Introduction to Leadership Skills Workshop – July and August Dates

Our Leadership Skills workshop is designed to help managers understand what it means to be a leader, and furnish them with the tools to start their own journey to develop their leadership skills.  This is a two hour interactive workshop introducing leadership skills.

  • Discover how you can develop the qualities great leaders have in common.
  • Create a leadership vision, expectations and goals for you and your team.
  • Discover how to successfully lead through influence, control, delegation and empowerment.
  • Open up the lines of communication and ensure shared understanding.
  • Understand, coach and motivate team members more effectively.

Who should attend
New Managers and those wanting an introduction to

Leadership Skills

Workshop Dates (choose one of these dates)

Thursday      July  6th        9:00 – 11:00 am

Wednesday  July 12th       9:00 – 11:00 am

Thursday     July 13th        9:00 – 11:00 am

Wednesday  July 19th       9:00 – 11:00 am

Thursday     July  20th       9:00 – 11:00 am

Wednesday  July 26th       9:00 – 11:00 am

Thursday     July  27th       9:00 – 11:00 am

Wednesday  Aug 16th        9:00 – 11:00 am

Thursday     Aug 17th         9:00 – 11:00 am


Park Place – Suite 500 – 666 Burrard Street, Vancouver

Cost                $165.00   

To Register:                Call:      604.639.3140   or  Email:

Workshop on Developing Leadership Skills

Our Leadership Skills workshop is designed to help managers understand what it means to be a leader, and furnish them with the tools to start their own journey to develop their leadership skills.  This is a two hour interactive workshop introducing leadership skills.

  • Discover how you can develop the qualities great leaders have in common.
  • Create a leadership vision, expectations and goals for you and your team.
  • Discover how to successfully lead through influence, control, delegation and empowerment.
  • Open up the lines of communication and ensure shared understanding.
  • Understand, coach and motivate team members more effectively.

 Who should attend       New Managers and those wanting an introduction to Leadership Skills

Workshop Dates (choose one of these dates)

Thursday        June 22nd        9:00 – 11:00 am

Wednesday    June 28th        9:00 – 11:00 am.

Thursday        June 29th        9:00 – 11:00 am.

Park Place – Suite 500 – 666 Burrard Street, Vancouver

Cost                $165.00  

To Register:        Call:      604.639.3140   or  Email:


How to Plan for the Best 2017!

 Happy New Year!

 Vision Board 2017

I love the beginning of a new year and the opportunity to visualize what I want for the upcoming year.  I have found my most successful years start when I am crystal clear on how I want to feel, what I want to achieve and how I want to live during that year.   A vision board can be a great tool to help you do just this.

A vision board is a tool used to help clarify, concentrate and maintain focus on a specific life goal. Literally, a vision board is any sort of board on which you display images that represent whatever you want to be, do or have in your life.  A vision board will

  • Identify your vision and give it clarity.
  • Reinforce your daily affirmations.
  • Keep your attention on your intentions.

Visualization is one of the most powerful mind exercises you can do.  The law of attraction is forming your entire life experience and it is doing that through your thoughts.  When you are visualizing, you are emitting a powerful frequency out into the Universe.

Whether you believe that or not, we know that visualization works. Olympic athletes have been using it for decades to improve performance, and Psychology Today reported that the brain patterns activated when a weightlifter lifts heavy weights are also similarly activated when the lifter just imagined (visualized) lifting weights.

A vision board is a tool used to help clarify, concentrate and maintain focus on a specific life goal. Literally, a vision board is any sort of board on which you display images that represent whatever you want to be, do or have in your life.  A vision board will

  • Identify your vision and give it clarity.
  • Reinforce your daily affirmations.
  • Keep your attention on your intentions.

So, what’s the importance to creating a vision board that works? It’s simple: Your vision board should focus on how you want to feel, not just on things that you want. Don’t get me wrong, it’s great to include the material stuff, too. However, the more your board focuses on how you want to feel, the more it will come to life.

