Welcome to our Third Quarter 2002 Personal Career Management Newsletter!

This newsletter and our Career Support Program© have been created to assist business professionals in realizing their career ambitions to the fullest potential.

Every quarter we will send you our career-support newsletter, a forum for business professionals who have a progressive interest in their careers. In this issue:

• Market News - career advice from our consultants.
• FEATURE ARTICLE, Stand, Deliver & Lead by Peter Urs Pender, CSP, one of Canada's most dynamic and entertaining keynote speakers.
• Our Food for Thought Articles feature Investment Planning Tips and Wellness Tips for Professionals - What is Burnout & How Do I Know if I am Experiencing It?
  

We also try to work with you for the long-term. If you have interviewed with one of our consultants but are not the "perfect fit" for a position, we have a network in place to keep you informed proactively of other opportunities that could be a better match.

Whether we can assist your career in the short or long term, we strive to create a winning scenario! So remember…. Keep in touch with us! Let our Career Support Program© professionals know about the changes and advancements in your career. Or, turn to them for free personalized career advice.

At times it is in your best interest to grow your job with your present company. Other times your career will grow through an exciting new opportunity. Regardless of whether you are considering a career change, check into this career management newsletter. The Career Support Program© is here with your best interest in mind!

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02. MARKET NEWS

The most recent news about the recruiting front from our top executive recruitment team. This section is divided by specialty but be sure to read each one as it may pertain to you!

Finance & Accounting

Sales & Marketing

Operations, Logistics & Engineering

FINANCE & ACCOUNTING

Market Tip
by John Maybury, Senior Associate

How well do you know your own resume?

In this high job market it is more important than ever to be well prepared for interviews. Read your resume carefully and identify not only the big responsibilities and duties but also the major accomplishments with each role. If you supervised people be clear about how many were direct and indirect. Numbers expressed verbally are often different from those in your resume whether it is people, dollars or size of company. Inconsistency can really let you down in an interview and will guarantee that you do not go on to a second interview.

Our Finance/Accounting Consultants:

Ken Stouffer 416-847-4986 Fax: 416-350-9649 E-mail: Ken.Stouffer@fulcrumsearchscience.com	John Maybury 416-847-4987 Fax: 416-350-9658 E-mail: John.Maybury@fulcrumsearchscienc.com
Tracy Shott 416-847-4983 Fax: 416-350-9634 E-mail: Tracy.Shott@fulcrumsearchscience.com

Market Tip
by Penny Saunders, Associate

Not only are economists predicting it but also as recruiters we are seeing it - an obvious upturn in economic conditions. This is good news for all of us but at the same time it means more for job seekers. People that are looking for work because of layoffs etc. will now be competing even more with those people who are employed but may now consider changing jobs for better potential, more money or other motivators.

This means everyone has to be better prepared and everyone MUST have a totally professional approach to his or her own job search. Fine tune your resume, practice and review interviewing techniques, research your market and KNOW what trends are occurring and don't overlook the obvious - your appearance.

Getting back-to-basics has never been as important. Cover all bases and make sure you'll be part of the boom and not a poor statistic.

Our Sales & Marketing Consultants:

Bruce McAlpine 416-847-4989 E-mail: Bruce.McAlpine@fulcrumsearchscience.com	Penny Saunders 416-847-4985 Fax: 416-350-9608 E-mail: Penny.Saunders@fulcrumsearchscience.com

Click here to view current positions on the bagg.com website!

Recap: Summer 2001 vs. Summer 2002
by Silvio Rossi, Senior Associate

What a difference a year makes! It seems like someone turned the switch on. The market seems to be very active; the companies I have been dealing with have been growing even though the newspapers talk about the doom and gloom in the economy.

