer the capability question . Executives, 

managers, marketing, business analysts, forward thinkers, innovators, 

and employees were really the ones that had those answers. 

So where companies should have growth hacked, asked 

the questions, did the research, ran experiments, and observed 

results, often did not. That now poses a huge vulnerability for 

many large organizations, which need radical insights to drive 

their business forward into a growth momentum. HR was not a 

driver in this conversation. 

3.) People rarely develop skills individually - While there is 

a huge market for skills assessments, the fact is that people 

rarely use and develop individual skills on the job. They develop 

groups of skills, often simultaneously. This is what packs the 

power of development. So it’s really the ability to execute those 

skills in a market capability context that matters. This means 

proficiency, but not the same kind of proficiency that people 

who teach reading, writing and ‘rythmatic use. Sector leaders 

have mastered this and aligned it with their growth model. 

4.) Radical simplicity is harder to see in complexity. It’s even 

harder to see from a specialist or department perspective. Generalists 

and executives who oversee a broad swath of organizational 

performance get it. But they often download the analysis 

and solutions to people in specialized departments, who don’t. 

That’s both a problem and an opportunity. The time has come 

for a major disruption in HR practice and organizational performance. 

And probably not the way you already think. 

Accelerated Proficiency Development Certification distance 

learning webinar available for in-house delivery - Get Details 

- Learn to implement an accelerated proficiency-based performance 

system that improves HR value and reduce time and 

staffing costs. 

Arupa Tesolin is the Managing Executive and National Practice 

Leader for Learning Paths International, a proven learning 

methodology that gets employees up-to-speed 30-50% faster 

while delivering business improvement and reducing the time 

and cost of training. Arupa is a learning consultant & innovation 

speaker: http://learningpaths.ca 

Arupa Tesolin, Author, Speaker, Consultant 

Intuita - Insight, Innovation & Creative Capital 

http://intuita.com , arupa@intuita.com 

Managing Executive, National Practice Leader 

Learning Paths International Canada 

http://learningpaths.ca, arupa@learningpaths.ca 

905-271-7272 



A Game Theoretic Focus on Acquisition 

and Transaction Utility Theory 



Dr. Wallace Whistance-Smith, C. Mgr., B.A. (Hons.), M.A., B.A., D.B.A., PhD 

Much of our understanding of modern economic theory hinges on one very simple idea, that is quite 

simply, “more is preferred to less.” In various contexts, consumers routinely demand more of an item 

than less of such and in so doing the amount of satisfaction or “utility” that they perceive escalates 

with increased consumption of these various goods and services. Utility is difficult to measure, let alone 

understand when examining how consumers make consumption decisions. Anecdotal evidence supports 

the idea that utility increases with increased demand; however, the marginal rate of utility tends to 

decrease over the totality of the demand function to the point where “disutility” is realized. At this point 

of disutility, consumers experience less and less satisfaction with the goods and services that they consume; 

essentially the marginal rate of utility increases at a decreasing rate up to the point where further 

consumption triggers complete acquisition disutility. Analogously, this is much like a child consuming an 

unlimited amount of candy. Initially, with each piece of candy consumed the child’s level of satisfaction 

and happiness increases; however, at a certain point, additional consumption creates symptoms of an upset 

stomach. Eventually, any further consumption creates an experience that too many of us are well aware of. Without belabouring 

this analogy, often the acquisitions that consumers make are underpinned by very predictable patterns of increasing levels of 

utility, followed by marginally reduced levels of satisfaction throughout their demand function, concluding with a significant (if not 

total) state of disutility. Much of this seems commonsense in the absence of the cost of consumption, or more specifically, when 

the price of the items we demand are not taken into consideration. In the absence of income consideration, whereby consumers 

can have all of their demands met, the fundamental theory that “more is preferred to less” and further, the associated satisfaction 

derived from this demand, clearly makes sense. However, when people make arbitrary, random, or strategic choices regarding 

their impending consumption, they fall into unconscious patterns which may seem irrational, but upon closer reflection, are very 

predictable. 

Often the consumer’s perception of the goods and services that they might potentially acquire depends not only on the amount 

of the product that they possibly purchase, but is shaped by the perceived quality of the good and services themselves. It is in this 

context that predictability and rationality come into question. In some contexts, items are expected to be more expensive than in 

other contexts, i.e., ordering a steak dinner at a five star restaurant versus the local diner, or taking a ride to the airport in a limousine 

versus riding in a taxi. In these contexts, consumers tend to display very different demand behaviours. Someone might refuse 

to purchase a product in one venue because it is too expensive, but that same person might purchase this identical product for the 

same price in a context where the price seems justified. A consumer might purchase a disposable one-piece plastic raincoat from 

a gas station for $4 dollars on a rainy day if they forget their non-disposable raincoat at home. However, when a sudden storm 

breaks at an outdoor concert, this same consumer may opt not to purchase the identical disposable one-piece plastic raincoat 

for $20 in spite of the need for such. Is this sort of behaviour rational? Transaction utility suggests that our conception of “value” 

seems to include some notion of “fairness” and proportionality. In essence, consumers might use cues from the environment, the 

context that they might find themselves, or from memories of previous transactions in similar contexts to form an idea of what 

is a fair price. At some level, consumers unconsciously understand that the vendor at the outdoor concert is unjustly leveraging 

the opportunities afforded by the storm, and as a result, intrinsically appraise the context of the potential purchase, deems such 

to be usurious, and opt not to make the purchase even though in this specific context the item would be very useful. Yet with this 

consumption, would the consumer enjoy any measurable amount of acquisition utility? Likely not, as using the raincoat to keep 

dry at the concert would likely leave a very bad taste in the consumer’s mouth and would certainly offset any satisfaction the consumer 

would enjoy with such use. These situations provide the justification for the assertion that utility is difficult to measure, let 

alone understand when examining how consumers make consumption decisions. A comparison used to aid in making a decision is 

called a reference point. For example, a consumer’s “reference” point may be the price they paid in the past at a particular establishment. 

If the cost of a hamburger at a venue was always $5 then the consumer might feel particularly satisfied when the same 

item (if hamburgers can ever be said to be the same) is on sale at a similar restaurant (or this same restaurant) for $3. Such would 

typify what we define as a “good” deal given our understanding of this reference point. Essentially, having a reference point is fundamental 

in terms of determining, or understanding, the concept of consumer transaction utility. 

The concept transaction utility stems from the difference between the selling price and a reference price. In many ways, the theory 

of transaction utility can be used to explain or predict the rationality of consumption. 

Reflecting on this notion of a “reference” point, consider the following: a consumer can choose to make a decision to purchase a 

12 ounce soda for $1.25, a 20 ounce soda for $1.50 or “big gulp” 64 ounce for $1.75 at the local convenience store. If you were presented 

with this opportunity, what drink would you purchase? On the one hand, if our belief that more is preferred to less, the 64 

ounce would be the clear winner here. Similar is the case when movie goers choose between the small popcorn for $4.00, the medium 

for $4.50 and the extra-large for $4.75. In either context, the respective suppliers of these items never had any intention to 

sell the consumer anything but the largest item in the category. In the event that the consumer happens to choose either the small 

or medium item, then so be it, the incremental profits realized to the supplier is even that much better. When those few consumers 

purchase anything but the largest product, their acquisition utility is directly akin to the child’s understanding that too much 

candy consumption will lead to unfavourable consequences which supports their consumption decision in this particular context.

However, it is understandable given that the cost of their purchase, consumers will opt to choose the largest item in the category 

for reasons of transaction utility. In short, acquisition utility measures the associated pleasure, or resulting satisfaction, from 

obtaining a product; whereby, transaction utility is indicative of the value consumers derive from the deal itself, or one’s perception 

of making a “good” deal. Transaction utility explains why consumers have a closet full of unused items. These items “were too 

good to pass up,” they typify the “good” deal. Though both forms of utility affect purchase intentions, the latter provides support 

for irrational consumer behaviour. Consequently, one doesn’t purchase an item of real and substantive need, as in the case of the 

raincoat largely due to their perception of this transaction typifying a “bad” deal in favour of the increased satisfaction stemming 

from a “good” deal on an item of which has little or no realizable use. 

In the prior case, with respect to soda and popcorn, any waste associated with not consuming the entire extra-large item is immaterial 

as the consumer rationalizes that they got their “monies” worth from the purchase in respect to their reference point (i.e., 

the smallest entry in the category). Extending this notion, consider a new supplier entering the pizza industry, touting a marketing 

slogan which states; “You can have any size pizza with any amount of toppings for just $30.” If you were a consumer making such 

a purchase, in this context, what size and type of pizza would you order? Clearly, given the options to select from either a personal, 

small, medium, large, extra-large or party-size pizza, no consumer would opt for the personal pizza. Why? Again, this all has to do 

with our understanding of the notion of a reference point and transaction utility. In this case, one argues that “no personal pizza is 

ever worth $30, as suppliers routinely offer this size of pizza for $5 or less. Our “awareness” of the cost of alternatives (our reference 

point) shapes our consumption, and consumers almost unequivocally demand the larger of the pizza sizes. 

Irrational purchase decisions, stemming from transaction utility, support the idea that “more is preferred to less,” and much of our 

understanding of modern economic theory. Acquisition utility, albeit predictably rational, fails to adequately explain why items 

consumed in the context of what might be characterized as a “bad” deal, seldom satisfy the consumer. Purchase decisions, rational 

or otherwise, earmark the basis for exchange in our economy. Managers should reflect on how their pricing strategies promote 

transactional consumption and reinforce this “good” deal consumer mindset, all of which support and reinforce the potential 

demand, and eventual consumption, for their goods and services. 

Dr. Wallace Whistance-Smith, C.Mgr., B.A. (Hons.), M.A., B.A., D.B.A., PhD, Toronto Education Chair - CIM, Professor of Management, 

Ryerson University, is an experienced executive, entrepreneur, keynote speaker, media personality and has extensive expertise 

in Manufacturing, Purchasing, Operations, Supply Chain Management, Information Technology, Engineering, Finance, and 

Economics. A successful multi-award winning lecturer, winner of numerous distinctions in manufacturing, Wallace holds a number 

of innovative product patents with current research interests in the design and development of new products. 

L-R: Mark Russo, Spider Jones, Patrick Brown, MPP and 


L-R: Tracy MacCharles, MPP, CIM Toronto Treasurer and 

2016 Ontario Volunteer Service Award recipient David 

Tran and Ontario Minister of Tourism, Culture and Sports 

Hon. Michael Coteau, MPP 

L-R: President Phil Russo, Bill Blair, MP, 

Federal Minister of Indigenous and Northern 

Affairs The Hon. Carolyn Bennet, MD, MP 

L-R: Ontario Minister of Tourism, Culture and 

Sports Hon. Michael Coteau, MPP and Ontario 

Volunteer Service Award recipient Joseph Tran 



Dealing with Distractions in the 

Workplace 

Marlene George 

How do you have a good day in the 

workplace? For most of us, at the 

end of the day when we are satisfied 

with meeting our goals, furthering our 

vision and accomplishments it is a 

good day. 

So, why isn’t every day a good day? 

The “D” word: Distraction. 

Rumors, gossip, office intrigue compete to distract us from our 

goals, vision, and purpose when in the workplace. Whispers, 

half-finished sentences, conversations-interruptus draw our 

attention away from today’s tasks, plans for tomorrow, reports 

from last week or month. Those tidbits of information, whether 

accurate, true or false, have the ability to delay or destroy our 

focus on the task waiting our attention on our desk. 

For most of us, time spent on the distraction is welcome relief, 

an entertaining break, from the daily grind or routine. For some 

of us energy devoted to intellectual performance can be more 

exhausting than any physical exertion. For those of us with a 

passion for the project, anything that draws our attention from 

our performance zone is met with annoyance, if not resentment. 

Speaking of time: it passes quickly, too quickly, when we engage 

in anything pleasurable. For those of us who love what we do 

for a living, the days in the office are never long enough. For the 

rest of us, Friday is always five long days away. 

Regardless of your position on the management flow chart in 

an office, a good day is always a productive day. When you 

are in the “productive zone” of focus, whatever you are doing 

flows and is accomplished in a reasonable amount of time. Until 

the phone rings, or a familiar voice talking about a friend or 

colleague around the water cooler, or loud laughter; once you’ve 

lost that concentration, it’s gone. 

So, the bottom line is it’s not the quality of the distraction, but 

the time and attention it takes away from the productive time in 

your workday. Those minutes spent attending to the distraction; 

added to the time it takes to return, if possible, to your peak 

productivity zone cost us more than we think. 

