This month…The Transformers

Edmonton is changing at a blistering pace and Edmontonians has been chronicling the rhythm of this intriguing metropolis since 1989. Over the past six years, we’ve witnessed the longest period of sustained economic growth in the past quarter century. Boom. Do you have the chops to lead your business in a pace that saw Real GDP reach $42.4 billion in 2006? A pace that shows no let up—particularly when industrial growth at Redwater, just 60 miles north of Edmonton, also takes off this decade. We think you do, too.

We are wary, though, of the downside to such economic extremes which is a big reason for launching The Transformers  — four individuals recognized for being at the top of their respective games in performance, conflict management, and executive muscle. Tom Bradshaw, Les Brost, Steffany Hanlen, and Colin Williamsen are The Transformers and they are joined this month by Don Hill, a ‘thought leader’ from the Banff Centre. Hill interviewed 50 leaders for a new CKUA Radio Network series about leadership in the 21^st Century that starts airing January 20.

We can use all the help we can get. After all, young people are not finishing school given the high wages being paid in the oil patch—wages that are not high enough to buy a good starter home in a safe part of the city. We also hear about good employees being poached by business peers who need warm bodies to staff operations. We know that stores are closing down if they can’t import labour fast enough from places like India, the Phillipines, China, and Mexico. Work stress has taken on a whole new meaning. The Transformers are here to inspire, transform, and help you take action…to perform like winners.  The time is ripe to embrace this concept on behalf of the one million residents living and working in Greater Edmonton. And there’s more!

From the Publisher

New!  MyEspace for young entrepreneurs

Erin Rayner joins Edmontonians this month with MyESpace for Young Entreneurs. Rayner will speak with up and comers in the small biz world and you’ll catch her Top Three in books, events and websites.  It’s a winner for young entrepreneurs who want marketing counsel and critiques of their business plans and methods. This year we also welcome back Muggsy Forbes, Linda Banister’s Poll Station, Nizar Somji on business ethics, Ron Hiebert on Making Money, the BizIntel crowd of Cheryl Croucher, Greg Michetti, Bruce Hogle, and David Norwood plus Lively Lifestylers Linda Bodo and John Berry  as well as our famous  Edmontonians Social Calendar.  Please accept my best wishes for your personal best in 2007!

Edmontonians! 8,300 visitors and over 225,000.000 hits…and growing!

The Transformers

By Barb Deters

Indulge us for a moment. Edmonton is the self-described City of Champions—largely from the perspective of our thrilling sports teams. Last month, we won a national award that we all know belongs here: Cultural Capital of Canada. There’s our international reputation for staging events: We can do these in our collective sleep. And don’t get us started on the plethora of world-class medical and academic leaders who buy a one-way ticket to be near their peers in our fair city.

Now take these precepts and apply them to our business leadership. Yes, we have many fine, home-grown family enterprises. Edmonton is full of savvy entrepreneurs—but we can’t seem to sell the message that Alberta’s capital city is irresistible when it comes to finding investment capital, retaining promising young influencers, and recruiting corporate headquarters. Our small business start ups need attention, too.

So, maybe we don’t want to position ourselves as multinational Neanderthals. We like our identity as independent thinkers with a sense of soul. But think again about the notion of creating a much wider circle for our Champions of Business in Greater Edmonton. It requires a firm belief that our leaders—and leaders in training—belong in the winners’ circle.

We liked the idea so much that we’re doing something about it. The strategy was ambitious, yet simple: Recruit a team of executive coaches—recognized for their expertise—to inspire, motivate, and help change, if necessary, through Edmontonians in print, on-line, and in person.

We’ve called them The Transformers. They are here to help grow your business and stay healthy doing it.

Meet The Transformers and then check out what they have to say to and about Premier Ed Stelmach.

Tom Bradshaw

Since graduating from York University’s exclusive MFA (Acting) program in 1992, Tom has worked as an actor, director, voice and speech coach. He spent three years in government, developing and delivering Performing Arts programming. Encouraged by Dr. Walter Kaasa, Tom completed his Licentiate in Voice & Speech Education from Trinity College London, UK., in 2001. In 2002 Tom took over the voice and speech academy started by Dr. Kaasa in 1982 and became the official representative for Trinity/Guild Hall, the International Certification Board for the Communication and Performing Arts.

