Brain Food Friday – Personal Accountability Trumps Other Competencies

If you hire for one skill and one skill alone, please let it be this: personal accountability. Personal accountability is the most important trait someone can bring to the job.

To understand why this competency is so important, let’s examine the negative state first. People without personal accountability are most at risk to quickly and irreparably fall into a victim’s mindset, particularly if the person’s sense of self is not well developed.

Once stuck in that negative loop of self-pity thinking, it is very difficult for the mind to re-wire.

Someone without personal accountability will never be able to see anything that occurs as their fault. They may even become belligerent about things going wrong. They see errors and wrongdoings as the result of other people’s shortcomings or because the world is against them.

In a work environment, this lack of personal accountability can have a very harmful effect on the people around them, causing co-workers to become distracted, disengage from their work, or isolate themselves.

Now the positive example: The person who has highly developed personal accountability believes failures are a temporary state of being. They are adept at picking themselves back up after mistakes or downturns, reworking their thinking or behaviour, and moving on in a positive direction.

People who have developed personal accountability will do what it takes to do the job. Personal accountability should always be in the top 7 skills sought in job candidates.

Bottom line: If you are hiring and you are not looking for personal accountability as a skill, you will run into problems — sooner or later.

Source: TTI SI

Submitted by: Sophie Mathewson, PCC – Prism Group Int’l – [email protected]

If you would like one month of complimentary access to our Personal Accountability e-learning module, please send me an email with the words “Personal Accountability” in the subject line and I will gladly send you a link to the video tutorial and PDF workbook.

 

Prism Group Int’l is a central Ontario-based boutique consulting and coaching firm specializing in supporting progressive organizations and leaders in creating respectful, emotionally-intelligent working environments with the right people in the right jobs, who build constructive working relationships and are focused on producing the desired results.

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Procurement Governance 101 – Mind the Gaps!

by Lise Patry, ba sc (chem eng), llb, icd.d, Patry Law

I recently spoke at a legal seminar on “Mastering Public Procurement,” a session organized by lawyers for lawyers. A lot of information was presented on the state of the law in public procurement, along with discussions on new and not-so-new topics of interest.   

I took a different approach to the discussion.                   

Having led the transformation of a public procurement function from an arm’s-length transactional model to a client-focused, integrated model in my previous role as head of a procurement department, my interest has primarily been on setting up structures to manage procurement risk rather than react to procurement case law on a case-by-case basis. Less time spent analyzing case law, more time spent on avoiding becoming case law.

Public-sector buyers in breach of their procurement obligations face a firing squad of attacks. Aggrieved bidders have a candy store of options available to them to challenge the government buyer. Bidders suing federal public-sector buyers can file concurrent claims in provincial court, the Federal Court of Canada, and the Canadian International Trade Tribunal. There are at least four types of claims that can be brought against a federal public-sector buyer.

A bidder can:

  • seek an interlocutory injunction to stop the process or award of contract in its tracks,
  • claim remedies for breach of a trade agreement,
  • seek remedies via a judicial review application, and
  • claim monetary damages for breach of common-law duties.It doesn’t end there.                              
  • A strong procurement governance framework helps avoid these problems before they arise. Every in-house lawyer and procurement officer should understand how their governance framework measures against best practices and relentlessly strive to ensure that it is as strong as it can be.
  • Apart from being highly visible and public, this negative media attention, legal claims and outsider questions can be expensive and time-consuming to manage and will definitely affect corporate reputation. In addition, and most importantly, bidder claims can delay the purchase of goods and services essential for meeting operational objectives.
  • Bidder legal claims are often accompanied by lobbying efforts designed to create public pressure on the organization and senior management. A kitchen-sink approach is not uncommon. An aggressive bidder armed with their version of events will approach journalists looking for a story, politicians who want to embarrass the current government, an auditor-general who may want to conduct a review, a board chairperson who may want to take directive action over management, and anyone else who might have an interest in following up on the bidder’s allegations of wrongdoing                

Minding the gaps of procurement governance

How can you tell if your organization’s procurement governance framework is strong? Perform a gap analysis. Measure your existing framework against a benchmark. To do this, you need to find a good benchmark or develop your own benchmark.             

There are many off-the-shelf procurement governance models that can be used for benchmarking purposes. However, these are usually too detailed to be used as a quick gap analysis and doing so may make your initial gap analysis feel daunting.             