Quitting Time 

When the clock strikes 5, 6, or 7 indicating the workday is done, 

your level of happiness will depend on your accomplishments 

that day. Whenever you avoid procrastination, turn your back 

to the distractions around you, and focus on fulfilling your 

productivity goals, then it is always a good day! 

Marlene George, Life, Wellness, and Business Coach 

mgeorge@marlenegeorge.com 

Tel: 905-796-0101 

Main Web Page: www.marlenegeorge.com 

SIDEBAR 

“Today is the most depressing day of the year!” The headline on 

the page-a-day calendar read January 19th this year. Until I read 

that statement, I was happy. After reading it, I sensed my mood 

sink as the smile slipped from my face. 

Wait a minute! 

That was just black ink printed on a small piece of white paper. 

There was nothing personal in the statement, or perhaps 

it wasn’t true…just words on a page. According to whom is 

January 19th the most depressing day of the year? And yet I 

reacted as if someone had told me, “You look depressed.” 

Huh? 

Then my smile returned as I remembered no one can make you 

feel sad without your permission. 

The same principle applies to distraction, too. 

MG 

“Ignorance is Bliss” 

The ability to ignore office distraction is bliss, and a rare talent. 

If you are like most of us, we are unable to resist finding out 

more about it---whatever “it” is. 

If you are unable to ignore, then simply change the scene and 

remove yourself from the distraction. If you are away from your 

desk, return to it and your task. If you are at your workspace, get 

up and move away from the disturbance, go outside for a short 

walk and some fresh air, drink some water or grab a snack. Your 

colleagues will not lure you into wasting your valuable time as 

long as the shift in your behavior is your idea. 

When the distractions are welcome: consider how you feel 

about the task you are doing. Perhaps the work is required; a 

necessary, if boring part of your job. However, when you are 

engaged and feel good when doing the specific task, you resent 

any distraction. As always, it’s how you feel about the job that 

determines your distractibility. 



L-R: CIM National President Dr. Matthew Jelavic and CIM Hamilton 

Chapter Chairperson Lori Hume

CIM knows that you want to be the best in the industry, and the best 

way to stay on top is to stay informed. 

CIM is excited to announce our new weekly newsletter, Management Matters, as a free service to all of our members delivered 

directly to your inbox every Tuesday afternoon. Management Matters is an informative e-news brief that delivers the most relevant 

content to your email’s inbox every Tuesday, and will feature CIM news, events, announcements and articles. In addition, it will feature 

current and compelling news articles on leadership, management, global business, finance and banking, entrepreneurship, technology 

and more! 

If you prefer a more mobile approach, you can use your iPhone, iPod Touch and Android to get the Management Matters delivered 

straight to your device. Search the App Store (for iPhone/iPod Touch users) or the Android Marketplace for “Multibriefs”, and then 

add the CIM feed once it downloads (under “Business Management”). Content from these newsletters can also be shared directly 

to your own Twitter, LinkedIn or Facebook accounts so that you too can provide your followers with the most current news and 

information. 

Know someone who would benefit from this service? Non-members can sign up for our newsletter as well. Please contact Jennifer 

Tracy at: jennifer.membership@cim.ca 

*If, at any time, you do not wish to receive CIM’s newsletter, you can unsubscribe simply by clicking the Unsubscribe link in your CIM 

newsbrief. 

And speaking of Facebook/Twitter, CIM is SOCIAL! 

CIM is now on Facebook, Twitter and LinkedIn. You will find some similar content to that posted in the Management Matters 

newsbrief, however you will find additional content, discussions, articles and promotions available to our valued members. So we 

encourage you to “like”, “follow” or “join” us online and become a part of our social community. Please visit our pages below to see 

what we’re doing: 

Facebook: www.facebook.com/CanadianInstituteofManagement 

Twitter: https://twitter.com/CIM_National 

Linked In – Company Profile: http://linkd.in/17sSLHJ 

LinkedIn – Group: http://linkd.in/1fUL54L 

Management Matters - Archive: http://www.multibriefs.com/briefs/cim/ 

Events Calendar: http://cim.ca/events 

Website: http://www.cim.ca/ 

If there’s content you’d like to see included, please 

don’t hesitate to contact Jennifer Tracy, Coordinator 

of Membership Services & Social Media, with your 

feedback: jennifer.membership@cim.ca. 

Jennifer Tracy 

Coordinator of Membership Services & Social Media 


CIM National Office 

15 Collier St, Lower Level, 

Barrie, ON, L4M 1G5 

Tel: (705) 725-8926 

Fax: (705) 725-8196 

Email: jennifer.membership@cim.ca 

www.cim.ca 



Leaders in Management 

Setting the standard in management education and recognition 

The Canadian Institute of Management is a not-for-profit 

organization dedicated to providing management training and 

recognition for Canadian managers, at all levels of the profession. 

The Institute was established in 1942 to provide training for 

those industrial engineers who found themselves in management 

positions. CIM has continued to grow and develop its original 

mandate. Today, the Canadian Institute of Management has 

multiple branches all across Canada, with members worldwide. 

Since its inception, the Institute has continued to help thousands 

of managers develop a broadly based education in management 

skills with a rich and diversified series of programs. From 

individual courses to professional designations, CIM is the leader 

in management education for today’s management professional. 

The Institute has two certificate programs: Supervisory 

Management and Management and Administration Studies. 

“CIM has given me the knowledge, passion and 

experience to apply the management theory I have 

learned into the real world and my career. Having 

access to a great group of knowledgeable people gives me 

the passion to be successful in everything I do.” 

Brandon Zehr, C.I.M., CIP, CRM 

For more information or 

to pursue your application, go to 

cim.ca 

or contact the 


email: office@cim.ca 

tel: 705-725-8926 

fax: 705-725-8196 

CIM also grants three professional designations to those who 

qualify. The Certified in Management designation (C.I.M.), 

Professional Manager designation (P.Mgr.), and Chartered 

Manager designation (C.Mgr.), signify Canada’s leaders in 

general management and administration. 

The Institute offers multiple paths to obtain the designations 

which include courses at various Colleges and Universities across 

the country, many in-house courses offered directly, on-line and 

correspondence courses and programs offered by Institute 

Accredited Colleges and Universities. 

Our Vision Statement: The Canadian Institute of 

Management is recognized as the premier provider of excellence 

in management development. 

Our Mission Statement: To lead in the delivery of quality 

programs that will promote the continuous education and 

professional growth of our membership. 

For more information, or to pursue your application, contact 

your local branch, or the National Office. 

As a chartered professional organization, the right to use any titles and the post-nominal designations are contingent on continued membership in the CIM, adherence to the 

Code of Ethics, and participation in continued professional development. Any committee may request additional information, an interview, or request that the applicant complete 

a comprehensive examination to validate their qualifications and/or experience. Please allow 30 days for your application to be reviewed. 

The Canadian Institute of Management is the only national organization in Canada chartered to designate management professionals. 

C108-4/15 



GUILD OF INDUSTRIAL, COMMERCIAL 

AND INSTITUTIONAL ACCOUNTANTS 

IF YOUR CAREER IS IN ACCOUNTING OR 

MANAGEMENT, THEN MEMBERSHIP IN THE 

GUILD OF ICIA CAN BE OF SIGNIFICANT 

VALUE AND SHOULD BE A PRIORITY! 

• INCORPORATED BY FEDERAL CHARTER IN 1961 

• ASSOCIATE & ACCREDITED MEMBERSHIP 

• PROFESSIONAL DESIGNATION (ICIA) 

• NETWORKING, JOURNAL & OTHER BENEFITS 

FOR MORE INFORMATION, PLEASE VISIT: WWW.GUILDOFICIA.CA 

L-R: President Phil Russo, Bruno Mandic, Prime Minister Justin Trudeau 

and Joe Russo 

CIM Membership Application Form 

Please note that the CIM Membership Application form can be downloaded from the 

CIM website – http://www.cim.ca/prodev/designations 

Kindly inform your colleagues, co-workers, friends or relatives that 

may be interested in membership. 

L-R: Senator Thanh Hai Ngo and CIM Toronto 

Treasurer David Thong Minh Tran 






Sp S 


www.cim.ca 

Summer 2012 2012

The Benefits of Outsourcing 

Administrative Processes - 

Payroll Services 

Mark Borkowski 

For small businesses, outsourcing is 

assigning non-core, non-revenueproducing 

activities to specialists. 

It differs from contracting in that 

outsourcing is a strategic management 

tool that involves structuring an 

organization around what it does best, 

often described as “core competencies.” 

There are many processes that can be outsourced by a 

business, but services like payroll and human resources (HR) 

administration are the most common. 

Why? 

Because not only do the companies that provide these 

outsourced services use leading technologies, they also bring 

exceptional experience and best practices that would not 

ordinarily be available to small businesses. 

Aside from helping to alleviate hidden costs, outsourcing 

can be a flexible solution. Depending on the needs of your 

business, you can outsource as little or as much as you need 

to. A Canadian payroll expert, Alon Kvil had this to say, “For 

most businesses, having staff that is dedicated to payroll is a 

money-burner. Focusing your finance team on something as 

time-consuming or tedious as payroll and time collection is 

under utilizing the talent within your organization. Focus those 

people on tax strategy, accounts receivable, financial planning, 

etc. and you will see a benefit that goes well beyond completing 

administrative tasks.” 

Greater focus on your business 

Outsourcing administrative processes gives you more time to 

focus on what your business does best – that means improved 

productivity. It also translates into more time and resources for 

strategic planning and growth, from streamlining your recruiting 

and hiring processes to improving your bottom line. 

Simplifies payroll 

Because most outsourced payroll services are internet-based 

and hosted by the provider, they’re easy to use and don’t 

require expensive software programs or upgrades. Payroll data 

is protected by multiple levels of security and hosted off-site, 

which eliminates the need to constantly perform data backups 

and keeps you compliant with government legislation. By 

outsourcing, you can simply input or phone in employee hours, 

units or dollars, and your provider will take care of processing 

deductions and produce cheques or direct deposit. 



Greater focus on your employees 

Attracting and retaining employees is becoming increasingly 

difficult, so HR plays a strategic role in the success of your 

business. Offloading tasks to a business administrative services 

provider so that you can focus on tomorrow’s needs – hiring 

and keeping the right people, and ensuring you can fill key roles 

from within your business. 

Helps you avoid ‘taxing’ headaches 

Outsource providers are experts in calculating payroll and 

ensure that employment tax reports and end-of-year paperwork 

are submitted accurately and on time. 

Assumes compliance risks 

Unless someone at your business keeps up to date with 

changing legislation and best practices, you could be at risk for 

costly compliance failures. 

Someone to turn to for expertise 

In addition to handling processes on your behalf, an outsourcing 

partner gives you readily available experts who can leverage 

best practices, produce time savings and minimize the use of 

costly external resources. 

Most businesses realize these benefits of outsourcing 

administrative tasks very shortly after implementation. By 

optimizing the expertise of an outsourced provider, you will 

see a significant increase in efficiency as well as a change in 

your organization’s way of thinking – from crossing items off 

a to-do list to developing strategies that grow your business 

exponentially. 

Mark Borkowski, president of Mercantile 

Mergers & Acquisitions Corp. Contact www. 

mercantilemergersacquisitions.com 

Alon Kvil is a Canadian payroll expert and District Manager 

at ADP, a Fortune 500 company that is an industry leader in 

HRBPO. You can contact him at 905-364-5772 or alon.kvil@ 

adp.com 

L-R: President Phil Russo and Mayor of Vaughan 

Maurizio Bevilacqua

Why we’re designed for Success 

but Programmed to Struggle 

Chala Dincoy 

No Struggle In Nature 

After a mind-blowing 2-days spent 

with my mentor David Neagle, I 

couldn’t help but share my biggest 

aha’s. What were those 2-days like? 

Inspiration to change? check, buttkicking? 

check, sense of amazement? 

check! 

Have you ever seen anything in nature struggle? Do you see 

squirrels worrying about how they’re going to save up acorns 

for the winter? Seen any sharks thinking about what other 

sharks in the ocean will feel about them if they eat the seal in 

front of them? If it’s not innate for us humans to struggle either, 

then why do we do it? 

Designed for Success 

Every human is able to float innately. It’s an ability that’s already 

inside of them that learning how to swim uncovers. Most who 

don’t discover this ability and who don’t trust that ability to float 

actually drown. The same is true for success. You are designed 

to have, do or be anything that your wildest imagination desires 

in this lifetime. But you are stuck trying to figure out the ‘how’ 

or spend your life living by the limitations programmed into 

you by your parents and your environment. It’s a tragedy, really 

to spend a lifetime living by someone else’s beliefs instead of 

creating your own dreams. 