What should I put on my vision board?   Anything that inspires and motivates you. The purpose of your vision board is to bring everything on it to life. First, think about what your goals are in the following areas: relationships, career and finances, home, travel, personal growth (including spirituality, social life, and education) and health.

Should I have one main vision board, or a bunch of small ones for different areas of my life?  It’s totally up to you. What makes the most sense in your life? I personally like to have one central vision board that I look at every day. Each area of our lives affect each other, so starting with one central vision board usually makes sense. Theme boards that center on specific events or areas of your life are great too, for instance a career specific board at your desk space can help you work towards that promotion.

How often should I re-do my vision board?  Whenever it feels right. I often leave blank space on my vision board so I can accept new things as they appear in my life, and add and rearrange during the year when I feel it. You’ll just know. Then, every December, I give the board a total refresh to get clear about what I want in the New Year. Some things stay and some have served their purpose and don’t make the cut.

 Before you start making your vision board

  1.  Think about what your goals are in the following areas: home, work and finances, relationships, health, and personal growth. This will help you know what you are looking for.
  2. Be clear about what you want. Flip through some magazines until you find a few quotes or pictures that inspire you and represent what you want. Avoid pasting on all the images that you find just because you like them. Focus on only a few things, and avoid clutter–clutter creates confusion and lack of focus.
  3.  Leave the board somewhere you will see it every day. A visual reminder only works if you can see it. It also helps to share your vision with those close to you–their encouragement can go a long way.
  4.  Take action. This is the most important rule of all. Whatever you put on your board, you must start moving towards. Determine the next step towards your vision and take it.

What you’ll need

  • Any kind of board, such as a cork or poster board from the hardware store.
  • Scissors, tape, pins, and/or a glue-stick to put your board together.
  • If you want, fun markers, stickers, or anything else you can think of to deck out your board.
  • Magazines that you can cut images and quotes from.
  • Most importantly, the things you want to look at every day. Photos, quotes, sayings, and images of places you want to go, reminders of events, places, or people, postcards from friends and just about anything that will inspire you.
  • Time. Give yourself a stress-free hour or two to put your board together.


How to

Find pictures that represent or symbolize the experiences, feelings, and possessions you want to attract into your life, and place them on your board. Have fun with the process! Use photographs, magazine cut-outs, pictures from the Internet–whatever inspires you. Be creative. Include not only pictures, but anything that speaks to you.

Consider including a picture of yourself on your board. If you do, choose one that was taken in a happy moment. You will also want to post your affirmations, inspirational words, quotations, and thoughts here. Choose words and images that inspire you and make you feel good.

You can use your vision board to depict goals and dreams in all areas of your life, or in just one specific area that you are focusing on.  Keep it neat, and be selective about what you place on your vision board.

Use only the words and images that best represent your purpose, your ideal future, and words that inspire positive emotions in you. There is beauty in simplicity and clarity. Too many images and too much information will be distracting and harder to focus on.

If you are working on visualizing and creating changes in many areas of your life, then you may want to use more than one vision board. You might use one for your personal goals and another for career and financial goals. You might even want to keep your career vision board at the office or on your desk as a means of inspiration and affirmation.


A Quick Vision Board

Want a super-fast, easy way to get started? Use a magnetic/dry erase board! You can quickly add photos with magnets and then just write your affirmations directly on the board. All you need is a board, magnets, and markers.


Some Top Goals others have for 2017

  • Being Healthy
  • Being Happy
  • Enjoying Life
  • Pursuing Ideals and Passions
  • Achieving Intellectual Growth
  • Having Financial Freedom
  • Having Close Friendships
  • Caring for Others
  • Achieving Self-Knowledge
  • Having Emotional Intimacy

  The most important thing is to have fun with it!
















How to Manage a Toxic Employee

This is a good article on How to Manage a Toxic Employee from Harvard Business Review:

There’s that one person on your team — the bad apple who has nothing positive to say, riles up other team members, and makes work life miserable. If you can’t fire him, how do you respond to his behavior? What feedback do you give? How do you mitigate the damage he inflicts?