The benchmark used for our procurement transformation project was developed after careful study of current procurement governance best practices and supplemented with a group session during which we ultimately defined our own benchmark for the procurement function.             

The study considered a number of things, including the Office of the Auditor General of Canada’s 2007 report on Crown corporate governance, the 2005 Bellamy inquiry report, reports of the Office of the Procurement Ombudsman, practices of peer Crown corporations, and various procurement law texts and publications.             

In simplified form, this article refines the benchmark created by my team into 10 areas of focus.

  1. Procurement Policy and Procedures

This is your accountability framework. Every organization should be governed by a policy that’s supported by procedures and other administrative documents such as guidelines, instructions or directives. They should define roles, responsibilities, and accountabilities of all involved and include approval thresholds for procurements and contracts.

The accountability framework should also cover ethical considerations and address how conflicts of interest should be managed. Procedures should allow for flexibility in decision making, which normally means allowing for risk-based decisions. Significant risk-based decisions should require senior executive or Board involvement.             

The final package of policy and procedures should be organized into a single contracting manual that is published internally and accessible to all.             

The benefit: Clarity of roles and responsibilities helps avoid internal conflicts among staff involved in procurement (which is often present among internal clients and procurement officers) and ensures that accountability for decisions is placed on the right people and at the right level.

  1. Templates

Procurement templates are legal documents, but it’s important to keep in mind that they are mostly used by non-lawyers such as procurement staff, internal clients, and vendors. Because non-lawyers are working with these documents, it’s very important that they be user-friendly and consistent.             

Draft them in plain English and maximize the use of a fill-in-the-blanks approach. This makes information easier to find, the documents are easier to read, and it minimizes problems associated with non-lawyers drafting legal documents. The documents should have a consistent look and feel and use the same terminology across the suite of templates, to promote clarity and ease of reading.             

Consider adopting a tiered set of templates, with one tier comprised of simplified templates to be used for low-value, low-risk purchases. The longer, more comprehensive templates would be used for high-value, high-risk procurements.             

The benefit: A strong suite of templates will make procurement easier for everyone, and should lower both transaction costs and procurement risks. 

  1. Procurement Planning Process

Ensure that an explicit annual procurement planning process is in place and aligned with the corporate/budget planning cycle.             

As part of the annual planning exercise, managers should list what goods and services they will need to procure in the upcoming fiscal year and consult with the procurement team on the estimated amount of time each procurement will take.             

The benefit: Planning helps avoid time pressures in the solicitation process, which are often at the root of legal problems

  1. Trained Procurement Staff

All procurement staff should possess a solid understanding of procurement law, but technical knowledge of procurement is not enough. Procurement staff also need to be skilled communicators and negotiators.             

As the organization’s custodians of the fundamental aim to be “open, fair and transparent” in all procurements, procurement officers’ goals are often perceived to run counter to the internal client’s goal of meeting operational objectives. This provides fertile ground for internal conflict and mistrust between the two groups. Procurement officers need to be able to effectively manage this perceived conflict and stand their ground with tact – but they should also not be afraid to escalate matters as, appropriate.             

Onboarding all new procurement staff is also critical. No matter how technically strong or tactful the procurement officer, if they do not understand the organization’s governance framework and approach to risk, they will not be effective.             

The benefit: Strong procurement staff equipped with the right knowledge, technical skills, and ‘soft’ skills promotes the right balance between operational objectives and procurement risks.

  1. Trained Internal Clients 

All managers should receive basic training on the principles, processes, procurement timelines, and their own accountabilities when procuring goods and services. Otherwise, there’s a risk that managers will prioritize operational objectives over the proper balancing of procurement risks, which can spell disaster for an organization.             

Without a good understanding of procurement, managers (and the employees who report to them) may grow to resent the procurement staff for insisting on following what may be perceived as bureaucratic steps in the procurement process. This type of misalignment between procurement and internal clients can significantly raise the risk of problems in any solicitation.             

The benefit: Creating an effective balance between the pursuit of operational objectives and respect for the inherent risks of procurement.

  1. The Three-Party Negotiation Team, A.K.A., the “TNT”

“TNT” stands for the “three-party negotiation team,” which is a team consisting of:

  1. the internal business client,
  2. the procurement officer, and
  3. legal counsel.        