If it Was Easy, Everyone Would Be Doing It 

Ever heard of this saying? I’ll bet if you’re from a middle 

class family like mine, you heard it a lot. It’s a false belief that 

causes a lot of the struggle. It’s a belief that says it’s hard to 

be successful, to do a lot and to have a lot. Which is a belief 

that drives how we act, how we feel and who we are. If anyone 

believes things are supposed to be hard, how would you ever 

convince them otherwise? I see this all the time in business. 

People think it’s hard to charge a lot, it’s hard to sell and it’s hard 

to talk to people. It’s a belief that was baked in to them. 

A Problem is Only A Problem Because 

There’s Something You Believe About It 

That Isn’t True 

“I couldn’t get any leads from networking again, Chala” said 

a client. She’s not alone. Often clients will tell me that the 

marketing plans we’ve created aren’t working for them. I 

then challenge them to look at what they believe about that 

problem. In this case, it’s because my networker client believes 

it’s confusing to remember our sales script so she doesn’t 

implement any of it. The truth is, if she were to simply have the 

conversation, it wouldn’t really matter if she used my script or 

not. If there’s a need for that service, there’s a sale. We let what 

we believe to be true about that problem paralyze us, hence 

leading to our internal struggle. 

You Are Programmed To Earn based on 

What You Need, Not What You Truly Want 

When I have sales conversations and ask about a prospects’ 

financial goals, it’s always about what they can get by with, not 

a number based on an abundance mentality. Nobody tells me 

of their secret desires like vacations on yachts, having designer 

clothes or being able to afford to buy a date with a Channing 

Tatum-look-a-like escort for the night. This is because our 

society is based on paying for our bills on time. The whole 

credit and mortgage system is geared and created around this 

principle. So the belief is that money is driven out of that need 

to cover the bills, not what you truly want. Because what you 

truly want is a waste, it’s frivolous and unnecessary anyway. 

When you’re programmed to believe that, you truly do struggle 

with your desires and dreams. 

You Can’t See The Easy 

When your entire programming and conditioning is set up to 

see something as being Hard to have/be/do (as in “it’s hard to 

sell big packages”), you simply can’t even recognize the Easy 

solution to that same issue. You’re too busy thinking “it’s too 

hard” thoughts. If instead you were to focus on ‘how can I sell 

this, let me think about some ways and brainstorm on that’, 

then you’d have a vastly different game on your hands and 

instantly your struggle would end. 

Here’s my challenge to you to blow your own mind by first 

making the decision to stop struggling, and then to BE the 

person who was designed for success. 

Chala Dincoy is the CEO and Founder of Coachtactics, www.coachtactics. 

com. She’s a Market Demand Expert who helps entrepreneurs package their 

unique expertise and tap into their Qualified Buying Market. 

In her former life, Chala was an award winning marketer at companies 

such as Pepsi, Pizza Hut, Frito Lay, Diageo, Playtex and BIC Inc for 20years. 

Now she’s a certified business coach, the author of Gentle Marketing: A 

Gentle Way To Attract Loads Of Clients, a speaker featured on Rogers TV, 

the National Post, the Ottawa Citizen, a radio segment host on the Small 

Business Big Ideas Show and a video blog contributor to the Meetings + 

Incentive Travel Magazine. 

Chala dishes out big advice that’s to the point, accelerates your growth and 

is like ROCKET FUEL for your business! 

L-R: CIM Hamilton Chapter 

Chairperson Lori Hume 

and Ontario Minister of 

Transportation The Hon. Steven 

Del Duca 



Finding the Perfect Candidate 

– Is there one out there? 

Marc Belaiche, CPA, CA 

There is often talk of candidates 

looking for the perfect job but not 

as much is written about companies 

seeking the ideal candidate for their 

open positions. 

This article will share some tips on 

what you can do to find your perfect candidate. 

Concise and informative job description 

Start with a clear description of the position requirements. One 

or two pages is sufficient to allow you to focus on what is truly 

important in the role. 

Define “perfect candidate” 

Based on the job description, compose a list of the 

qualifications required for the position. Be as specific as 

possible - experience, skills, location, communication style 

and compensation. As you consider candidates, compare their 

backgrounds to your list. 

Follow-up 

Previous rejection from an excellent candidate doesn’t 

necessarily mean they’re forever disinterested. Touch base later 

on to see if they’ve changed their minds about discussing the 

position. 

Conclusion 

Use all the avenues available to find perfect candidates. They 

are out there, but they are typically harder to find and take 

longer to recruit. 

*********************************************************** 

Marc Belaiche is a CPA, CA and is President of TorontoJobs.ca, an Internet 

recruitment business and recruiting firm located in the Greater Toronto 

Area. Marc is also the author of the book “Tales from the Recruiter”. 

Marc has been in the recruitment industry since 1995. TorontoJobs. 

ca allows companies to post their positions online, search a resume 

database to find candidates, provides outplacement services and full 

temporary and permanent recruitment services. TorontoJobs.ca also allows 

candidates to search and apply to positions directly online and get career, 

interviewing and resume tips all at no charge. Marc is also President of 

TorontoEntrepreneurs.ca, an organization geared towards business owners 

(www.TorontoEntrepreneurs.ca) and has the annual Toronto Entrepreneurs 

Conference (www.TorontoEntrepreneurs.ca/conference). You can reach 

Marc at marc.belaiche@torontojobs.ca and check out TorontoJobs.ca at 

www.TorontoJobs.ca. 

Use recruiters/headhunters 

Provide the recruiter with a list of expected qualifications 

and let them headhunt for that candidate. You will find that 

recruiters can connect with candidates who are passively 

searching for jobs who wouldn’t necessarily be within your 

reach. 

Exercise patience and flexibility 

Keep in mind that finding the most suitable candidate may take 

longer than anticipated. If you get to a point where the ideal 

candidate isn’t materializing and the urgency to fill the position 

increases, drop the least important requirements from your 

list. Some companies wait too long for the candidate who has 

everything and miss those who can do the job well. 

If your list changes, make sure to communicate this information 

to everyone involved in the candidate search. 

L-R: Ontario Minister of Finance The Hon. Charles Sousa, MPP and 


Cast a wide net 

Use as many avenues as possible to find candidates including 

your website, social media, email communications, advertising 

and newsletters. Also, there may suitable previous colleagues 

that you can reach out to about the position. 

Connect with local associations 

Informing local associations about the requirements of the 

position is often useful. Connect with the President of that 

chapter as they may be able to announce the position at an 

event or include in their newsletters. 

L-R: Ontario Minister of Training, Colleges 

and Universities The Hon. Reza Moridi, 

MPP and President Phil Russo 



ARE YOU AWARE OF ALL OUR MEMBERSHIP BENEFITS? 



L-R: Tammy Masoumi and Toronto Blue Jays Player Jose Bautista 

L-R: World Series Champion Kelly Gruber, Sarah Benitez and World Series 

Champion Roberto Alomar 

L-R: Andrea Horwath, MPP and President Phil Russo 

L-R: CIM Toronto Treasurer David Tran with Hoa MaI Vang Ochna 

Integerrima of CULTURE Magazine 

L-R: Deputy Premier of Ontario The Hon. Deborah Matthews, MPP, Bruno 

Mandic, Premier of Ontario The Hon. Kathleen Wynne, MPP, Lori Hume, 

Phil Russo and Elizabeth Kwiecien 

President Phil Russo with KISS Tribute Band Destroyer 



CIM 

Canadian Institute 

of Management 

Certificate in Supervisory 

Management (CSM) 

The introductory step in general management experience and education 

The Certificate in Supervisory Management (CSM) offered by 

the Canadian Institute of Management takes the Canadian 

manager through the first steps toward a chartered designation 

in the profession of general management. The program 

challenges individuals who have not formally studied 

supervision, and builds a basis for highly regarded management 

and administration skills. Members work through academic 

requirements in a like-minded environment, which builds 

confidence, self-esteem and leadership. 

The CSM certificate is the stepping stone towards the Institute’s 

Certificate in Management and Administration Studies 

(CIMA). Any member who achieves the CIMA and has twoyears 

Canadian business experience in supervision or general 

management, may apply for the Certified in Management 

(C.I.M.) designation. 

The CSM member is bound by a code of ethics that accounts 

for the principles, knowledge and integrity that is paramount 

for the profession of general management. 

“The balance approach to learning was 

important to me. By balancing theory and 

practical application, you are able to capture 

the essence of what it means to be a manager.” 

Matthew Balsor, BBA (Hons.), C.I.M. 

For more information on achieving 

your CSM certificate, go to 

cim.ca 




tel: 705-725-8926 or 1-800-387-5774 

fax: 705-725-8196 

The Canadian Institute of Management offers fellowship, social 

and professional networking opportunities through an extensive 

and flexible membership, structured to engage any member 

within the Institute. Levels include - 

• Designated Member (C.I.M., P.Mgr., C.Mgr.) 

• General Member 

• Campus, Accredited and Student Member 

• Corporate Member 

• Retired Member 

Professional Association Partnership 

The CIM has partnered with other Canadian institutions, 

granting them credit opportunties to use existing education 

towards CIM desigations. Go to cim.ca for more information. 

Qualifications for CIM’s certificate in Supervisory 

Management (CSM) are outlined on the CIM national website. 

For more information, or to pursue your application, contact 

your local branch, or the National Office. 





C105-06/11 




6/19/2012 6/19/2012 3:19:08 3:19:08 PM PM 


Spring 2012 

Fall FUNDRAISING 

2012 



MANAGER DONATIONS 


Summer 2012 2012 SPONSORSHIP 

UPCOMING 

EVENTS 

www.cim.ca 

If you are interested in raising funds 

for CIM Toronto, sponsorship, or 

donating to CIM Toronto, please 

contact the office at Telephone 

number 416-491-2897, 

Or email at: 

cimtoronto@associationconcepts.ca 

Please refer to the CIM Toronto 

webpage for news on upcoming 

events 

http:/cim.ca/branches/Toronto/events 

Time to do Nothing? 

Peter de Jager 

Here’s our shared modern problem; 

working lunches, doing more with less, tight 

deadlines, interrupt driven workloads, 24/7 

every week of the year, constant incessant 

communications and the total obliteration 

of the work life boundary. Just writing this 

activity list makes me weary. In 2016 it 

becomes worse - we’ll be allowed to make cell phone calls at 

30,000 ft. The last sanctuary of uninterruptable private space 

has fallen to the advance of ‘progress’. When do we take the 

time to rest? 

Rest: cease work or movement in order to relax, refresh oneself, or 

recover strength. 

The productive, driven, entrepreneur part of me wants (very 

badly) to suggest that we need to merely take time to think. The 

older (though rarely wiser) part of me knows that we need to 

do more than that – we need to make time to do nothing. To be 

quietly without purpose. To listen to our own thoughts. To be 

with ourself. Alone. Solitary. With no distractions. 

In our increasingly connected world, there is little time for 

doing nothing. When we are disturbed by a cell phone ringing/ 

beeping/chiming in the toilet stall beside us, we might suspect 

things have gone too far. When the person answers it and 

conducts a business meeting?... There is no longer any doubt 

that the line between work and life has vanished. (We will not 

talk about the guy standing next to you, texting with one hand 

while he is… as I said – we won’t talk about that.) 

It’s not just the incessant call to action; it’s the maelstrom of 

incoming data which wears us down. 

Even when we finally achieve sleep against the onslaught of 

constant thought, our nights are restless, filled not with dreams 

of fancy, but like television, with ruminated reruns of recent 

events. 

Doing nothing with gentle determination is a lost art. Leaning 

against a tree, lying on the shore, looking at the clouds, listening 

to a gurgling burbling stream - are idle activities foreign to most 

of us. We are driven by the need to be ‘doing something’, to not 

be ‘wasting time’, following the edict to ‘look busy’ – forgetting 

pehaps, that there is deep value in just savouring the moment. 



In relaxing and letting silence rule us, rather than reacting to the 

outside world. 

We’ve neither the time nor the inclination to take time for 

ourselves. Why is it necessary? Constant motion, constant 

thought, constant attention are not ‘normal’ states. Doing 

nothing, truly doing nothing, allows us to return to our natural 

state, whatever that may be. 

Why do nothing? What’s the payback? After all, this is 

supposed to be a ‘Management Column’. 

This is where things get a bit too Zen for many people. If we 

‘do nothing’ in the hope of getting a payback… the time spent 

‘doing nothing’ won’t deliver any benefits. If we ‘do nothing’ 

with no expectation of anything, then we return refreshed, more 

creative, more relaxed – more ourselves. 

Part of the Zen conundrum is solved when we realize that 

‘having an expectation’, is not exactly ‘doing nothing.’ It’s ‘doing 

nothing’ with a purpose/objective/goal in mind. That’s not 

exactly what ‘doing nothing’ means. 