What the Experts Say
There’s a difference between a difficult employee and a toxic one, says Dylan Minor, a visiting assistant professor at Harvard Business School who studies this topic. “I call them toxic because not only do they cause harm but they also spread their behavior to others,” she explains. “There’s a pattern of de-energizing, frustrating or putting down teammates,” adds Christine Porath, an associate professor at Georgetown and the author of Mastering Civility: A Manifesto for the Workplace.  “It’s not just that Joe is rude. The whole team suffers because of it.” Of course,  your first step as a manager should be to avoid hiring toxic people in the first place, but once they’re on your team, it can be hard to get rid of them. “Oftentimes the behavior doesn’t run against anything legal so you can’t fire them if others in the organization don’t agree that a line has been crossed,” Porath explains. Here’s what to do instead.

Dig deeper
The first step is to take a closer look at the behavior and what’s causing it. Is the person unhappy in the job? Struggling in their personal life? Frustrated with coworkers? “You might meet with them and ask how they’re doing — at work, at home, and with their career development,” suggests Porath. If you find there’s a reason for why they’re acting the way they are, offer to help. “A manager can use this information to coach the person, or suggest resources to help address the root of the problem.” For example, adds Minor, if the person is going through a divorce or struggling with a mental health issue, you could offer “counseling resources or time off that could potentially alleviate” the underlying issue.

Give them direct feedback
In many cases, toxic people are oblivious to the effect they have on others. “Most of the time people don’t realize that they’re as destructive as they are,” Porath says. “They’re too focused on their own behaviors and needs to be aware of the broader impact.”  That’s why it’s crucial to give direct and honest feedback — so they understand the problem and have an opportunity to change. The standard feedback rules apply:  Objectively explain the behavior and its effects, using specific, concrete examples.  “It’s not helpful to say, ‘You’re annoying us all,’” Porath explains. “You have to ground it in the work.”  Also discuss what kind of behavior you’d like to see instead and develop an improvement plan with the employee. “What do you expect them to change? Strive for clearly defined, measurable goals,” Porath says.  “You’re giving them the chance to have a more positive impact on people.”

Explain the consequences
If the carrot doesn’t work, you can also try the stick. “We all tend to respond more strongly to potential losses than we do to potential gains, so it’s important to show offenders what they stand to lose if they don’t improve,” says Porath. If the person is hesitant to reform, figure out what they care most about — the privilege of working from home, their bonus—and put that at stake. For most people, the possibility of missing out on a promised promotion or suffering other consequences “tied to the pocketbook” will be a strong motivation to behave in a more civil way.

Accept that some people won’t change
Of course, you should always hope that the person can change but not everyone will respond to the tactics listed above. Minor is currently researching toxic doctors and says that early results indicate that some are either unable or unwilling to change. Porath’s research on incivility has meanwhile found that “4% of people engage in this kind of behavior just because it’s fun and they believe they can get away with it.” In those extreme cases, you should recognize that you won’t be able to fix the problem and begin to explore more serious responses.

Document everything
If you conclude that you really need to fire the person, you must first document their offenses and any response you’ve offered so far. “You want to establish a pattern of behavior, the steps you took to address it, the information, warnings or resources provided to the employee, and the failure of the employee to change,” Porath says.  Include “supporting material” too: formal complaints, relevant information from performance evaluations, such as 360-degree or peer reviews. The idea, says Minor, is to protect yourself and the company and to show your employee exactly why they are being let go.

Separate the toxic person from other team members
Even if you can’t get rid of a bad apple, you can isolate it from the rest of the bushel so the rot doesn’t spread. Minor’s research shows that people close to a toxic employee are more likely to become toxic themselves, but the good news is that the risk also subsides quickly,” he says. As soon as you put some physical distance between the offender and the rest of the team – for example, by rearranging desks, reassigning projects, scheduling fewer all-hands meetings, or encouraging more work-from-home days — you’ll see the situation start to improve. Porath calls this “immunizing” the others. “You’re trying to protect people like you would with a disease,” she says. “You will hopefully decrease the number of run-ins and the cognitive loss.” But make sure to do this with discretion. Let employees come to you with their complaints about the toxic colleague and use “one-on-one conversations” to coach them on how they might minimize their interactions.”