During our transformation project, TNT came to be the code word for the cross-functional project team that is assigned to each solicitation. This team is responsible for developing the documents, ensuring that the project plan for the solicitation is adhered to, supporting corporate decision-making, and minimizing procurement risks.             

The procedures should contemplate the appointment of a TNT to support procurement initiatives, as well as a protocol for escalating issues that can not be resolved by the team.             

The benefit: When the TNT is working well, the procurement is completed on time, and the right balance is struck between meeting operational objectives and managing procurement risks.

  1. Performance Management Program 

The procurement team should establish KPIs – Key Performance Indicators. This could take many forms and include client satisfaction metrics, or the number of supplier objections. It depends how a particular procurement department defines success.             

Performance results should be measured and reported every year, and annual plans should address deficiencies.             

The benefit: A focus on sustained high performance of the entire procurement team ensures that the team is working together toward common goals. This should increase overall team performance and internal client satisfaction, with the side benefit of reducing risk.

  1. Commitment to Continuous Improvement

Procurement is in a constant state of evolution.             

This statement gets raised eyebrows, but it’s true for some entities, as shown in the reports of the federal Office of the Procurement Ombudsman every year. There is always something new to keep in mind as you consider your next steps in enhancing procurement governance.             

Your procurement governance framework should incorporate an annual review process that considers environmental changes in procurement law, as well as best practices. An annual update ensures that the organization remains aware of any new gaps in its governance framework, and helps pinpoint higher-risk gaps – which in turn helps prioritize ongoing work on the framework. An annual review shouldn’t take long and will pay big dividends in the long run.             

The benefit: A formal commitment to continuous improvement ensures that the governance framework is current, and that resources are being invested to address the highest-priority gaps. 

  1. Change Management Procedures

Maintaining a performance management program and a commitment to continuous improvement will require an adaptability to changes in the governance framework.             

Effectively implementing a change in your governance framework is not to be taken lightly. If a change affects people beyond the procurement team, involve those people in your discussions early, to avoid the risk of resistance and wasted efforts.             

Changes should be planned over a period of time, rather than made all at once or in an ad hoc, unpredictable manner. Establish a regular schedule for changes, such as the first week of each month or quarter. Communicate the schedule of changes widely in the appropriate channels for your organization.             

Document the process so that it is done consistently and internal stakeholders know what to expect. For important changes, train internal clients in one-on-one, group or video training modules.             

The benefit: An effective change management procedure ensures buy-in, enhances compliance and supports the goal of minimizing procurement risks.

  1. Executive Leader Accountable for Procurement 

The manager cares about meeting corporate objectives, and the procurement officer cares about following the process and managing risk. These goals sometimes clash and lead to internal conflict and escalation – of stress levels and, ultimately, issues brought to the senior management table.             

If there isn’t an executive at the senior management table who is accountable for managing procurement risk, it is likely that operational interests will play a greater role in decision-making, which could increase procurement risks and problems.             

The benefit: Having a balance between operational and procurement considerations at the senior management table is critical to ensure that procurement risks are managed appropriately and effectively.

The above areas of focus for a high-level gap analysis are generic enough to be used by any organization. Once the analysis is done, major gaps in the procurement governance framework can be identified, and the bigger areas of risk should be apparent. This increased understanding of the critical gaps should pave the way toward a stronger procurement governance framework and decrease risks of bidder claims and all that entails. 

Lise Patry is a lawyer and former business executive with a strong background in technology and more than 20 years of business and legal experience in the public and private sectors. As principal of Patry Law, in addition to general law, she offers virtual counsel services and specialized expertise in contracts, licensing, government procurement and corporate governance. She can be reached in Ottawa at (613) 730-5959 or [email protected]. This article originally appeared May 9, 2016 at patrylaw.ca in Government Procurement/Bidding and Tendering. It has been edited for style and is used by permission.

Readers are cautioned not to rely upon this article as legal advice nor as an exhaustive discussion of the topic or case. For any particular legal problem, seek advice directly from your lawyer or in-house counsel. All dates, contact information and website addresses were current at the time of original publication.

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Accountability: Does it start with the Leader or Team?

There are so many aspects to being a leader within an organization or running a business with a team. There are also a few challenges that come with being in a leadership role and probably one of the challenges I hear about most often from leaders I work with, is accountability. First of all, how many of you out there, find it’s like pulling teeth to get your team to be accountable? How many of you feel, that accountability should come naturally, they should just know… shouldn’t they? Well, let’s dig a little deeper into this.