Here are some of the trends:

• There is an increase in demand for people with skills in transportation management, focusing on rail and trucking
• Increase in mid-senior level positions
• Average compensation ranges from $60, 000-$90, 000
• Clients are typically looking to hire individuals with well rounded skillsets that marry both the technical and people skills
  
• Third quarter activity indicates that clients are actively looking to hire

Silvio Rossi 416-847-4984 Fax: 416-350-9652 E-mail: Silvio.Rossi@fulcrumsearchscience.com

click here to view current positions on the fulcrumsearchscience.com website!

03. Feature Article
      

STAND, DELIVER AND LEAD

Facing a touch situation, or trying to win
over a hostile audience?

Powerful presentations come from the leader within

by Peter Urs Bender

Public speaking is the number one fear people have--higher than death and taxes. Now imagine having to speak before an annual meeting where:

• board members are worried by low (or no) profits;
  
• shareholders are upset with declining share prices or lack of dividends;
  
• individuals are protesting company practices are policies; or,
  
• management and employees fear for their jobs.
  

Would you want to present to a group like this? You may not want to -- but you may have to. So what can you do to leave a lasting, positive impression with your audience?

PRESENTATION AND LEADERSHIP SKILLS...LEAD TO SUCCESS

To make powerful presentations, you must be "connected" with your message. The more you are intimately familiar with your topic -- the more you believe in it, feel it and want to share it with others -- the more powerful you will be in presenting it.

Think of two speakers. One is talking about a subject they've learned, the other is talking about something they've lived. What is the difference? the first one's knowledge is second-hand, based on someone else's experience. It is more cerebral, intellectual. It may have good ideas, but doesn't leave a lasting impression. The second one's account is more likely to stay with you. It's not about something; it is something. It contains emotion, natural humor and insight. The more a speaker draws on his or her own reservoir of experience, the better the presentation. The same is true for leadership.

The most powerful leaders are those who first lead themselves. Textbooks and business schools, help. But having vision, passion and the courage to take action are what count most. These qualities reside in each of us.

Thus, leadership and power presentations are intimately connected. Powerful leadership comes from knowing what matters to you. Powerful leadership comes from knowing what matters to you. Powerful presentations come from expressing this effectively. It's important to develop both.

LEADING FROM THE INSIDE OUT

After years of studying people -- in my work in management, sales, training and now coaching of CEOs -- I have come to several conclusions:

• Leadership starts from within. In this respect, we are no different from Bill Gates, Peter Munk, Ted Rogers, Michael Cowpland and other business leaders. We all possess the seeds of greatness.
  

• There are skills we can learn to develop these "seeds." It is the degree to which we do so that determines our success.
  

• The biggest thing that blocks us is fear. We are afraid to stand out, to speak our minds and hearts, or to risk being criticized or looking foolish.
  

There are five essential steps to being a leader-from-within.

1. Know Yourself

Plato said it about 400 BC. Stephen Covey, Anthony Robbins and the top professional speakers are saying it today. "Know your own values. Listen to your heart." Leadership is much more than directing others. It starts with leading ourselves, by understanding what's most important, doing the right thing, and having integrity -- an honesty and consistency in what we think, say and do. That is why the most effective leaders are those who lead by example.

A good demonstration of this is Peter Munk, chief executive of Canadian-based Harsham Corp. Not long ago, Munk apologized at an annual meeting for his companies failure to enhance shareholder value. That is a mark of real leadership.

2. Have Vision and Passion

Vision is an inner picture of something that has not yet happened. The CN Tower, domed stadiums, the personal computer, cellular telephones, the business empires of Conrad Black and Jim Pattison -- each began with an idea. Just as a builder needs a blueprint, you need to have a mental picture or feeling of what you want to do. These guide the strategies and actions you will use to make it real.

One way to identify your vision is to look at what ideas keep popping into your head, or what your heart is "calling" you to do -- whether that is inventing a better technology, providing the highest quality service, or creating a safer, healthier, friendlier society to live in. Yet, having a vision is not enough. You must also have the passion to make it happen.