Don’t get distracted
Managing a toxic person can eat up your time, energy, and productivity. But “don’t spend so much on one individual that your other priorities fall by the wayside,” says Porath. To counteract the negativity and make sure you’re still thriving, “surround yourself with supportive, positive people” and “look for meaning and purpose in your work,” she says.  Also focus on basic self-care. “If someone is draining you, build yourself up by exercising, eating right, sleeping, and taking breaks, both short-term ones and vacations,” she says. “Being healthy and proactive is the one thing we know that buffers people from the effects of toxic behavior.”

Principles to Remember


  • Talk to the person to try to understand what’s causing the behavior.
  • Give concrete, specific feedback and offer the opportunity to change.
  • Look for ways to minimize interactions between the toxic employee and the rest of your team.


  • Bring the situation up with your other team members. Allow them to mention it first and then provide suggestions.
  • Try to fire the person unless you’ve documented the behavior, its impact, and your response.
  • Get so wrapped up in handling the issue that you ignore more important work and responsibilities.

Case Study #1: Give direct feedback and support the rest of the team
Christina Del Villar, the director of marketing at accounting software firm Webgility, managed a small team at a start-up earlier in her career. One employee, Sharon (not her real name), a senior marketing manager, was making the rest of the group miserable.

“She was an alcoholic, abused drugs, and had a medical condition,” Christina recalls, Her work was “full of mistakes,” her work ethic was poor — ”she was often out of the office, at least one day a week, if not more” — and she frequently took credit for others’ efforts.

Christina made sure to document the behavior but says she couldn’t fire Sharon because the woman “had threatened to sue for a variety of reasons, including her medical condition” should she be let go. Instead, she worked to prevent “the negativity from seeping into everything” by routinely giving Sharon feedback and direction. “Sometimes people don’t realize the impact they’re having so I like to have a blunt conversation with them about their behavior, what they can do to change it, and how they can work better with the team.”  Her approach was “delicate” because, with Sharon “you never really knew who you were going to get on any given day.” But she learned to read her employee’s “state of mind” and “pick days where she would be more accepting of this kind of conversation.”

Christina also supported the rest of the team. “Sometimes it was as easy as saying they were doing a great job or thanking them for stepping up to “fill the void” left by Sharon, she explains. She also encouraged them to focus on themselves and their work, “not on what someone else was or was not be doing.” When they complained about Sharon, she offered advice “while still respecting everyone’s privacy and staying within the law.”

While Christina’s efforts reduced the negative impact Sharon was having, the problem was ultimately solved by circumstance. When their business was acquired by a larger company,  Sharon moved to a different department.

Case Study #2: Help him rebuild his reputation
Daniel Hanson (not his real name) once managed an IT team at a large multinational that suffered every time it had to interact with Bob (also not his real name), a senior internal consultant. “He had a habit of talking down to people and being dismissive and was blissfully unaware that his behaviors  irritated people,” Daniel recalls.

With a little probing, Daniel discovered some of the reasons for Bob’s negativity. “His personal life was a mess between bad relationships and estranged children. Plus he’d realized that he had reached a certain age and hadn’t achieved the professional satisfaction that he wanted and he thought he deserved.”

Still, Daniel made clear to Bob that his behavior needed to change. He recommended a counselor provided by the company and offered up his own time and advice in weekly meetings. “I told him this was his last chance and that the next step was a formal performance management plan and almost inevitably exit from the business,” he says.

Although many managers “hated Bob with a passion,” Daniel encouraged them to stop talking about him behind his back, “to see that he was trying to change and to include him in more senior projects under close observation.” He spoke to people individually and “pointed out that his contribution on numerous projects had been immense.”

