Forrest 25th Anniversary Launch

Rocca Morra Hodge (Warner Bros) and Suanne Nielsen (Foresters) with Shauna Sedgewick, Forrest Associate
Rocca Morra Hodge (Warner Bros) and Suanne Nielsen (Foresters) with Shauna Sedgewick, Forrest Associate
Allan Guinan, Caroline Hughes and Chris Wright (all with figure3) with Nick Forrest
Allan Guinan, Caroline Hughes and Chris Wright (all with figure3) with Nick Forrest
Panelist Jos Wintermans and guest
Panelist Jos Wintermans and Pat Sinnott (Canadian Tire)
Panelist Edward Kennedy, (The North West Company) in conversation with Nick Forrest
Panelist Edward Kennedy, (The North West Company) in conversation with Nick Forrest
Nick Forrest
Nick Forrest
Nick and Sally Forrest
Nick and Sally Forrest
Ron Franklin (Signalta Capital Corporation)
Rob Franklin (Signalta Capital Corporation)
Nick and the Panel: Edward Kennedy (NWC), Lynne Brejak (First Capital Realty) and Jos Wintermans (formerly with LifeLabs)
Nick and the Panel: Edward Kennedy (NWC), Lynne Brejak (First Capital Realty) and Jos Wintermans (formerly with LifeLabs)
A view of the room at The Albany Club
A view of the room at The Albany Club
Nick Forrest and Lynne Brejak (First Capital Realty)
Nick Forrest and Lynne Brejak (First Capital Realty)

Forrest launched its 25th year with an executive breakfast in Toronto on November 8, 2012 – with almost 100 people.

Nick Forrest kicked off the event with his views on management and leadership and themes from his upcoming book, How Dare You Manage. His four key points:

  1. Management is a Craft.
  2. The higher up you go in an organization and the more employees you manage, the less leadership matters – and the more management matters.
  3. Effective Thinking is the ultimate management competence.
  4. The majority of work in organizations to deliver value to their clients moves laterally across an organization.

A panel discussion on Organizational Transformation, moderated by Nick, followed. A heartfelt thank you to our esteemed panelists:

  • Edward Kennedy – President and Chief Executive Officer of The North West Company
  • Jos Wintermans – Served most recently as the CEO and President of LifeLabs
  • Lynne Brejak - Vice President, Human Resources, with First Capital Realty Inc.

Key learnings:

  • A CEO’s job is to provide an environment in which employees can do their best. Frontline employees don’t have a lot of choices – so they deserve the best possible work environment.
  • HR should not do a manager’s work. That’s an abdication of managerial accountability.
  • Executives frequently underestimate the amount of time they should devote to establishing the right structure and to people.
  • Connecting authorities, accountabilities and structure with heart takes time, but is enormously fulfilling work for a CEO.
  • The concept of "best advice" is liberating – it gives employees the freedom to give their best advice to their manager (who is obliged to listen to but not necessarily act on it).
  • Some managers struggle with leaving behind work that should be instead delegated – but that means stealing work from others who are better capable of doing that work
  • Balance is very personal but visible. A company need to "keep the gas in the tank" for its employees – this will make for a more sustainable environment.
  • If managers take the time to clarify roles, accountabilities and authorities, employees will be mostly immune from stress. Clarity gives calm.

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