What do you feel strongly about? What do you want to tell people about any chance you get? These are signs of having a passion. Other words for describing it are: desire, motivation, mission or purpose. Each speaks to a feeling or an energy within us that propels us to do something new. Passion is the force that puts ideas into action.

Would you buy a company that had worldwide sales of $700 million in 1994, but only $300 million in 1995? Probably not, based on its track record. yet, that's exactly what Michael Cowpland of Corel Corp. did when he bought WordPerfect last year. Despite growing competition from Microsoft "Word," he believed that, with some changes, WordPerfect would be "the world's best word processor" and he took the risk to make it part of his software empire.

Some people, like Cowpland, enjoy taking risks. That doesn't mean they're always successful -- they just know they have to do it because all growth depends on it. In a survey of 100 North America's top entrepreneurs -- people like Ray Kroc, Walt Disney and Mary Kay Ash -- it was found that they failed an average of 7 times before becoming successful. ]

Taking risks is about taking action on what we believe, being willing to change how we think and what we do. It's shifting paradigms, making decisions, keeping commitments, speaking candidly, and sharing power with others. In each of these, we risk losing something we value: old ways of thinking, money, position or others' approval. Overcoming this fear makes us leaders.

4. Communicate

The need to communicate has never been more important. If you don't believe that, think about Bill Gates.

Prior to the worldwide launch of Windows '95, Gates hired some of America's best consultants on speaking. He learned to communicate on camera, and to improve his presentations in front of groups. The difference was like night and day. he now displays the same quality and professionalism as a speaker that Microsoft has become famous for in its products.

The same need exists in almost every organization. Staff at all levels are expected to represent the organization whenever they communicate. "Selling" has become everyone's responsibility.

Daily, we deal with more information than ever before -- meetings, telephone conversations, letters, proposals, E-mail, the Web, and on it goes. Therefore, good communication skills -- both verbal and written -- have become essential to our success.

5. Check Progress and Results

If you saw the movie Apollo 13, or have seen a spaceflight on television, you'll remember the staff at NASA's Mission Control who are responsible for monitoring the "telemetry" -- the data coming back from the spacecraft. They monitory everything -- where it's going, its speed, the firing time of the rockets, the oxygen in the cabin and the condition of the spacecraft; even the astronauts' temperatures and heart rates are watched.

In business, we need to monitor the telemetry of our organization. We need to check the numbers -- income, expenses, production and resources. We also need to check the people -- morale, health and well-being of staff, as well as customer satisfaction. We need both the "good" news and the "bad." This information gives us essential feedback. It tells us if we're on target; whether we're meeting the needs of those we serve; and whether we're likely to fulfill our mission, vision and goals. If we're not on track, the information helps us make vital changes "along the way" to correct and improve our actions.

MORE ABOUT POWER PRESENTATIONS

As an executive or manager, you must frequently make presentations to get your ideas across to others. Your success depends on your ability to communicate effectively.

In my speeches and book, Secrets of Power Presentations, I outline five quintessential elements of a presentation:

1. Speech

2. Body Language

3. Equipment

4. Environment

5. Preparation

Think of it this way. Would you have a "power presentation" if you:

• have nothing to say? (speech)

• look like you do not care? (body language)
  

• show computer graphics and your PC does not work? (equipment)
  

• have a room so hot that your audience is falling asleep? (environment)
  

• forget to prepare your presentation (preparation)

Since I can't describe all of these here, I'll focus on the content of your presentation.

A speech has three objectives: to inform; to entertain and touch people's emotions; and to move them OT action.

The length of your speech is not important, but getting the message across is. Since most meetings are behind schedule anyway, the shorter your speech, the better. Don't fill time -- use it! Time is the only nonrenewable resource.

INFORM YOUR AUDIENCE

The biggest problem most presenters have is knowing what to say. They have not taken the time to be clear with themselves -- and, therefore, cannot and will not be clear with others. Before your next presentation, practise saying your three or four most important points in 60 seconds. Then try it in 30 seconds. This exercise will help you identify what is essential, how to say it clearly. It's also good to practice for your media interviews.