“But, but, but!”, I can hear the reader cry, “What are the 

benefits? I’m a busy person! I can’t take time away from ‘busy’ 

to do nothing, without an ROI!” 

The scientific research agrees, (Google: Meditation Benefits 

Research) there are numerous positive benefits to those who 

make time for regular mental breaks (aka: Meditation) – here 

are a few of the benefits from the wasteful, non-productive act 

of ‘doing nothing’. 

Reduced blood pressure 

Better mental concentration 

Increased creativity 

Better heart health 

Enhanced immune system 

Increased libido 

Better short and long term memory 

Better pain management 

Less need for sleep, and better sleep 

Better stress management 

Some organizations have stumbled(?) onto at least some 

aspects of the ‘doing nothing’ idea, with good results. At Google 

(the organization) they have something called 20% Time – 

employees are allowed to spend one day a week working on 

what they want to work on. Not exactly the same as ‘doing 

nothing’, but it’s a compromise that seems to be working for

them. It’s generated at least few very successful products 

(Gmail, ADsense and Google News) and a product that might 

just ‘change the world’ – Google Glass. 

3M is perhaps one of the originators of the idea of letting 

employees off the leash and seeing what they come up with 

on their own. Their experiment was the 15% Project and their 

payback was Post-It Notes and Masking tape. 

But these examples aren’t exactly doing nothing so perhaps 

they don’t count? McDonalds goes one step further. Paid 

Sabbaticals. 10 weeks off for every ten years of service. Goal? 

Go away and do nothing – come back refreshed. 

“But we can’t do that in this economic climate!”, I hear my 

gentle reader cry. That’s true, but we can start small. We could 

instill the practice of doing nothing one hour each day. We 

could call it a ‘lunch break’, a sacred time that belongs to each 

individual. During that time they must walk away from their 

desk (and leave their phone behind). Find a quiet place. And do 

nothing. 

And if we want to be outrageous? Here’s a radical concept. 

When we go home? Go home. Leave the day behind and find a 

place to do nothing for at least a few minutes of our day. 

How important is that? Is “doing nothing” where genius lies 

hidden? Until we get there, and stay awhile, we’ll never know. 

© 2016 Peter de Jager – Finds his best ideas when he isn’t looking for them. 

A weird, but true fact. You can contact him at: pdejager@technobility.com 

Head to Vimeo.com/technobility to view some of his presentations. 

Post-retirement tax planning for 

the lifestyle you want 

Mary Ann J. Lara, FCSJ, CGA, CFP 

Most retirees have envisioned plans for 

their retirement – perhaps travel, maybe 

volunteering, or even starting a new business 

– but whatever your retirement plans are, 

there is one plan you ought to have to ensure 

you’ll maintain the retirement lifestyle of your 

dreams for all the years of your retirement; 

a post-retirement tax plan that starts with 

these three income-protecting objectives: 

1. Always take full advantage of all the tax credits and 

deductions available to you including: the age credit for 

those aged 65 and older, the pension income credit, and the 

medical expense credit. 

2. Keep your net income and taxable income low enough to 

avoid such potential pitfalls as the Old Age Security (OAS) 

clawback or losing out on the age credit and possibly the 

GST/HST credit. 

3. Ensure that your monthly cash flow is not eroded by 

increases in the cost of living and that all your investments 

will last a lifetime. 

With those three objectives in mind, here are some other 

important post-retirement tax-reduction and income-protection 

strategies: 

• Plan Registered Retirement Income Fund (RRIF) withdrawals 

accordingly. Withdrawals from investments held in your 

RRIF are fully taxable – so manage your taxable income by 

withdrawing only amounts that are required to fund your 

lifestyle needs. 

• Reduce taxes through tax efficient asset allocation by keeping 

fully-taxable, interest-generating investments inside a 

tax-deferred Registered Retirement Savings Plan (RRSP) or 

RRIF as long as possible, while keeping assets that are more 

tax-efficient -those that generate capital gains or Canadian 

dividends – outside of your registered plans. 

• Reduce your taxes by splitting Canada or Québec Pension Plan 

(CPP/QPP) income with your spouse when your spouse has a 

lower CPP/QPP entitlement and is in a lower tax bracket. 

• Contribute to a spousal RRSP. You must convert your RRSP to 

a RRIF no later than December 31 of the year in which 

the owner attains age 71, resulting in no further contributions 

to your own RRSP. However, if your spouse has yet to reach 

age 71, you can contribute to a spousal RRSP on their behalf 

using any of your unused RRSP contribution room. 

Your professional advisor will know which tax-planning and 

investment strategies make sense for your retirement – such as 

investing in a Monthly Income Portfolio (MIP) that can protect 

your income against inflation and generate stable and reliable 

income distribution (outside your RRIF or RRSP) and potentially 

higher long-term growth – so you’ll continue to have the income 

you need for all your retirement years. 

This column, written and published by Investors Group Financial Services 

Inc. (in Québec – a Financial Services Firm), and Investors Group Securities 

Inc. (in Québec, a firm in Financial Planning) presents general information 

only and is not a solicitation to buy or sell any investments. Contact 

your own advisor for specific advice about your circumstances. For more 

information on this topic please contact Mary Ann J. Lara, FCSJ, CGA, CFP. 

e-mail at maryann,lara@investorsgroup.com 

GUILD OF INDUSTRIAL, COMMERCIAL 

AND INSTITUTIONAL ACCOUNTANTS 

IF YOUR CAREER IS ACCOUNTING OR MANAGEMENT - 

MEMBERSHIP IN THE GUILD OF ICIA AND THE DESIGNATION 

“ICIA” WILL CONFIRM YOUR SKILLS TO YOUR CLIENTS OR 

EMPLOYER. YOUR EXPERIENCE IS RECOGNIZED IN THE 

ACCREDITATION PROCESS. 

INCORPORATED BY FEDERAL CHARTER 1961 

DESIGNATION FOR ACCREDITED MEMBERS – “ICIA” 

VISIT: WWW.GUILDOFICIA.CA FOR MORE INFORMATION 

AND APPLICATION FORM 



CIM/CICAM Equivalence Information 

The Canadian Institute of Management is a not-for-profit organization dedicated to providing management training and 

recognition for Canadian managers, at all levels of the profession. 

From individual courses to professional designations, CIM is the leader in management education for today’s management 

professional. The Institute has two certificate programs: Supervisory Management and Management and Administration 

Studies. CIM also grants three professional designations to those who qualify. The Certified in Management designation (C.I.M.), 

Professional Manager designation (P.Mgr.), and Chartered Manager designation (C.Mgr.), signify Canada’s leaders in general 

management and administration. 

Recognizing that members of the Canadian Institute of Certified Administrative Managers have extensive experience in 

management, the Canadian Institute of Management has assessed the formation process, both academic and professional, taking 

into consideration former and current requirements, and has developed the following professional development pathway for 

members of CICAM to obtain a designation from the CIM: 

How do I apply? 

• Complete an “Application Form” from the 

CIM website (http://cim.ca/node/404) to an 

applicable application form to include with 

your copy of your designation. (C.Mgr, P.Mgr., 

C.I.M. or CSM Application) 

• Pay the application fee. 

• Submit your official application and references 

to the CIM Office in Barrie, ON. 

• Please visit: http://www.cim.ca/info/cicam or 

http://cim.ca/node/404 

L-R: CIM Toronto Treasurer David Thong Minh Tran and Canadian 

Cardinal and Archbishop of Toronto Thomas Collins 



Michelle Pham and Diem Huong (enacted players of Queen Trung and 

her Sister on nationally robe yellow and red colours), VWAT Organizer 

Kim Bao and David Tran, EVAT Executive and CIM Toronto Treasuer

CIM 


of Management 

Professional Manager (P.Mgr.) 

Recognizing the professional manager’s academic and practical experience 

The Professional Manager designation (P.Mgr.) from the 

Canadian Institute of Management denotes both an academic 

and a practical Canadian experience in the profession of general 

management. It is these qualifications that will engage 

businesses to look at the holders of this designation with 

confidence as to their management skills and qualifications. 

The CIM Professional Manager designation provides the 

identification of individuals from various specialty disciplines 

who meet an established set of criteria. These reflect the highest 

standards of professional integrity, work performance and 

recognition. Certification will encourage professional development 

and will prove an incentive to graduates with a 

background in other disinclines to enter the management field 

as a profession. 

The Professional Manager is bound by a code of ethics that 

accounts for the principles, knowledge and integrity that is 

paramount for the profession of general management. 

Professional Development Initiative (PD) 

“Since obtaining this designation, I network with a 

number of professional managers in various Provinces 

and benefit from their individual expertise. I am 

able to convey to other professionals and frontline 

staff, many of the management skills I gained after 

obtaining this designation.” 

Peter P. Fernandes, P.Mgr. 

To apply for your P.Mgr. designation, go to 

cim.ca 




tel: 705-725-8926 

fax: 705-725-8196 

The Canadian Institute of Management has introduced 

mandatory professional development to ensure that CIM 

Professional Managers remain competitive in a constantly 

changing business environment. This program will give P.Mgr.’s 

the opportunity to benefit from a culture of excellence through 

learning and leadership. The Institute has a responsibility to 

ensure their Professional Managers effectively represent 

Canada’s “Leaders in Management”. 

To learn more about this program and PDU tracking, contract 

your local branch or visit the CIM national website. 

There are a variety of paths available to qualify for CIM’s 

Professional Manager designation. All routes are outlined on the 

CIM national website. For more information, or to pursue your 

application, contact your local branch, or the National Office. 





C106-4/15 



CIM Toronto Treasurer David Tran with Vietnamese volunteers in modern 

and traditional costumes 

L-R: President Phil Russo and Judy Sgro, MP 

L-R: Mike Verni, Rosa Adela Jackson and Keynote Speaker Mike Aoki 

L-R: Keynote Speaker/Writer/Consultant Peter de Jager with President 

Phil Russo 

L-R: Ivan Kovac, Cristina Martins, MPP and President Phil Russo 

L-R: CIM Hamilton Chapter Chairperson Lori Hume and CIM Hamilton 

Chapter Chairperson Elizabeth Kwiecien 



Canada’s Management Partner 

The first step in recognizing your general management and leadership skills 

A C C R E D I T E D 

The Canadian Institute of Management is proud to have 

accredited the following program at the School of Business, 

Centennial College. 

Ontario College Graduate Certificate in 

Global Business Management 

“Through CIM, I have truly honed my 

networking, presentation, and strategic thinking 

skills and have excelled in the corporate world. I 

would recommend being a part of CIM for anyone 

who wants to get on the fast track to career success!” 

Ashley Karpowicz C.I.M. 

To pursue your designation, 

and become a CIM member go to 

cim.ca 




tel: 705-725-8926 

fax: 705-725-8196 

Upon becoming a CIM member, graduates have now qualified 

for the Certificate in Management and Administration Studies 

(CIMA) from the Institute. Once a member has achieved two 

(2) years of Canadian management and administration 

experience supplemented by references, they may apply for the 

Certified in Management (C.I.M.) designation. The designation 

brings together both academic and practical experience creating 

a valuable and creative management professional. The highly 

regarded C.I.M. designation is recognized across Canada as 

acknowledging Canada’s leaders in management and 

administration for over 70-years. 

Let the Canadian Institute of Management help you on the road 

to your career as a professional manager. Become part of a team 

that will recognize your achievements today, and help you be 

successful in the future. 

Designation requirements are outlined on the CIM national 

website. For more information, or to pursue your application, 

contact the National Office of the Canadian Institute of 

Management. 

Accredited Partner 





C109CENC - 4/15 



Buying up the Competition is a 

Great Way to Grow your Company 

Prior to Selling 

Eric Gilboord 

In my experience, within the SMB 

world, owners are definitely looking 

at buying up their competition in 

order to grow or to eliminate them 

altogether. It might be that you are 

a $3-15 million company within a 

narrow specialty niche. Your competitors 

could be 3 or 4 players, also 

with boomer aged owners, all doing 

the same amount of business as you 

or a little less and all wanting to get out. Let’s look at a real case 

we are currently working on. Does it sound familiar? 

Our client (Bob) is 53 years old and his company has sales of 

$4 million annually. They have remained at this level for the 

past 10 years mainly because he and his partner were comfortable, 

made a good living and didn’t need the perceived headaches 

of running a larger company. So little effort was made to 

grow the business. 

possess the skill sets he requires to run and grow the larger 

company. Bob can run this as a $9 million dollar business 

or he can choose to grow it further before he exits. He may 

choose to grow it to $15 or 20 million or more and then sell. 