“Gradually, as Bob’s behavior changed, their attitudes toward him changed as well,” Daniel says. He’s proud that, when Bob did eventually transfer to another team, it was because he’d wanted to go, not because he’d been forced out.


Amy Gallo is a contributing editor at Harvard Business Review and the author of the HBR Guide to Managing Conflict at Work. She writes and speaks about workplace dynamics. Follow her on Twitter at @amyegallo.


The Skills Leaders need at Every Level


The Skills Leaders need at Every Level

by Jack Zenger and Joseph Folkman

A few weeks ago, we were asked to analyze a competency model for leadership development that a client had created. It was based on the idea that at different points in their development, potential leaders need to focus on excelling at different skills. For example, in their model they proposed that a lower-level manager should focus on driving for results while top executives should focus on developing a strategic perspective.

Intuitively, this makes sense, based as it is on the assumption that once people develop a skill, they will continue to exercise it. But, interestingly, we don’t apply it in athletics; athletes continue to practice and develop the same skills throughout their careers.  And as we thought about the excellent senior executives we have met, we observed that they are, in fact, all very focused on delivering results, and many of the best lower level managers are absolutely clear about strategy and vision. This got us to wondering: Are some skills less important for leaders at certain levels of the organization? Or is there a set of skills fundamental to every level?

To see, we compiled a dataset in which we asked 332,860 bosses, peers, and subordinates what skills have the greatest impact on a leader’s success in the position the respondents currently hold. Each respondent selected the top four competencies out of a list of 16 that we provided. We then compared the results for managers at different levels.

As you might expect, the skills people reported needing depended not only on their level in the organization but also on the job they held and their particular circumstances. But even so, there was a remarkable consistency in the data about which skills were perceived as most important in all four levels of the organization we measured.  The same competencies were selected as most important for the supervisors, middle managers, and senior managers alike, and six out of the seven topped the list for top executives. Executives at every organizational level, our respondents reported, need a balance of these competencies. The other nine competencies included in the study were chosen only half as frequently as the top seven.






This suggests to us that as people move up the organization, the fundamental skills they need will not dramatically change. Still, our data further indicate, the relative importance of the seven skills does change to some degree as people move up. So, in the graph above the top seven competences are listed in order of importance, as it happens, for the supervisory group. With middle managers, problem solving moves ahead of everything else. Then for senior management, communicating powerfully and prolifically moves to the number two spot. Only for top executives does a new competency enter the mix, as the ability to develop a strategic perspective (which had been moving steadily up the lower ranks) moves into the number five position.

What to make of all this?  From our analysis we conclude that there is some logic to focusing on distinct competencies at different stages of development. But, more fundamentally, it shows us that there are a set of skills that are critical to you throughout your career. And if you wait until you’re a top manager to develop strategic perspective, it will be too late. Lack of a strategic perspective, our research has further indicated, is considered a fatal flaw even when your current job does not require it. Your managers want to see you demonstrate that skill before they promote you.

So it is useful to ask yourself which competencies are most critical for you right now. But it’s also critical to ask yourself which competencies are going to be most critical in the future for the next level job. Demonstrating those skills in your current job provides evidence that you will be successful in the next job.

Jack Zenger is the CEO of Zenger/Folkman, a leadership development consultancy.
Joseph Folkman is the president of Zenger/Folkman, a leadership development consultancy.


The Men Have It!

A great ways to jazz up your summer wardrobe is to add an amazing pair of brown shoes…they go with everything.  
Top that with a fabulous blue jacket and jeans and you are ready for Business!

Brown shoes go with everything!

Fabulous crisp blue Jacket is a staple for summer.

Hello June!

I love to change up my summer wardrobe with accessories I have purchased on my travels.
Here are my picks from Spain, New York, Rome,London!
#adolfodominguez #michaelkors #bergdorfgoodman #feragamo 

A wonderful way to add fun to your day is to wear accessories you have purchased on a vacation…wherever…

Head of Communications

The Head of Communications is responsible for the overall delivery of marketing and communications services to the organizations various constituents, as well as the execution of a comprehensive marketing, communications, and public relations program which will maintain and enhance the organizations image and position within the marketplace. The direction of the School’s public relations program will be determined by the Leadership Team. 