Next, make your talk relevant to your audience. What's in it for them? Why will they care or want to listen? Remember to build that in, and use language and stories to which your listeners can relate.

ENTERTAIN AND TOUCH PEOPLE'S EMOTIONS

Always begin your presentation by smiling. It is the simplest, most powerful way you can communicate. If you are genuine, it gives warmth, sincerity and confidence.

Start with something that gets your audience interested and attentive. Then every so often (say every three to seven minutes), put in some humor. I highly recommend, however, that you do not tell jokes. Instead, tell a story from your own experience -- perhaps a problem you've faced, a customer or client you've served, or something stupid you did. (If you think you never did anything stupid, ask your partner.)

As you draw upon your experiences, your own emotions will surface naturally. Convey them sincerely, and your audience will feel the way you do.

End on a positive note. A good presentation should follow the MMFG AM formula: make me feel good - about myself. We all need reassurance that we are good human beings, in control of our lives, and able to cope with life's challenges.

MOVE YOUR AUDIENCE TO ACTION

Up to now, you have given your listeners the facts. You've built trust and rapport. If you've been convincing, asking them to take action would be the next logical step.

Before the speech, ask yourself: "What is the one thing I want people to do in response to my speech?" Do you want your audience to approve a new direction for the business? Do you want your staff to take a new attitude about their work? Do you want your shareholders to buy more shares or give their support in other ways? Then say so.

MORE THAN WORDS

A speech is more than just words. It conveys feelings, believability and enthusiasm. It's a statement that you believe in your management team and your staff, and in what your company does. These are "commodities" that can be neither bought nor sold, but for which people hunger. the more you develop them within yourself, the more you can give them to others.

Be sure not to read your speech. Read your audience! too many yawns, glazed eyes and inattentive faces mean you are not connecting. Afterwards, ask for feedback -- or better yet, tape yourself and listen to it. The more you know how you did, the more you can improve the next time.

It's also important to watch your body language. Are you hiding behind a podium? Are your movements angry and threatening? Do you look like you don't care? Stand up. Be seen. Reach out. Be intimate, not intimidating. Show them the confidence that led you to get this position in the first place!

PUTTING IT ALL TOGETHER

If you're faced with presenting to a hostile audience (like the ones I described at the start of this article), let me say that I don't envy you. It's never easy. However, here are a few suggestions on how to go in prepared and come out with praise -- even from your toughest challengers.

• Face the facts. First, you as the CEO or manager have to come to terms with your company's situation. the facts are the facts. Whether you are afraid or at peace with them is what you'll communicate through your words, voice, emotion and body language.
  

• Deal with the negatives head on. Begin by presenting the facts. If necessary, get help to prepare professional graphics/slides or computerized visuals that present information clearly and simply. Help your audience see where the company is and they will appreciate your honesty.
  

• Next, tell them how you feel about where the company is going. If they know it concerns you -- if they feel your feelings -- they'll be more understanding and less hostile. When people feel you're masking the truth, or lying outright, they really get upset. Then find the real positives. What gives you hope for the future? Communicate it. If it inspires you, it will inspire others. Leave them with a sense of hope.
  

• Listen and Hear. When shareholders, employees or customers are disgruntled, what the want most is for someone to listen to them, their worries and frustrations. Instead of trying to tell them everything's rosy, when you all know it's not, hear them out. If their ideas seem crazy, do not simply reject them. See if you can build on them. They may hold clues for increasing satisfaction and company profits.
  

• Relax. Breathe into your abdomen, and feel the feelings in your body. This will increase your blood flow so your hands won't be as cold and clammy. It will also improve your voice so you'll sound more confident. To get help with this one, look under "Relaxation" in your telephone book.
  