It’s up to Bob and how much work he is willing to put in. 

6. In order to exit successfully Bob will need an Exit Plan. We 

will develop that plan with him and help execute it. 

7. He will require a buyer(s) and we will identify them. He will 

also require our team to represent him in the sale. 

8. Bob will have now taken a lifetime of experience and grown 

and sold a company worth significantly more than the company 

he was running with his partner when we first met. 

Quite an achievement and a great way to go out on top. Not to 

forget he will be significantly better financed for his retirement. 

For more information on transitioning your company please 

contact Eric Gilboord eric@warrenbdc.com. Or to find out what 

your business could be worth, pick up your free Proxy Valuation 

Form at www.WarrenBDC.com 

He believes his operations skills are superior to his competitors 

and he could therefore absorb their businesses and run them 

better than they could. His partner (Joe) is 60 years old and 

wants out. He is not interested in growing. Bob thinks differently, 

he has another 5 years or more in him and the idea of going 

out on a high has gotten him re-energized about his own company. 

So Bob now has the opportunity to fast forward growth by 

buying out his partner and his competitors. 

Here are the next steps highlights as we have outlined for Bob 

to create an Exit Plan that will allow him to retire on a high note. 

Possibly with greater success than he had ever imagined. 

1. Bob has to first buy out his partner. To do this he needs advice 

and capital that we will provide. 

2. Bob now has 100% of his company and makes decisions as 

he sees fit. So growing and acquisitions are definitely on the 

agenda. 

3. Before he can think about buying his competition and growing 

he needs a plan. We will help him develop and execute our 

WarrenBDC Deep Dive Integrated Plan. 

4. He needs to buy out 3 of his key competitors. Two have 

annual sales of $2 million dollars and one is at $1 million in 

annual sales. To do this he needs advice and capital that we 

will provide. 

5. Now Bob is running a $9 million company post purchase and 

likely has some new challenges that come with larger organizations. 

We will provide him with our team members who 



L-R: Sarah Benitez and former Premier of Ontario Dalton McGuinty 

Guild of Industrial, Commercial & Institutional 

Accountants 

Are you an experienced accountant? 

Lacking an accounting certification? 

We are a federally chartered organization dedicated to 

providing mature accountants a forum and credibility 

See our webpage at: www.guildoficia.ca

Building a Successful Sales 

Career or Business 

Bob ‘Idea Man’ Hooey 

To be effective in sales and business 

in general, we must deal with these 

three areas as they relate to our 

customers: 

• Pain 

• Gain 

• Sustaining 

Your profitability and long-term viability will be impacted to the 

degree that you work with your clients to effect these diverse 

areas or concerns. Each area has its focus and resulting ‘profit’ 

center. 

If we help people with their pain - will they need us when it is 

gone? Helping them gain offers a bit more opportunity to serve 

and build. But, if you can work with them through their pain, 

help them gain in the process, and then take them through to 

helping them grow and sustain growth you will be a major part 

of their team for years to come. Repeat buyers are built on this 

premise. 

They will deal with you time and time again, if you help them 

see and receive the value you provide. How do you currently sell 

in relation to these three areas? 

When all is said and done, there are essentially THREE productive 

ways to increase your business: 

• Increase the number of clients you attract and retain to deal 

with you 

• Increase the average size of the sale for each client 

• Increase the frequency or number of times each client returns 

and buys 

Look for ways to attract more clients in the services and 

product mix you offer. See the article on 51 reasons why people 

buy for some hints on where you might increase your ability to 

attract and connect with your potential clients. Or write me and 

ask for it: bob@ideaman.net 

Condition your mind to look for break through ideas and 

creative solutions. Investigate other industries, look at their success 

stories and best practices and see if they hold a secret that 

you can transfer to yours. (i.e.: Fed-Ex simply copied the central 

distribution system used by the banking system for courier 

delivery. Fred did ok with this transplanted break-through!) 

As author Jay Abraham says, “Break Throughs let you out think, 

out leverage, out market, out sell, out impact, out defend, out 

manoeuvre, and continuously outwit your competition at every 

level.” 

Look for break through or transferable ideas in marketing, 

innovation, creative, operations, sourcing, technology, systems, 

process, selling, financing, product mix, service list, and distribution. 

How about looking for ways to add-on or cross-sell? Adding on 

helps move the client to a larger or superior product, package 

or service. It is based on really ‘understanding’ the intended use 

and realizing the basic product or service will fail to meet the 

real needs of your client. If so, you are doing the client a disservice 

by allowing them to buy something that will not meet their 

needs. Additionally, you are building in a possible unsatisfied 

result, which will impact your repeat sales potential. 

Cross selling introduces your client to additional products or 

service. Offer them alternatives that perform better and are 

in their best interest. Telus does this well with bundling: Voice 

mail, call waiting, auto call back, 2nd line, autodial, calling cards, 

caller ID, 3rd line for security, 4th line for fax, cable and computer 

information delivery systems. 

Test market your offerings, product mix and services offered. 

Experiment with your Website, advertising, promotional 

materials, sales and direct mail letters, live sales presentations 

and in store demos, guarantees, USP’s, pricing points, volume 

purchase and discounts, or financing. Nothing is sacred! Keep 

refining and tuning until you find something that is effective; 

and then continue to update it to keep it fresh and relevant to 

the changing market place and evolving client needs. 

Look for ways to form strategic alliances or co-op with those 

companies or non-competitive sales reps who are already dealing 

with the people you would like to attract. Those companies 

or reps who have already earned their trust and respect. 

If you offer complimentary, non-competitive services or products 

that assist them in better serving their clients, you will find 

a more favourable response. Look for opportunities to offer this 

kind of connection to people who want to deal with your clients, 

and who offer something you don’t offer or are unable to do so 

profitably at this moment. Who would you like to have as an 

alliance? 

************************************************************************* 

© Copyright 2015 Bob ‘Idea Man’ Hooey www.ideaman.net www.BobHooey.training 

All rights reserved. Used with permission of the author. 

Bob ‘Idea Man’ Hooey is a creative, productivity and leadership strategist 

who regularly writes for North American Consumer and Trade Journals, 

on-line magazines and company intranets. He works with Canada’s 50 

Best Managed Companies. He is the prolific author of multiple business 

and leadership books and the 48th person in the history of Toastmasters 

International to earn their coveted professional level Accredited Speaker 

designation. 

Articles may be copied or used for non-profit purposes, without the consent 

of the author, subject to the following being included: © Copyright 2015 

Bob ‘Idea Man’ Hooey www.ideaman.net www.BobHooey.training All rights 

Reserved. Used with permission of the author. 



A N O N L I N E N A T I O N A L M E N T O R S H I P P R O G R A M 

W H E R E “ M E N T O R S ” A N D “ M E N T E E S ” H A V E T H E O P P O R T U N I T Y T O C O N N E C T A N D D E V E L O P A M E N T O R S H I P R E L A T I O N S H I P . 

A B O U T 

C O N N E C T I O N S 

I N P A R T N E R S H I P W I T H 

CONNECTIONS, the Canadian Institute of Management’s (CIM) National Mentorship Program, is intended to be a forum 

where open and supportive mentorships can flourish, and where honesty and sincerity form the foundation of a great 

exchange. CONNECTIONS is intended to serve as a great platform for peer-to-peer professional development, creating 

an environment of trust and credibility amongst CIM members. Our mandate is to inspire and foster the professional 

development of young, new, and seasoned Canadian Managers, providing all members with a ‘professional’ home for life. 

M E N T O R - “An experienced 

and trusted advisor” (Wikipedia) 

M E N T E E - “A person who is 

advised, trained, or counseled 

by a mentor” (Wikipedia) 

M E N T O R S H I P - “A personal 

developmental relationship in 

which a more experienced or 

more knowledgeable person 

helps to guide a less 

experienced or less 

knowledgeable person.” (Wikipedia) 

What does C O N N E C T I O N S 

offer? 

•a culture of communal support within 

CIM towards best practices in 

management - to develop and foster 

an attitude where members can reach 

out to each other for support as 

management professionals; 

•opportunities where members can 

canvass other CIM management 

professionals nationally for their ideas; 

and 

•an all-encompassing management 

support program – spanning multiple 

disciplines, industries and sectors. 

R E A D Y T O 

S T A R T ? 

1 

2 

3 

Create a Linkedin Profile 

Watch for your personal 

invitation from CIM and 

Launchspot.io to your 

email address to “connect” 

with CONNECTIONS – 

the CIM Mentorship Program 

Follow the instructions 

provided on how to log on to 

the CIM website to access 

CONNECTIONS - 

the CIM Mentorship Program 


Head Office 

15 Collier Street, Lower Level 

Barrie, Ontario L4M 1G5 



CIM 


of Management 

Certified in Management (C.I.M.) 

The chosen program to designate today’s Canadian management professional 

The Canadian Institute of Management, Canada’s senior 

management association is the chosen leader in educating 

today’s management professional. For those who have selected 

management as a profession, the Certificate in Management 

and Administration Studies offers core academic training and 

mentorship for the general manager. Graduates are recognized 

nationally as leaders in the field of general management and 

administration skills. The certificate reflects the highest 

standards of professional integrity, work performance and 

recognition. 

The program is designed to give general management education 

in a user friendly environment. The student has the opportunity 

to work with like-minded individuals, while enhancing their 

academic skills, meeting CIM’s national standards. Available 

deliveries include classroom, on-line and correspondence, or a 

combination of the above. 

Certified in Management Designation (C.I.M.) 

“CIM teaches the tools to be successful both 

personally and professionally. The program 

challenged me to be an effective entrepreneur, 

manager and community leader.” 

John Fyfe-Millar, C.I.M., P.Mgr. 

For more information on 

attaining your C.I.M. designation, go to 

cim.ca 




tel: 705-725-8926 

fax: 705-725-8196 

Holders of the Certificate in Management and Administration 

are eligible to apply for the Certified in Management 

designation (C.I.M.) once they have acquired two (2) years of 

Canadian management and administration experience 

supplemented by references. It is this experience that brings 

together both academic and practical experience creating a 

valuable and creative management professional. 

The highly regarded C.I.M. designation is recognized across 

Canada as acknowledging Canada’s leaders in management and 

administration for over 70-years. 

The C.I.M. designated member is bound by a code of ethics 

that accounts for the principles, knowledge and integrity that is 

paramount for the profession of general management. 

Qualifications for CIM’s certificate in Management and 

Administration Studies (CIMA) and the Certified in 

Management designation (C.I.M.) are outlined on the CIM 

national website. For more information, or to pursue your 








C104-4/15

L-R: CIM Hamilton Chapter Chairperson Lori Hume and Francesco Sorbara, 

MP 

L-R: President Phil Russo, Joe Russo and Mario Sergio, MPP 

CIM Toronto Treasurer David Tran at the Vietnamese Tet 2016 at the 

Metro Toronto Convention Centre 

David Tran participates in the Hung Kings commemorative ancestral 

ceremony at the Vietnamese Tet 2016 

L-R: CIM Grand Valley Chapter President Monique Rittinger, Past Guild 

of ICIA President and Artist Norbert Augustine Bajcar and Phil Russo 

L-R: Phil Russo, Provocative Keynote Speaker Peter de Jager, CIM National 

President Dr. Matthew Jelavic and CIM Toronto Treasurer David 

Thong Minh Tran 



Congratulations to New Members 

who received Designations 

C.Mgr. 

Christopher John Kirkpatrick – April 5, 2016 

P.Mgr. 

Bilal Mirza – January 20, 2016-04-06 

Sebastian Arokiam – January 28, 2016 

C.I.M. 

Karol Pacanowski – January 22, 2016 

Pujitha Kamban – January 22, 2016 

Tanya Dona Wright – February 16, 2016 

CIM THEN AND NOW 

70 Year History of CIM (1942 to 2012) 

http://www.cim.ca/resources/pdf_toronto/CIM_Then_and_Now.pdf 

The Complexities Associated with 

Game Theory as it Pertains to Managerial 

Decision Making 

Dr. Wallace Whistance-Smith, C. 

Mgr., B.A. (Hons.), M.A., B.A., 

D.B.A., PhD 

In reviewing the concept of decision 

making from the manager’s perspective, 

it is abundantly clear that the 

theories underpinning “how” managers 

should make decisions is both 

diverse and significantly complex, 

which in many ways justifies the 

adage that “management is as much 

an art as it is a science.” If managerial 

decision making was basically 

“procedural” in nature, analogous 

to “paint by number” art, then there would be no need for truly 

independent thought. Resulting decisions, formed from these 

cookie-cutter recipes would support Patton’s credence “if everyone 

is thinking alike, then somebody isn’t thinking.” (Patton, 

2016) 

Most managers, when making a decision, ponder, ruminate, 

contemplate and labour over the potential outcomes and 

consequences of their decisions; however, anecdotal evidence 

supports the belief that people often observe the decisions of 

others before making their own decisions. Why is such the 

case? What do managers hope to gain through this reflection? 