Today Tom works with a growing number of Western Canadian based companies, business leaders and professional speakers helping them to shape and deliver their messages, while remaining active in performance.

Tom holds membership in two international organizations VASTA, (Voice and Speech Teachers Association) USA, and STSD, (Society of Teachers of Speech and Drama) UK.

Les Brost

Les is a third generation owner/operator of a large successful family ranch in southeastern Alberta. His practical approach to problem solving grew out of his early years as a rancher.  Les spent 15 years as an elected public school trustee and was given an honorary life membership of the Alberta School Boards Association. His experience in the public arena gives him great insight into the demands and challenges of an elected official. Similarly, three decades as a volunteer provide him first hand knowledge of organizational dynamics. In 2002, Les was selected by Alberta’s Minister of Agriculture and the Alberta Agriculture and Food Council to lead the Agrivantage Team and facilitate the agricultural industry to a new level of success. Les is a trainer, facilitator and mediator with clients in the private sector, government, associations and organizations. His leadership role in corporate and non-profit boardrooms gives him a unique perspective on problem solving and building organizational effectiveness.

Steffany Hanlen

Steffany is an Olympic and world class performance coach. She graduated from the U of A in physical education with specialties in athletic training and conditioning in 1986. For 16 years she was an NHL skating coach with the Edmonton Oilers and St. Louis Blues, and has worked with players on every NHL team. With her training in neuro-linguistic programming and six years of working as a performance excellence coach for corporate clients, Steffany turned her focus to creative entrepreneurs, successful inventors, world class athletes, and performers of all types.  During the 2006 Winter Olympic Games in Turino, Italy, Steffany became the first ever performance coach to be accreditied by the COC and allowed to accompany athletes. She joined the Canadian champion ice dancers Marie France Dubreuil and Patrice Lauson in their bid for a medal. Steffany is committed to bringing out the inner champion she believes everyone possesses. 

Colin Williamsen

Colin, president of The Wellness Coaches, Inc., combines his passion for health and wellness with East-West philosophies that embrace the mind and body. His core business value is that healthy people lead healthy corporations. Clients include individuals and business leaders who want leading-edge intellectual capital on energy, strength, focus, and physical movement.  Think… Executive Muscle™. With 13 years experience as a mind-body movement coach for executives, Colin has spent more than 25 years researching and formulating innovative wellness solutions. He trained in financial accounting before following his dream of using a holistic model for achieving optimum mind-body health. His revolutionary strategies for total health and wellness begin from the inside-out… considered to be unique in North America.  Colin holds two nationally recognized fitness certifications, and is a certified neuro-linguistic programming (NLP) coach and member of Toastmasters International.

Use your values like signposts- By Steffany Hanlen

Congratulations Mr. Stelmach. You have entered the winners’ circle… been selected “Best in Show” in the PC leadership competition. So, now what? What is your vision for the future of this province and its people?

Vision is the trademark of champions. Champions aspire to win and have achieved personal or professional goals, within a certain time frame. They are better than others at a time and place or, in your case, received more votes than your nearest competitor.

Your win is the end result of a lifetime of hard work, study, rigorous training and years paying your dues. A similarity between world-class sports and big-time politics is that competition and opposition are needed to really win big, to grow and do your best. The difference is that there is a slight bit (emphasis on slight) more politics in politics.

To hold a vision way beyond what you want for yourself takes what I call “The Champion’s Paradox”. In order for you to win, someone had to lose. This is the conflict that faces every champion—you know it well. ?And, you know that each time you make a decision or declaration that at least 50 percent of the population will be upset, feel left out or take offence. If you are aware of this off the top, it won’t come as such a big shock when the boo birds come out, which they will.

If your vision for your life is aligned with the vision you hold for the province, it becomes more motivating to you and your team than merely mouthing a few tired and over-used branding terms. If you envisage how Alberta can play and win at a national and global level, we may finally be able keep the ‘Battle of Alberta’ on the ice or football field. Wouldn’t it be great to channel the energy now spent on one-upmanship between north and south to becoming as great as we can be.