• Find your passion -- and share it. People want to feel good, so give them your enthusiasm: why you believe in this company; where you want to go in the future; what you're prepared to go to get there; and what help you need from them to make it happen. Remember, everyone is responsible for where the company is, not just you.
  

• Practise beforehand. Know what you're going to say, and practise smiling, breathing and speaking with power. Rehearse using your computer or slides so you know they work, and if you're up to it, try it out on your family, friends or staff.
  

• Smile and keep perspective. Find something in all this to smile about. the world is not going to end because of this -- it just seems like it! Be compassionate within; don't "beat yourself to a pulp."
  

• Then take a risk. Say something new, different or unexpected -- even have a little fun. That may sound crazy, but finding some humor in the midst of a mess, you could turn a near-funeral into a resounding success.

Peter Urs Bender, CSP, is one of Canada's most dynamic and entertaining business speakers. He is the author of four Canadian best sellers, Leadership from Within, Secrets of Power Presesntation, Secrets of Power Marketing, and of Face-to-Face Communication. His latest book Gutfeeling, is following the success of his others. For copies or to reach Peter, visit his website at www.PeterUrsBender.com or at 416-491-6690.

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03. Food For Thought

Each quarter we present a topic that we feel would be of special interest to our candidates. This quarter's topics are:

• Financial Planning Tips - What's Important to Investors?
• Wellness Tips for Professionals - What is Burnout and How Do I Know if I am Experiencing it?

What's Important to Investors?

How do investors "filter" all the facts, figures and strategies that are constantly being thrown at us? It is very difficult to absorb all the information we receive daily, let alone interpret it, and ultimately decide what is important vs. the "noise".

The toughest test for any theory is the test of time. If you are a long-term investor (i.e. - RRSP's) then the "2y +2n=95%" theory, based on long-term research is best suited for you. Simply stated, this theory says: 95% of a family's lifetime investment returns will be the result of the answers they give to four questions, two of which must be answered "yes" and two must be answered "no".

The two questions, that must be answered "yes", are these:

1. Were you an "owner" rather than a "loaner"? Consistent long-term research proves conclusively that "ownership" investments (i.e.-equities) provide approximately double the long-term returns achieved by "loanership" investments (i.e.-GIC, bond, t-bills).

2. Was your portfolio diversified? Diversification would be by country, industry, management style, or individual managers.

The two questions that must be answered "no", are these:

1. Did you try and time the market? Research consistently demonstrates that no one has ever proven to be able to successfully move in and out of the market over time. Such efforts are counter-productive, often leading to substantial portfolio losses or forgone capital gin opportunities.

2. Did you panic? In rising markets, this manifests itself as greed. The temptation is to leave the long-term plan to hop on the latest fad or "sure thing"! In falling markets, panic appears as fear. You must now make two calls correctly: when to sell and also when to reinvest. This takes us back into the risks of timing the market.

Karl Ruban, B.Comm. (Hons), C.A., C.M.A., C.F.P., R.F.P., is the Vice President of Assante Capital Management Ltd. Karl may be reached by phone at 416-494-2300, fax at 416-494-3030, or email at karlruban@rogers.com.

05. Career Support Program©

The Career Support Program© was created in response to a perceived need for greater and more personalized support for individuals that we have built relationships with in the past.

The mandate of this program is to assist business professionals in realizing their career ambitions to their fullest potential.

If you are interested in hearing about career opportunities on a proactive basis, please e-mail us at careersupport@bagg.com. Our career support staff will contact you and spend approximately 10 minutes with you on the telephone to create a searchable profile to be included in our database of business professionals. Then as our recruiters have positions that could be a good fit for you, we will proactively make you aware of career-advancing opportunities!

Our career support staff will also provide free advice on:

• Corporate positioning
• Resume writing
• Internet career resources
• Interviewing techniques
  

We welcome your questions and concerns! Please contact us on any matters regarding your career or professional growth. If we can’t help you directly, we will be more than happy to refer you to someone who can!