Perhaps the answer is simply managers, for the most part, are 

not certain of the consequences of their decisions, and looking 

to the past decisions of others, giving some level of future 

support for the tenets reinforcing their ideas and beliefs on the 

decision to be made. However, the latest findings in the field 

of neuroscience claim that, “decision-making isn’t logical, it’s 

emotional.” One study examining people with damage in the 

part of the brain where emotions are generated concluded that 

subjects, though they appear “normal” could not make decisions, 

even the most basic decisions like what to eat. This study 

finds that emotions are very much integrated into the fabric of 

decision making. In fact, even with what we believe are logical 

decisions, the very point of choice is arguably always based on 

emotion. (Camp, 2016) 

Whether one accepts the findings of this study, in part or 

whole, emotions along with many other variables clearly impacts 

on the decision making process. 

Wayne Gretzky, when asked about how he made positional 

decisions in the game of hockey stated, “I skate to where the 

puck is going to be, not where it has been.” (Gretzky, 2016) 

Seems simple however, how many managers have attempted 

such in the course of their daily decision making with less than 

a modicum of success? As managers, we each have instinctual 

responses that in many ways can be exacerbated by group 

influences. What we might not do as individuals we may do 

as part of a group. People tend to lose control of their usual 

inhibitions, their core beliefs and values, as their mentality 

becomes that of the group. This temperament typifies our natural 

desire to be part of the “popular crowd,” an instinct which 

mentality characterized by a lack of individual decision-making 

or thoughtfulness, causing people to think and act in the same 

way as the majority of those around them. This “herd” mentality 

explains why individuals gravitate to the same or similar 

investments, based almost solely on the fact that many others 



are investing in those same stocks. The fear of regret, of missing 

out on a good investment, is often a driving force behind herd 

instinct. Torney, from the University of Exeter’s Mathematics 

department explains that “Social influence is a powerful force 

in nature and society. Copying what other individuals do can be 

useful in many situations, such as what kind of phone to buy, 

or for animals, which way to move. However, the challenge is in 

evaluating personal beliefs when they contradict what others 

are doing.” (Torney, 2014) 

This fundamental criticism of “herd mentality” decision making 

is that groups evolve to be unresponsive to changes in their environment 

and spend too much time copying from one another 

making the decision making process highly inefficient. 

The ultimatum game (UG), introduced by Güth et al. (1982) in 

a classic article published in the Journal of Economic Behavior 

& Organization, asked us to consider, a Proposer who has an 

amount of money, typically about $10, from which he must propose 

a division between himself and a Responder. (The players 

are anonymous and will never see each other again.) If the 

Responder accepts the offered split, they both get paid and the 

game ends. If rejected, they get nothing and the game ends. In 

studies in more than 20 countries, the vast majority of Proposers 

offer between a third and a half of the total, and Responders 

reject offers of less than a fifth of the total about half the time. 

Summarizing the findings of this student, Responders who 

reject the offers from the Proposers, do so with the expressed 

idea punishing Proposers who have behaved unfairly. (Damme, 

2014) Fehr and Schmidt explain disadvantageous inequity 

aversion manifests itself in humans as the “willingness to sacrifice 

potential gain to block another individual from receiving a 

superior reward” (Fehr & Schmidt, 1999). They argue that this 

apparently self-destructive response is essential in creating an 

environment in which bilateral bargaining can thrive. As a two 

play, repetitive game, one’s decision to punish may succumb to 

a more “Nash” like equilibrium if emotions are kept to a minimum, 

and that mutual “trust” defines both player’s mantra. If 

acquisition utility can shed any light on this scenario, it could 

provide justification for each player taking a 50 / 50 split; however, 

the potential to opt out of any tacit, or perceived agreement 

is always there. This “breaking of trust” stems from the 

economic theory referred to as “Competitor Orientation,” which 

simply states, it’s not about how much money I have, it is about 

having more than my competitor. Competitor oriented decision 

making runs into direct economic conflict with the view that 

decision makers should always act as profit-maximizing agents. 

Decision under this theory hold that the competitively orientated 

person prefers earning $100 while another person earns 

$0, to earning $200 when the other person gets $300. Relative 

success matters to decision makers under such perspective. 



James H. Fowler and his colleagues also argue that inequity 

aversion is essential for cooperation in multilateral settings. In 

particular, they show that subjects in random income games 

(closely related to public goods games) are willing to spend 

their own money to reduce the income of wealthier group 

members and increase the income of poorer group members 

even when there is no cooperation at stake (Fowler JH, 2005). 

In summary, decisions modelled in this manner typify the belief 

that even though we really don’t want something, we don’t 

want others, perhaps competitors, or others we don’t like to 

have what we could have. 

Extending this perspective, decision making theory in multi-play 

auction games tends to give credence to the notion that if a bidder 

sees the names of the people bidding during the auction he 

/ she will pay more for the item then if such is not shown; especially, 

in the event the bidder knows one or more of the other 

bidders, and even more so, if the bidder happens not to like one 

or more of these bidders. This implies that the competitive 

element decision making, under the context of auction-oriented 

games, is crucial to provoking one’s irrational buying behaviour. 

Once we’re involved in an auction we’re not just paying to own 

the sale item, we’re paying to beat other people who are bidding 

and prevent them from having it. 

As an aside, people have a tendency to see what they expect to 

see - if an auction has had months of hype they expect bargains 

– whether such is the case or not, the key here is the element of 

seeing what they want, or “expect” to see. If perception is reality, 

as the adage goes, then one better not suffer from myopia. 

People tend to seek out, or take special notice of evidence that 

confirms their prior beliefs rather than evidence that challenges 

it. Managers are likely to interpret ambiguous evidence in ways 

that are in accordance with their preconceptions. 

For the most part, societal peer pressure to conform runs 

strong, but as more managers continue to think and act for 

themselves, better and more effective decisions will be made. 

In summary, after much research into the manner and form for 

managerial decision making, I can conclude with some certainly, 

that there are no hard and fast rules for decision-making. 

There are, however, a number of interesting tendencies that 

factor into the scope of our managerial experiences - how we 

decide, and the manner for establishing our decisions is as 

much an excuse as it is an enigma. 

************************************************************************* 

Works Cited 

Camp, J. (2016, March 1). Decisions Are Emotional, not Logical: The Neuroscience 

behind Decision Making. Retrieved from Big Think: http://bigthink. 

com/experts-corner/decisions-are-emotional-not-logical-the-neuroscience-behind-decision-making 

Damme, E. v. (2014). How Werner Güth’s ultimatum game shaped our 

understanding of social behavior. Journal of Economic Behavior & Organization. 

Fehr, E., & Schmidt, K. (1999, January 2). A theory of fairness, competition, 

and cooperation. The Quarterly Journal of Economics 114 (3), 817–868. 

Retrieved from Wikipedia: https://en.wikipedia.org/wiki/Inequity_aversion 

Fowler JH, J. T. (2005). Egalitarian Motive and Altruistic Punishment. 

Nature 433. 

Gretzky, W. (2016, March 2). Wayne Gretzky Quotes. Retrieved from 

Brainy Quote: http://www.brainyquote.com/quotes/quotes/w/waynegretz383282.html 

Patton, G. (2016, March 6). George S. Patton Quotes. Retrieved from Brainy 

Quotes: http://www.brainyquote.com/quotes/authors/g/george_s_patton. 

html 

Torney, C. (2014). Social information use and the evolution of unresponsiveness 

in collective systems. Exeter: journal Interface . Retrieved from http:// 

www.exeter.ac.uk/news/featurednews/title_426833_en.html 

Dr. Wallace Whistance-Smith, C.Mgr., B.A. (Hons.), M.A., B.A., D.B.A., 

PhD, Toronto Education Chair - CIM, Professor of Management, Ryerson 

University, is an experienced executive, entrepreneur, keynote speaker, media 

personality and has extensive expertise in Manufacturing, Purchasing, 

Operations, Supply Chain Management, Information Technology, Engineering, 

Finance, and Economics. A successful multi-award winning lecturer, 

winner of numerous distinctions in manufacturing, Wallace holds a number 

of innovative product patents with current research interests in the design 

and development of new products.

Program & Designation Overview 

Charter a new course towards general management and leadership excellence 

Certificate in Supervisory Management (CSM) 

This certificate program takes the participant through the 

necessary steps toward a chartered designation in the profession of 

general management. The CSM certificate is the stepping stone 

towards the Institute’s Certificate in Management and 

Administration Studies (CIMA). 

Certificate in Management & 

Administration Studies (CIMA) 

This certificate represents the core program administered by the 

Canadian Institute of Management. The eight subject study 

program is ideal for general managers, with courses ranging from 

Communications, Accounting and Business Strategy. The 

program is ideal for individuals who are in general management, 

or looking to make management their career choice. 

Certified in Management (C.I.M.) 

Any applicant with a CIMA certificate, who has two years 

Canadian business experience in supervision or general 

management, two professional references and a current resume 

may apply for this designation. The C.I.M. designation is 

recognized across Canada as representing leaders in the profession 

of general management practices. 

“The CIM program has been an invaluable 

resource to understand and master the 

operational and strategic necessities of a 

successful business.” 

Brian Duggan, C.I.M. 

For more information on any program, 

or to pursue your designation, go to 

cim.ca 




tel: 705-725-8926 

fax: 705-725-8196 

Professional Manager (P.Mgr.) 

This designation recognizes individuals with superior management 

competencies who have met an established set of criteria with 

professional management experience. The P.Mgr. designation 

denotes an academic and practical Canadian experience 

background which will permit businesses to look at the holders of 

this designation with confidence as to their management skills. 

Chartered Manager (C.Mgr.) 

Chartered Manager is the CIM’s senior qualification and chartered 

professional designation. The C.Mgr. is Canada’s only senior multidisciplinary 

management designation. Holders of various academic 

qualifications, ranging from an undergraduate degree (or 

equivalent) to a doctorate in management, commerce, or business 

administration, supplemented with senior managerial experience, 

recommendations and references, may be qualified for this 

designation. 

All opportunities are outlined on the CIM national website. For 

more information, or to pursue your application, contact your 

local branch, or the National Office. 





C100-4/15 



CORPORATE MEMBERSHIP 

APPLICATION 

Corporation Name: 

Address: 

City: 

Province: 

Telephone: 

Postal Code: 

Fax: 

Email: 

Website: 

Company representatives (general members): 

1. Representative name: 

2. Representative name: 

Annual Fee: $1000.00 + HST 

Method of payment: 

Cheque (enclosed) 

Credit Card#: 

CVC (3-digit number): 

Cardholder’s Name: 

Signature: 

Submission of this application on line by credit card is deemed 

to be the authorizing signature. 

Return the completed application to: 

The Challenge 

of Change 

Become a Corporate Member 

of Canada’s Professional 

Management Association 


National Office 

15 Collier Street, Lower Level 

Barrie, ON L4M 1G5 

Leaders in Management 

ABOUT CIM 

Canada’s Professional 

Management Association. 

Recognized as the premier 

provider of excellence in 

management development. 

• CIM designation holders are in every 

province and territory across Canada 

• Our Professional Manager (P.Mgr.) 

designation denotes an academic 

and practical experience background 

• CIM recognizes institutions from 

coast-to-coast by accrediting their 

educational programs 

• Our trademarked professional 

designations are well regarded 

by businesses 

CORPORATE MEMBERSHIP BENEFITS 

Corporate membership in CIM pays for itself many times over. 

• Access to ManagementDirect online 

learning portal, an entire reference 

library of articles, video interviews, 

definitions, book chapters, web links, 

self-assessment tools, workbooks, 

e-learning modules and podcasts 

• Free advertising and a subscription 

to the Canadian Manager magazine 

• Diversified educational programs 

through nationally accredited 

educational institutions across Canada 

• Members-only web content and 

managerial resources 

• Exclusive membership benefits 

• We recognize qualifications from 

other professional institutions 

• Two individual memberships 

• Employee professional development 

with recognized designations at all 

levels of management 

• Networking possibilities through various 

communities of interest across Canada 

For information about CIM Corporate membership 

and the benefits and services offered to businesses, 

including government and non-profit organizations, 

go to: www.cim.ca or contact the Canadian Insitute 

of Management 

Email: office@cim.ca 

Tel: 705-725-8926 

Fax: 705-725-8196 



L-R: President Phil Russo and Marnie Niemi Hood 

L-R: Tammy Masoumi and President Phil Russo 

L-R: Phil Russo and CIM Hamilton Chapter Chairperson Elizabeth 

Kwiecien 

L-R: President Phil Russo and CIM Ottawa Valley Chapter President Julia 

Orr 

L-R: President Phil Russo and Sarah Benitez 

L-R: CIM Hamilton Chapter Chairperson Lori Hume and President Phil 

Russo 



Chartered Manager (C.Mgr.) 