By embracing the big picture, you just might find that everyone in our fraternal twin cities and rural areas will buy in. People can support a vision that connects and engages strengths to make us a major player if they can see what is in it for them.

People love winners. People galvanize and dedicate themselves to winners whose vision they share. Choose your values very carefully; they define who you are and they become what you present to the world to be judged. Your performance, like an athlete’s, will have very obvious and tangible results. Decisions are a required element of your program.

Each decision moves your vision closer to becoming a reality. Use your values like signposts to guide you and get you back on track when you get lost. Your vision is your ultimate destination—the grand view of what you want for yourself and the people of this province. Work backward from there and you will find your to-do list. It will become very obvious what needs to happen.

You have a good start toward the vision based on your values of integrity, honesty and teamwork. Let’s take a quick look at those words.

Integrity is not morality. In politics, as in life, these words mistakenly get interchanged. Integrity is being true to your values in all situations; it is based on who you are being when no one is looking. Morality is up for discussion, integrity is not.

Honesty, Mr. Premier, is truth. But, depending on the situation, you can be honest without necessarily telling the truth— the whole truth and nothing but. Be careful with this one as it opens you up to take shots from all sides. You always have to remember what you have said in order to be consistent. It is easier just to tell the whole truth, than try to figure out the least damaging spin later.

The role of the opposition—and, apparently, the media—is to point out your inconsistencies. They will keep you on track with what you say.

Teamwork is tougher to define: In some sports, we are taught that there is no ‘I’ in team. In your case, this could not be further from the truth. You need to be crystal clear with the who you are (your values), in the what you do (your position). You have to have a very strong ‘I’ to be a leader of any team.

These words— integrity, honesty and teamwork—inspired people to vote for who you were being, not what you said or how your said it.

The PCs voted for something beyond your personality or your decision not to point out the weaknesses and flaws of the other candidates. You took the high road and, in this case, “the good guy won.” It also means that you will also be under scrutiny when it is perceived that you are not focusing on those values.

Creating a vision for your leadership is important. Creating a vision for your life is crucial.

As we say in Alberta: Stick to your guns… stay true to your values… share your vision. Remember that you can’t please all of the people all of the time. Walk the talk—everything you say and do will be tested.

Steffany Hanlen is a personal performance coach who conducts “The Champion Seminars.” Contact shanlen@edmontonians.com

Conflict is inevitable By Les Brost

For you, Ed Stelmach, I have good news and bad news. The good news is that you have embarked on a new and exciting journey as the Premier of Alberta. The bad news is that you have won the  toughest conflict-management job in the province.

You possess outstanding interpersonal skills and are perveived to be an honourable and trustworthy man. That’s good news.?The bad news is that you will need all thoses skills...  you will need to draw deeply from that pool of public trust and goodwill you have created to effectively manage the conflicts that come with the premiership.

Your experience in municipal and provincial politics, and in real life—as a farmer, father and husband—has taught you that conflict is inevitable. But, is it really necessary? Shouldn’t there be a collective sigh of relief when everyone—caucus, staff or family—is “on the same page”? The answer is “yes”... and “no”.

Yes, you are right to feel relieved if you all share the same values. The “no” comes when the focus shifts from values to action, and when differing ideas emerge on developing action strategies.

It all starts with your values. You are now the leader of your party, and it is essential that the members of your team understand your personal values. They, too, have to be “on the same page.”

What are your values? Take a quiet moment to sit down with a piece of paper and list the core values that guide Ed Stelmach, Premier of Alberta, farmer, family man and human being. Review and prioritize them. Which are the “rocks” that you hold to most fiercely? Which are further down the list and open to compromise?

Now share that list with Mrs. Stelmach. Ask for her perception of the values assessment that you have just completed. Is this what she sees? Use her observations to fine-tune the list.

Next, discuss your core values—minus the prioriti-zation—in separate meetings with your cabinet and caucus. Both groups must clearly understand and support the values that you bring to the Premier’s Office.?Use the discussions to develop a common understanding that will guide your government. Talk about the potential consequences for individuals whose actions are inconsistent with those values. This is tough work—but crucial for success in turning values into action. Creating this dynamic is where conflict becomes a necessity.