This individual embodies the following core competencies:  empathy, integrity, humility, respect, responsibility, and resilience.  The Head of Communications must also demonstrate high EQ skills, will be heavily involved in the overall life of the organization, and will be required to build strong relationships with all constituents in the organization.


·   Develops, implements, and coordinates at the tactical levels, all of the organizations print and digital marketing strategies, communications, and public relations activities.
·   Responsible for ensuring that content for the company’s website, print materials and social media networks is relevant, timely and creative.
·   Maintains competency and gives support to website content management systems and web analytics tools.
·   Advises and supports the marketing, communications, and public relations efforts for the head office.
·   Oversees the development and implementation of all support materials for departments in the area of marketing, communications, and public relations.
·   Supports the offices in their local, national, and international marketing initiatives as required.
·   Ensures the appropriate division and execution of all work in the Communications Department, in collaboration with the other members of this team.
·   Liaises and coordinates with other departments and volunteer organizations to ensure consistency, timing, and relevancy of their messaging. Provides guidance on strategies to optimize messaging efficacy.
·   Responsible for ensuring quality execution of all marketing, communications, and public relations activities and materials, including printed publications, digital and web-based communication, and media relations.
·   Maintains the brand.
·   Reviews the editorial direction, design, and production of all publications, and provides strategy for their distribution.
·   Coordinates media interest in the company and maintains regular contact with target media, associations, and corresponding directories.
·   Manages all print and electronic materials which use the logos and graphic design, and monitor their adherence to the company graphic standards.
·   Assists all departments with their communications and positioning their message within the greater community and, where appropriate, the community at large.
·   Stays informed of developments in the fields of marketing, communications, and public relations and seeks out appropriate accreditation and certification, both personally and for the company as a whole.


 ·         Marketing or Communications Degree

·         At least five years’ experience within a marketing and communication leadership position within the educational environment.

·         Demonstrated skills, knowledge and experience in the design and execution of marketing, communications and public relations activities
·         Strong leadership and  interpersonal skills, as well as demonstrating initiative and strategic planning
·         Strong creative, strategic, analytical, and organizational skills.

·         Ability to execute the overall communications plan embodied in the Advancement Strategic Plan
·         Experience with training and developing a small team of direct reports in the communications area. 
·         Experience with planning, writing, editing, proofing and executing the production of print materials and publications within established timelines
·         Computer literacy in word processing, database management, page layout, and web production software.
·         Strong website content management and web/social media analytics skills (WhippleHill, Google Analytics & other methods).
·         Strong oral and written communications skills.
·         Ability to manage multiple projects at a time, and ensure that all deadlines are met
·         Superior EQ skills in self-awareness, self-management, social agility, empathy, impact and influence, mastery of purpose and vision as it relates to the Advancement department and the strategic direction of the company.
·         Previous strategic leadership and internal organizational communications experience will be considered of value.

About Gail Pearce Recruiting

Gail Pearce Recruiting is a boutique professional recruitment firm located in downtown Vancouver, B.C. with over 20 years executive experience and has been providing recruiting services since 2006. We have a unique skill set and specialty focus in professional service companies with in-depth recruiting experience inengineering, finance and accounting, legal, real estate and property management industries.

Working with Gail Pearce Recruiting you will have access to qualified human resource professionals. We provide an extensive range of high level recruitment services for leading organizations in private and public sectors. Executive Search, Administration staff recruiting, and Interim Management are our specialties. We foster successful matches for the career seeker and employer. Our mission is to offer exceptional talent while saving our clients costs in the recruiting process.

Gail Pearce Recruiting

Phone: 604.639.3140

Park Place, Suite 500 - 666 Burrard St
Vancouver, B.C. V6C 3P6 (map)

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