A Charter of Distinction: Ethics and Sustainability in Management 

The Chartered Manager designation is the Canadian Institute 

of Management’s senior qualification for management 

professionals. Abbreviated as C.Mgr., the designation is used as 

a post-nominal by accredited members in good standing. The 

Chartered Manager designation validates outstanding adherence 

to the practice of ethical management, development of new 

methods in the management arts and sciences, while focusing 

on sustainability and leadership. It goes beyond academic 

qualification, providing clients with a benchmark of 

professionalism and ethical behaviour in business. 

C.Mgr. is Canada’s only senior multidisciplinary management 

designation. Its charter converts accounting, financial management, 

organizational behaviour, strategy, marketing and human 

resource skills into one integrated management qualification. 

Holders of the C.Mgr. designation can be relied on to provide 

ethical, grounded and holistic managerial services, and are the 

only management professionals in Canada that can legally use 

the title of “Chartered Manager”. 

“C.Mgr. represents the culmination of my 

experience and education into one internationally 

recognized credential in management.” 

Dr. Matthew Jelavic, C.Mgr. 

To apply for your C.Mgr. designation, go to 

cim.ca 




tel: 705-725-8926 

fax: 705-725-8196 

These designated members belong to a fellowship of peers 

sharing the CIM’s passion and enthusiasm for the development 

of leading-edge management knowledge and services to the 

public. This fellowship of peers is a core resource of the CIM, 

striving to maintain its position as Canada’s senior 

multidisciplinary management association and is the voice of 

the management profession nationally. Joining the CIM as a 

Chartered Manager will allow the applicant to become part of a 

tight-knit, yet open community allowing for the personal and 

professional development of management and leadership 

knowledge, application and theory. 

There are a variety of paths available to qualify for CIM’s 

Chartered Manager designation. All routes are outlined on the 

CIM national website. For more information, or to pursue your 






C101-4/15 



Warren Buffet tells us his Nine 

Rules for Running a Business 

Mark Borkowski 

Warren Buffett is legendary as an 

investor, but he’s also an incredibly 

successful businessperson, too—a 

fact that sometimes gets lost in the 

millions of words that have been 

written about his advice on how to 

buy a stock. 

That advice can be summarized with 

a just a few words. Appearing on the 

CNBC-produced syndicated program 

“On the Money” recently, Buffett, “If 

you own your stocks as an investment—just 

like you’d own an apartment, house or a farm—look 

at them as a business.” 

Using that viewpoint, you shouldn’t buy a stock simply because 

you think it will go up in price sometime soon. Instead, you 

should buy a piece of a business that you think will generate 

profits for a long time to come. 

That long-term perspective is also at the core of the business 

advice that Buffett has provided over the years. 

Here are some examples from his annual letters to Berkshire 

Hathaway shareholders. 

1. Keep calm in the face of volatility. Buffett writes that earnings 

gyrations “don’t bother us in the least.” After all, “Charlie and 

I would much rather earn a lumpy 15 percent over time than a 

smooth 12 percent.” 

2. Keep good company. Berkshire has never split its Class A 

shares. As a result, one share currently costs almost $214,000. 

That discouraged people from rapidly moving into and out of 

the stock, and that’s exactly the way Buffett likes it. He wants 

shareholders who share his long-term view. All the way back in 

1979, he wrote, “In large part, companies obtain the shareholder 

constituency that they seek and deserve. If they focus their 

thinking and communications on short-term results or shortterm 

stock market consequences, they will, in large part, attract 

shareholders who focus on the same factors.” 

3. Keep your focus. In that same letter, Buffett warns that even 

a great company can see its “value stagnate in the presence of 

hubris or of boredom that caused the attention of managers to 

wander.” The result: a “sidetracked” leadership that “neglects 

its wonderful base business while purchasing other businesses 

that are so-so or worse.” In this area, Buffett argues that “inactivity 

strikes us as intelligent behavior.” In 1982, a year that saw 

a number of corporate deals, Buffett thought that in many of 

them, “managerial intellect wilted in competition with managerial 

adrenaline. The thrill of the chase blinded the pursuers to 

the consequences of the catch.” 

4. Keep costs low. In his 1996 letter, Buffett wrote that being 

a “low-cost operator” is directly responsible for the success of 

Berkshire’s GEICO auto insurance subsidiary. “Low costs permit 

low prices, and low prices attract and retain good policyholders.” 

And when those customers recommend GEICO to their 

friends, the company gets an “enormous savings in acquisition 

expenses, and that makes our costs still lower.” 

5. Keep employee incentives simple. Buffett doesn’t like what 

he calls “lottery ticket” arrangements, such as stock options, 

in which the ultimate value could range from “zero to huge” 

and is “totally out of the control of the person whose behavior 

we would like to affect.” Instead, goals should be “tailored to 

the economics” of the business, simple and measurable, and 

“directly related to the daily activities of plan participants.” 

6. Keep out of trouble. Buffett tries to “reverse engineer” the 

future at Berkshire. “If we can’t tolerate a possible consequence, 

remote though it may be, we steer clear of planting its seeds.” 

(Buffett notes that his partner Charlie Munger often says, “All I 

want to know is where I’m going to die so I’ll never go there.”) 

7. Keep your undervalued stock to yourself. Buffett is especially 

critical of a company using its stock to make a purchase when 

that stock isn’t being fully valued by the market. “Under such 

circumstances, a marvelous business purchased at a fair sales 

price becomes a terrible buy. For gold valued as gold cannot be 

purchased intelligently through the italicization of gold—or even 

silver—valued as lead.” 

8. Keep it small. In 2006, Buffett wrote that he’s skeptical 

“about the ability of big entities of any type to function well.” 

In his opinion, “size seems to make many organizations 

slow-thinking, resistant to change and smug.” That’s one reason 

Berkshire’s corporate headquarters still has only a handful of 

employees, with almost all the managing work left to its unit’s 

managers. “It is a real pleasure to work with managers who enjoy 

coming to work each morning and, once there, instinctively 

and unerringly think like owners.” 

9. Keep your reputation. In Buffett’s mind, perhaps the most 

important piece of advice for businesses, and for everyone else, 

is to maintain a sterling reputation for honesty by never doing 

something you wouldn’t want to see reported on the front page 

of your local newspaper. After taking control of Salomon in the 

wake of a major 1991 scandal at the financial firm, he famously 

told a Congressional panel that he had a simple message for 

employees: “Lose money for the firm and I will understand; lose 

a shred of reputation for the firm and I will be ruthless.” 

As he put it in one of his most-often quoted sayings: “It takes 

20 years to build a reputation and five minutes to ruin it. If you 

think about that, you’ll do things differently.” 

Mark Borkowski is President of Mercantile Mergers & Acquisitions Corp. 

Mercantile is a mid market M&A brokerage firm: Contact: www.mercantilemergersacquisitions.com 



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The CIM tradition and you 

Recognize your achievements in general management & leadership excellence 

The Canadian Institute of Management has partnered with 

Canada’s leading educators to create a cutting edge management 

program. Along with the education component, CIM has 

strived to continue to supply effective member benefits to accent 

and assist professionals in their chosen field. Here are ten strong 

reasons to become part of the CIM program today. 

“Having a nationally recognized professional 

designation along with ongoing opportunities to 

network with other managers has been a huge 

benefit as I grow my business.” 

Clayton McPherson, C.I.M., P.Mgr. 

For more information on any program, 

or to pursue your designation, go to 

cim.ca 




tel: 705-725-8926 

fax: 705-725-8196 

1. Attend many of Canada’s leading educational institutions, 

participating with other like-minded individuals in a state 

of the art management training and education program. 

2. Upon completing the course programs, you will receive a 

certificate in Supervisory Management and/or a certificate 

in Management and Administration Studies. 

3. Having attained two years of management experience with 

appropriate references allows you to apply for your C.I.M. 

designation, recognized across Canada. 

4. Opportunity to work towards other nationally recognized 

Institute designations including the Professional Manager 

(P.Mgr.) and Chartered Manager (C.Mgr.). 

5. Attend the CIM National Conference and AGM, hosted by 

branches across Canada and expand your national network. 

6. Network with other management professionals, while 

enjoying exclusive partner events at member pricing. 

7. Receive the Canadian Manager magazine, local branch 

newsletters and gain access to webinar opportunities. 

8. Enjoy exclusive affinity member benefits, and an array of 

member-to-member benefits.* 

9. Full access to ManagementDirect, an online management 

resource database only available with your membership. 

10. Participate in a national membership organization, at any 

level, and share your management skills. 

* Contact your local branch about any discounts or member 

benefits. Local branches can give you up-to-date information 

on both current member benefits and those coming soon. 

All benefits and opportunities are outlined on the CIM national 

website. For more information on accessing benefit programs, or 

to pursue your application, contact your local branch, or the 

National Office of the Canadian Institute of Management. 





C103-4/15 



Don’t Delay Too Long To Fill Your 

Open Position 

Marc Belaiche, CPA, CA 

Employers often believe that there’s 

always a better candidate available, 

that there are many people desperate 

seeking new positions or there’s 

an infinite number of job seekers 

available for work. 

As a result, employers take a long 

time to fill open positions waiting for a “better” candidate, they 

don’t properly communicate to job seekers who have already 

been interviewed by the organization, or they repost the position 

continuously to solicit more applications leaving previously 

interviewed candidates in the dark as to the status of their 

applications. 

While there may be a large supply of candidates available for 

certain positions, the pool of qualified candidates could also be 

limited for other positions. 

You may think that you are helping your organization by waiting 

for that “perfect” candidate to fill the position, but this mindset 

could do more harm than good. For example: 

revisiting the search at another time may be the best option. 

• Hire someone on contract or a temporary basis to assess how 

they perform in the position. 

• Change the job description to accommodate a good candidate 

– reallocate work internally 

• Consider hiring someone and giving them a longer probationary 

period to properly assess how they do. 

Conclusion 

As the title of this article implies, don’t delay too long to fill 

a position. Doing so can at times do more harm than good. 

Many reports continue to indicate that Canada is in a labour 

skills shortage that will only get worse over the coming years. 

************************************************************************* 

Marc Belaiche is a CPA, CA and is President of TorontoJobs.ca, an Internet 

recruitment business and recruiting firm located in the Greater Toronto 

Area. Marc is also the author of the book “Tales from the Recruiter”. Marc 

has been in the recruitment industry since 1995. TorontoJobs.ca allows 

companies to post their positions online, search a resume database to 

find candidates, provides full temporary and permanent recruitment and 

outplacement services. TorontoJobs.ca also allows candidates to search and 

apply to positions directly online and get career, interviewing and resume 

tips all at no charge. Marc is also President of TorontoEntrepreneurs.ca, an 

organization geared towards business owners (seewww.TorontoEntrepreneurs.ca) 

and has the annual Toronto Entrepreneurs Conference (see www. 

TorontoEntrepreneurs.ca/conference). You can reach Marc at marc.belaiche@torontojobs.ca 

and check out TorontoJobs.ca at www.TorontoJobs.ca. 

• Your approach may be frustrating for recruiters who are 

working on the role (externally or internally) to the point that 

they will stop trying to present you with new candidates. 

• You may be increasing the workload and stress for existing 

employees who are doing the work of more than one person. 

• Candidates who interviewed well for the position may feel 

confused if they don’t hear back from you but see the position 

reposted. 

• You might be sending a negative message to potential applicants 

who weren’t brought in for an interview as to “Why is 

the position still open?” or “What’s wrong with the organization 

if they’re taking so long to hire?” 

Following are some suggestions if you are running into difficulty 

filling a position: 

• Communicate with candidates who have interviewed for the 

role – let them know where they stand. If they are lacking 

certain skills or experience, be honest and tell them you are 

continuing to interview candidates. 

• Keep existing employees in the division/department in the 

loop regarding the status of searches/interviews. 

• Give updates to recruiters or anyone sourcing for the position 

so that they are aware of your intentions. 

• Let stakeholders (e.g. recruiters, employees) know an approximate 

date as to when a hiring decision should be made. 