Conflict at this level is to progress as yeast is to wine. If you have 20 people around the table all saying exactly the same thing, you have 19 people too many at the meeting. Having everyone “on the same page” in this stage often means that no one is reading the rest of the book. Take the advice of Mao Zedong and “Let a hundred flowers bloom.”

How will you harness the different opinions of your team in cabinet and caucus? This is where your interpersonal skills will serve you well. Your key tool will be your excellent listening skills. Ensure that everyone is heard and respected—particularly the dissenting voice. That dissenting voice has value and must be understood. Use probing questions to find answers to important questions: What is driving the dissent? Are core values or interests actually being threatened?

Using that information, think about these key questions: How can the competing interests be reconciled? How might you resolve the situation? Are you prepared to sacrifice time to reach agreement? At what point do you use your power as premier to end disagreement?

For a premier, managing conflict in government can be a full-time job. The good news is that you can delegate your power to manage discord. The bad news is that you will be held accountable for the actions of those exercising power on your behalf. One of the key issues in the PC leadership race was the unhappiness of many party members with the operating style of those who exercised power on behalf of Premier Klein. Make your values and standards crystal-clear to those acting on your behalf, and hold them directly accountable for their actions. Let them know that you expect them to resolve conflict by listening to understand, to always treat others with respect, and to go the extra mile to find common ground.

Yes, you are setting out on a unique journey. Along the way, you will find bad roads and hard traveling. Your critics will savage your mistakes, and the spinmasters and fartcatchers will slather on the smarm.?The gritty reality of politics will make it hard for you to stay centred on your core values.?That’s the bad news.

The best news is that Albertans are ready for a new style of leadership... for a leader who listens and who respects those who “read from the different pages.” We are not looking for another “king”, or someone who is “one of the boys”. We are looking for a steady, honest leader who will bring out the best this province has to offer.?That sounds a lot like you, Ed Stelmach. Happy trails and enjoy your journey!  

Les Brost is head of Southern Star Communications. Contact: lbrost@edmontonians.com

Gift of the gab by Tom Bradshaw

During the recent Tory leadership race, I had an opportunity to see some of the inner workings of the political process while providing some basic advice in effective speech communication. In early October, I attended an all-candidates forum hosted by the Alberta Urban Municipalities Association, observing the contenders in action as they tried to drum up support at its convention.

I wasn’t there to judge the candidates on their political platforms, but to assess their abilities as speakers and communicators and their impact on the audience. One of the characteristics of leaders is their ability to move others through oratory. Let’s call it, “the gift of gab.” With the results still leaving many Albertans scratching their heads, my notes from that night gathered some interesting insights.

First the set-up. Each candidate—at that time, there were nine—had five minutes to impress members of the AUMA.  At the end of the evening, here’s how I had ranked the speakers’ abilities to positively impact the audience: Dinning, Stelmach, McPherson, Hancock, Oberg, Morton, Norris, Doerksen, and Delong.

These are my comments on the performance of three who squared off in the final round:

 HHH Jim Dinning—is an accomplished and well-rehearsed speaker. His speaking style encompasses a wide variety in pace and tone. This makes it very easy for the listener to focus on the speaker and the state-ments he makes. He also uses volume very effectively to build a sense of urgency and momentum.

While Mr. Dinning’s speech was well done, it should be stated that he said very little and made no substantial guarantees. Overall, he was very well accepted by the audience and came off as strong “leadership material.”

Mr. Dinning also remained focused during the entire evening. While others had the podium, he observed them and, in many cases, drew focus from the speaker.

HH Ed Stelmach—began his presentation rather quickly, but he soon slowed to a very reasonable pace. This drew the audience in and allowed them to focus on the finer points of his address. He also paused after making key points, giving the audience time to evaluate and agree with much of what was being said.

I would be surprised if Mr. Stelmach has not previously received some training in speaking. He does have a slight tendency toward nasality which can reduce his positive appeal somewhat. He should also consider a moderation of volume or pace when delivering a list to build enthusiasm. I would also caution him against leaning too much on the podium as this can make him look unstable and unsure.

Overall, Mr. Stelmach made his points successfully and was able to get a great deal of the audience on his side.  