Career Support Specialist
Cathy Cheng
416-847-4988
Fax: 416-350-9659
e-mail: career.support@fulcrumsearchscience.com

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06. Career Humour

Humour is an effective tool to help us cope with the increasing stress of our workday. It can also help us increase productivity and creativeness.

"Total absense of humor renders life impossible."

-Colette

Interpreting Recommendation Phrases

A keen analyst: Thoroughly confused.

Accepts new job assignments willingly: Never finishes a job.

Active socially: Drinks heavily.

Alert to company developments: An office gossip.

Approaches difficult problems with logic: Finds someone else to do the job.

Average: Not too bright.

Bridge builder: Likes to compromise.

Character above reproach: Still one step ahead of the law.

Charismatic: No interest in any opinion but his own.

Competent: Is still able to get work done if supervisor helps.

Conscientious and careful: Scared.

Consults with co-workers often: Indecisive, confused, and clueless.

Delegates responsibility effectively: Passes the buck well.

Demonstrates qualities of leadership: Has a loud voice.

Deserves promotion: Create new title to make h/h feel appreciated.

Displays excellent intuitive judgement: Knows when to disappear.

Displays great dexterity and agility: Dodges and evades superiors well.

Doesn't suffer fools gladly: Rude and abrasive.

Enjoys job: Needs more to do.

Excels in sustaining concentration but avoids confrontations: Ignores everyone

Excels in the effective application of skills: Makes a good cup of coffee.

Exceptionally well qualified: Has committed no major blunders to date.

Expresses self well: Can string two sentences together.

Gets along extremely well with superiors and subordinates alike: A coward.

Happy: Paid too much.

Hard worker: Usually does it the hard way.

Identifies major management problems: Complains a lot.

Indifferent to instruction: Knows more than superiors.

Internationally known: Likes to go to conferences and trade shows in Las Vegas.

Is well informed: Knows all office gossip and where all the skeletons are kept

Inspires the cooperation of others: Gets everyone else to do the work.

Is unusually loyal: Wanted by no-one else.

Judgement is usually sound: Lucky.

Keep stress out of your life. Give it to others instead.

Listens well: Has no ideas of his own.

Maintains a high degree of participation: Comes to work on time.

Maintains professional attitude: A snob.

Meticulous in attention to detail: A nitpicker.

Mover and shaker: Favors steamroller tactics without regard for other opinion

Not a desk person: Did not go to college.

Of great value to the organization: Turns in work on time.

Use all available resources: Takes office supplies home for personal use.

Quick thinking: Offers plausible excuses for errors.

Requires work-value attitudinal readjustment: Lazy and hard-headed.

Should go far: Please.

Slightly below average: Stupid.

Spends extra hours on the job: Miserable home life.

Straightforward: Blunt and insensitive.

Strong adherence to principles: Stubborn.

Tactful in dealing with superiors: Knows when to keep mouth shut.

Takes advantage of every opportunity to progress: Buys drinks for superiors.

Takes pride in work: Conceited.

Unlimited potential: Will stick with us until retirement.

Uses resources well: Delegates everything.

Uses time effectively: Clock watcher.

Very creative: Finds 22 reasons to do anything except original work.

Visionary: Cannot handle paperwork or any project that lasts less than a week.

Well organized: Does too much busywork.

Will go far: Relative of management.

Willing to take calculated risks: Doesn't mind spending someone else's money.

Zealous attitude: Opinionated.

© 2000 WorkHumor.com. Reprinted with permission from Workhumor.com

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Fulcrum Search Science Inc.
85 Richmond Street West, Suite 702
Toronto, Ontario M5H 2C9
Tel: 416-847-4990
Fax: 416-350-9600
www.fulcrumsearchscience.com

Subscription Contact:

Cathy Cheng
Career Support Specialist
Keith Bagg & Associates Inc.

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