• Reconsider previously interviewed candidates – people won’t 

stay on the market looking forever; perhaps a previously 

interviewed candidate would be a good fit; 

• If the position is open for a long time without someone in the 

role, it may not need to be filled. Reallocating the work and 





at 905-335-1997 

Please note that CIM members can attend Toronto Talks 

Seminars FREE of Charge! 

Toronto Talks Seminars can be found at: 

Save www.torontotalks.org 

40% off 29 titles in Management 

from McGraw Hill 

CIM 70th. Anniversary Documentary Film 

In celebration of the 70th. Anniversary of the CIM 

Toronto Chapter, this documentary has been produced by 

Peter Horlock and Larry Richman. 

To view the documentary, please go to: 

http://www.cim.ca/branches/toronto/70thanniversary 

CIM 

CIM 

70th. 

members 

Anniversary 

save 40% 

Documentary 

off 29 select titles 

Film 

offered through 

In our celebration CIM bookstore. of the 70th. Looking Anniversary for books of the on CIM management, 

Toronto leadership, Branch, this workplace documentary culture, has and been business? produced by The list has 

just been Peter updated, Horlock and so don’t Larry wait Richman. to snag some great deals 

off these best-sellers! 

To view the documentary, please go to: 

http://www.cim.ca/branches/toronto/70thanniversary 

http://www1.mheducation.ca/professional/microsite/CIM/ 

#official 



Another Member Benefit 

Wiley 20% CIM Member Discount 

The Institute has entered into a Partnership with J. Wiley 

Publishers whereby a CIM Member can purchase books 

(on all topics) directly from Wiley and get a 20% CIM 

Member discount. 

Log in as a member and then click Members Only 

Bookstore button on this page. This will take you to our 

Bookstore info page and there click on Wiley logo to go 

directly to CIM Bookstore. 

All listings (including e-books) are eligible for the program. 

Toronto Talks Seminars 

Please note that CIM members can attend Toronto 

Talks Seminars FREE of Charge! 

Toronto Talks Seminars can be found at: 

www.torontotalks.org 

TORONTO MANAGER MAGAZINE 

ADVERTISING RATES 

Toronto Manager magazine advertising rates are as follows: 

$400 Full page advertisement 

$200 Half page advertisement 

$100 Quarter page advertisement 

$75 Business Card advertisement 

If you are interested in placing an advertisement, 

please contact Beth McKenzie at 416-491-2897 

or email to: cimtoronto@associationconcepts.ca 





www.cim.ca 

Summer 2012 2012 



Spring 2012 

Fall 2012

L-R: Sarah Benitez, President Phil Russo and Rosa Adela Jackson 

L-R: CIM Ottawa Valley Chapter President Julia Orr, Phil Russo and CIM 

Grand Valley Chapter President Monique Rittinger 

L-R: President Phil Russo and AAA TCB President Erika Giesl 

L-R: President Phil Russo and Aldena Torres 

L-R: CIM Hamilton Chapter Chairperson Lori Hume, Phil Russo and CIM 

Hamilton Chapter Chairperson Elizabeth Kwiecien 

L-R: Sunita Kossta, President Phil Russo and Rosa Adela Jackson 



S 

Want to meet new people, have fun and polish 

your business skills at the same time? 

Volunteer to help with any of CIM 

Toronto’s committees such as 

membership, programming or 

marketing. Whatever your interest, 

there’s probably a way for you to 

build new business connections. 

For more information, 

contact Beth McKenzie at 

cim.toronto@taylorenterprises.com 

cimtoronto@associationconcepts.ca 





Summer 2012 2012 

www.cim.ca 





Distance Distance Education Program Program (DE) (DE) 

Independent Independent study for study today’s for general today’s management general management professionals professionals 

The Canadian The Canadian Institute of Institute Management of Management offers unique offers programs unique programs 

of correspondence of correspondence education education to allow to busy allow managers busy managers the the 

opportunity opportunity to successfully to successfully complete complete courses and courses ultimately and ultimately 

gain a professional gain a professional designation. designation. A choice of A choice either an of on-line either an on-line 

program or program a traditional or a traditional continuous continuous in-take program in-take allows program theallows the 

student every student occasion every to occasion learn at to their learn own at their pace. own Regardless pace. Regardless of of 

where you where live or you work live in or Canada, work in you Canada, have the you opportunity have the opportunity to to 

earn the highly earn the respected highly C.I.M. respected designation C.I.M. designation through a program through a program 

of distance of learning. distance CIM learning. offers CIM the offers solution the of solution earning of a earning a 

designation designation through an through independent an independent study program study for program CIM for CIM 

members who members live outside who live a participating outside a participating university university or college or college 

centre, or are centre, unable or are to attend unable scheduled to attend scheduled classes due classes to unusual due to unusual 

work hours. work hours. 

A Rich, Diversified A Rich, Diversified Possibility Possibility of Challenging of Challenging Course Course 

Material Material 

Students will Students be awarded will be a awarded certificate a certificate in Management in Management and and 

Administration Administration Studies upon Studies completion upon completion of eight study of eight courses study courses 

(8 credits) (8 as credits) specified as by specified the Institute, by the with Institute, a minimum with a minimum grade grade 

of 60% in of each 60% course. in each Candidates course. Candidates will be eligible will be to eligible apply for to apply for 

the Certified the in Certified Management in Management designation designation (C.I.M.) once (C.I.M.) theyonce they 

have acquired have two acquired (2) years two (2) of Canadian years of Canadian management management and and 

administration administration experience experience supplemented supplemented by references. by references. To be To be 

granted the granted designation, the designation, candidates candidates must submit must their submit their 

application application within six within years of six completing years of completing the program. the program. 

The Canadian The Canadian Institute of Institute Management of Management has has 

provided provided me with the me opportunity with the opportunity to grow as to an grow as an Membership Membership Levels: CIM Levels: offers CIM fellowship, offers fellowship, social andsocial and 

individual individual and excel and as a excel manager. as a manager. 

professional professional networking networking opportunities opportunities through an through extensive an and extensive and 

Nancy Aiello, Nancy C.I.M., Aiello, P.Mgr. C.I.M., P.Mgr. flexible membership, flexible membership, structured structured to engage to any engage member any within member within 

the Institute. the Levels Institute. include Levels - include - 

• Designated • Designated Member (C.I.M., Member P.Mgr., (C.I.M., C.Mgr.) P.Mgr., C.Mgr.) 

• General • Member General Member 

For more information For more information on the DE on program, the DE program, 

• Campus, • Accredited Campus, Accredited or Student or Member Student Member 

and to pursue and your to pursue designation, your designation, go to go to 

• Corporate • Corporate Member Member 

cim.ca cim.ca 

• Retired Member • Retired Member 

or contact or thecontact the 

The distance The education distance education overview along overview with along course with requirements course requirements 

Canadian Canadian Institute Institute of Management of Management is available is on available the CIM on national the CIM website. national For website. more information, For more information, 

email: office@cim.ca email: office@cim.ca 

or to pursue or your to pursue application, your application, contact your contact local your branch, local or branch, the or the 

tel: 705-725-8926 tel: 705-725-8926 or 1-800-387-5774 or 1-800-387-5774 National Office. National Office. 

fax: 705-725-8196 fax: 705-725-8196 

As a chartered As professional a chartered organization, professional the organization, right to use the any right titles to and use any the post-nominal titles and the designations post-nominal are designations contingent are on contingent continued membership on continued in membership the CIM, adherence in the CIM, to the adherence to the 

Code of Ethics, Code and participation of Ethics, and in participation the knowledge in the services knowledge of the services CIM. Any of committee the CIM. Any may committee request additional may request information, additional an information, interview, or an request interview, that or the request applicant that complete the applicant complete 

a comprehensive a comprehensive examination to examination validate their to qualifications validate their and/or qualifications experience. and/or The experience. Disciplinary The Committee Disciplinary of Committee the CIM reserves of the the CIM right reserves to revoke the right membership, to revoke designation membership, and designation and 

title for documented title for breaches documented of the breaches Code of of Ethics the Code or professional Ethics or misconduct. professional Please misconduct. allow 30 Please days for allow your 30 application days for your to application be reviewed. to be reviewed. 

The Canadian The Institute Canadian of Institute Management of Management is the only national is the only organization national organization in Canada chartered in Canada to chartered designate to management designate management professionals. professionals. 

C107-06/11 




2800 – 14th Avenue, Suite 210 

Markham, ON L3R 0E4 www.cim.ca 

Canadian Institute of Management Celebrates 74 Years Of Excellence! 

We are seeking Corporate Sponsors to assist in recognition of our 74 years of service to the Canadian Institute of Management. 

The year 2016 signifies the Canadian Institute of Management’s 74th Anniversary and we shall be holding the CIM Toronto Chapter 

74th Annual General Meeting & Dinner (Date/Location TBA). 

The Canadian Institute of Management (www.cim.ca) is Canada’s oldest and most respected professional management association. 

As a non-profit organization, the Institute was established in 1942 and is dedicated to enhancing managerial skills and professional 

development. Currently, there are 16 branches coast-to-coast. 

Since its inception, the Institute has helped thousands of managers to develop a broadly based education in management skills 

with a rich and diversified series of programs from individual courses to professional designations. 

We have designated three sponsor categories (which may be funding donations, services and or goods): 

Bronze – less than $1,000 

Silver – up to $2,000 

Gold - over $2,000 

Sponsorship shall be recognized as follows: 

Bronze Sponsors: 

Printed acknowledgement and display of Corporate logo at event. 

Acknowledgement in the Toronto Manager magazine. 

Silver Sponsors: 

In addition to the above, shall receive: 

One time half page free advertisement in the Toronto Manager magazine 

Gold Sponsors: 

In addition to the above, shall receive: 

One time full page free advertisement in the Toronto Manager magazine 

Please call Beth McKenzie at (416) 491-2897, or email at beth@associationconcepts.ca 

Your sponsorship is greatly appreciated. 

Phil Russo, C.Mgr. 

President 



Guild of Industrial, Commercial and Institutional Accountants (www.guildoficia.ca) 

Social Luncheon at the Woodbine Race Track 

Saturday, May 28th, 2016 

The Guild of ICIA cordially invites you to our 56th Annual Social Luncheon, which will take 

place on Saturday, May 28th, 2016, at 12:00 pm (Luncheon Buffet), 1:00 pm to 5:00 pm – 

Post Time (Horse Racing) at the following location: 

WOODBINE RACE TRACK 

in the POST PARADE Room, 4th Floor 

555 Rexdale Blvd. (427 and Rexdale Blvd) 

Rexdale, Ontario 

Directions/Map: 

http://www.woodbineentertainment.com/Woodbine/VisitUs/Pages/Directions.aspx 

Lunch charges for this event are only $40.00 per person (Cash Bar). 

Please complete the Registration Form below and forward with your cheque payable to “Guild 

of ICIA” prior to May 17th to the following address, or pay by credit card via PayPal at the following 

link: http://www.guildoficia.ca/PayPal.html 

Guild of ICIA 

36 Tandian Court 

Woodbridge, ON L4L 8Z9 

Registration Form 

Name___________________________________________________________ 

Address_________________________________________________________ 

City_________________________________ Postal Code_________________ 

Telephone _(_____)_____________________ E-Mail_____________________ 

Guest Name______________________________________________________ 



“Stressed to Blessed 

Messages from the Mess” 

Presented by 

D. Veronica Hislop. BA, MSW. 

RSW 

Association of Administrative Assistants 

Association des Adjoints Administratifs 

Celebrating 60+ years! 

The Toronto Charter Branch Presents 

Wednesday, April 20th, 2016 

6pm to 9pm 

Please join us for the Annual General 

Meeting of the Toronto Charter Branch of 

the Association of Administrative 

Assistants to be held at Quinn's Steakhouse 

at the Sheraton Centre Toronto Hotel, 123 

Queen Street West 

Quinn's Steakhouse is located off the lobby 

of the Sheraton Centre Toronto, across from 

Toronto City Hall. Enter on Queen Street 

If you are looking for a proven professional 

who can guide you to address 

your stress, let go of the old stories 

that may be keeping you stuck, and 

create new empowering stories that inspire 

and mobilize you, then you've 

come the right place. Veronica 

H i s l o p h e l p s w o m e n 

to REDISCOVER who they 

are, REINVEST in what is important 

to them, RECREATE new and different 

ways of interacting that honor 

the self and boost self-esteem - all of 

which lead to healthy and empowering 

ways of seeing themselves and interacting 

with others 

Dinner: Members - $30; Guests: $45 

RSVP to: Erica MacIvor – macivore@gmail.com 

Via Paypal, contact Paul Linchuang at tcb_treasurer@aaa.ca 

CANCELLATION POLICY: Cancellation notice is required 48 hours in advance.

TORONTO MANAGER

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