H Ted Morton—did a good job at speaking on the needs of the audience. He also displayed a good sense of humour. However, his strong nasality made it difficult for the audience to maintain focus. He also resorted to a number of stock statements, stating the obvious. Mr. Morton did, however, connect well with the audience.  

All great leaders are accomplished orators. Ronald Reagan became known as a great communicator for his ability to sway the populace. The approval rating of George W. Bush continues to decline and his inability to express himself is the fodder of late night talk show hosts.

Will Premier Stelmach become the next great communicator? Well, he has certainly made a lot of people stop and start listening.  Tom Bradshaw is the head of the Academy of Voice & Speech. Contact: tbradshaw@edmontonians.com

The bunnies within...By Colin Williamsen

Today’s executives are dealing with higher levels of stress than ever before, thanks in large part to the current booming business climate in which they spend their days. They are under a lot of pressure and have to respond quickly to lightning-like change to position their businesses to maximize current and future prosperity.

As the new premier of Alberta, Ed Stelmach faces similar challenges—albeit the stakes are considerably higher... the scrutiny of his performance more public... the scope more daunting.

Successful executives realize that time is not the key issue—it is having adequate energy to maintain a competitve advantage.

Where does energy come from? From a cellular perspective, at birth you are given one mitochondria (pronounced mit-o-con-drea) per cell which is where 90 percent of your cellular energy is produced in the form of ATP—Adenosine Triphosphate. Think of each mitochondria as an Energizer Bunny—the powerhouse of each and ever cell in your entire body.

The fascinating aspect of our cells—all 75 to 100 trillion of them—is that they can replicate and maintain up to 1,000 mitochondria per cell...that’s 1,000 energiner bunnies throughout our life. The way to create more energy, or increase the amount of powerhouses in each of our cells, is to increase their workload by forcing them to do more work than they are normally used to.?This can be achieved by incresing the amount of intensity and duration of any type of physical movement that you are currently perfoming in your life.?Try pilates, yoga, all types of cardiovascular conditioning, or resistance/weight bearing activities.

You can also increase the amount of oxygen or cellular repiration by doing   deep diaphragmatic breathing (belly breathing) which increases the amount of oxygen by 700 percent in each       of our cells as compared to shallow breathing. Imagine a balloon in your stomach: As you inhale throug your nose, you inflate the balloon; as you exhale through your mouth, you deflate it.

Another key factor in producing and maintaining a high level of cellular energy is proper hydration which plays a vital role in the production of your body’s electrical energy. Minerals from a well-balanced nutritional plan and electrolyte supplements when required can provide the electrical sparks, while water creates the perfect environment to conduct the electrical energy throughout the entire body.

Optimal water intake varies widely, and your requirements can be far different one day to the next as well as each season to the next. It is recommended that your minimum daily intake be at least 11.5 cups: That’s 5.5 for the kidneys, two for the lungs, two for skin, 1.5 for the breath, and .5 for the intestines. Your daily intake will be decreased if you eat water rich fruits, vegetables and sprouted foods. Daily needs will be increased by physical activity, eating more meat, eggs or salty foods, as well as a fever, heat or excessive conditions, including dry, hot or windy climates. The most important principle is to listen to your own body, and drink when you’re thirsty.

When water is used to re-hydrate or cool the body, it is best taken 30 minutes prior to or 60 minutes after meals. If large amounts are taken with meals, the digestive enzymes and secretions are diluted, resulting in the nutrients from the food not being effectively extracted. If you drink water with meals, it needs to be a few ounces of warm water in the form of soup or herbal tea at the end of the meal.

Too much water can cause sensations of coldness, and can also weaken digestion and the energy of the whole body. This is supported by Chinese healing traditions which state an excess of water depletes the “digestive fire” of the spleen and pancreas, and hinders the ability of your kidneys and adrenals to provide warmth and energy.

In her presentations, I have heard mental performance coach Steffany Hanlen say, “Champions have no comfort zone.” Take that to heart, Premier Stelmach. Maintaining your energy levels is probably more important now than at any other time in your life. You will need to fuel your internal powerhouses to keep going… and going… and going.

Colin Williamsen is the president of The Wellness Coaches Inc. Contact: cwilliamsen@edmontonians.com

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