We all have our opinions on how leadership should be and our own experiences with leaders, but what is the deal really?

Here’s what I believe. As a leader, if you want to be successful in leading your team, there are three key components that promote accountability, setting clear expectations, good two-way communication and trust.

The first component is to set clear expectations. If you set clear expectations from the beginning, you and your team know where you stand, everyone is clear on their roles and responsibilities and what needs to happen. It’s also a good idea to revisit the expectations regularly to ensure they still make sense. As things change and evolve within your team, your business or organization, you may want to or need to make some changes. Again this is why it’s so important to have them AND be sure your team understands them in the first place.

The second component is good two-way communication. This means staying connected, asking questions, giving them opportunities to ask questions and sharing regular feedback AND asking for it as well. As leaders if we are all about giving feedback, but we are not open to receiving it, you will (if you’re self-aware), start to notice a decline in productivity, you may have people leaving your team or seeking other opportunities. This is a clear sign that communication is not open and honest and soon trust begins to erode. Nobody wants to work for someone who does not ask for or cannot accept feedback. You may have heard the saying, People don’t leave their job they leave their manager. Again, open, honest two-way communication is absolutely key.

The third component is trust. Team members typically trust their leaders, they’ll do what is asked and believe what you say is correct…until you give them a reason not to. As leaders, we need to demonstrate a level of trust with our team members as well. If you as a leader do not feel you can trust them to do what you have asked of them, then there will be little to no potential for accountability because they’re not sure of where they stand. In fact, in not allowing your team to take on a task (low risk of course, when the task is new) and fail or succeed, then you are also not allowing them to learn how to be accountable. It’s in the trying, failing and trying again that you learn best, would you agree? How good were you at managing your team when you started? You had to learn, you probably had some set-backs, but ultimately someone took a chance on you, trusted that you had it in you to manage, to lead your team and now you are succeeding.  

So back to the question, does accountability begin with you, the leader or your team members? Consider this, accountability is not something you can hold, teach or something you do. Accountability is more of a behaviour, it’s something you feel and understand. Accountability is based on our own personal values, morals and beliefs. So where does this leave us? When looking for qualities in someone, what are you seeking? Skill or Will? We can teach people how to do something, but teaching people how to be someone, that is different. There must be a compelling reason for us to do something, want something, to excel. We all go to work wanting to do a good job, but what determines a “job well done?” It’s in hearing what we did well (specifically), that it matched the expectations and accomplished the goal. We can only know this when we hear it and trust the source.

When it comes to accountability, the truth of the matter is that it’s both the job of us as leaders and our teams. That said, as leaders, you start the process of building accountability through these three components; setting clear expectations, good two-way communication and trust. These are what I believe to be the pillars of accountability and it is the job of the leader to model behaviours you want to see in your team, to lead by example and to set clear expectations, promote good two-way communication and build and enable trusting relationships between you and your team.

Heather Wilson, ATC

Founder of Spark Your Vitality

Customized Coaching and Training Solutions

[email protected] | www.sparkyourvitality.com

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The Future of Health Insurance for Retirees in Canada

by Gavin Prout, Special Benefits Insurance Services

This article takes a look at current trends and relates them to the future trends for retirees looking for health insurance once their group plan has terminated. Check out this article for stats from a recent study from Sanofi Canada.

https://www.sbis.ca/future-health-insurance-retirees-canada.html

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15 Simple Tips to Write Better Today

(article shared from Bidsketch)

The written word has never been so powerful.

Whether it’s through emails, text messages, business websites, or something else, it frames many key interactions with prospects and customers.

Everyone is a writer these days. Forget the fact you might not be getting paid to do it. Chances are you still write a good deal. If you want to succeed in today’s ultra-competitive environment, it’s imperative you express your message clearly and effectively. You must be understood!

Here’s the good news: even if you dislike writing, there are plenty of practical tips you can learn to create an immediate impact on your prose. With just a little care and attention, you can apply them without too much trouble. No expensive writing courses or seminars needed.

Writing Is More of a Craft Than You Might Think1

Many people see writing as an art. Writing well is for geniuses like Hemingway and Faulkner. It’s viewed as something that can’t be learned – like height or hair color.

But the reality is writing is more of a craft than you might know. You don’t have to put in thousands of hours and become a master. If you can grasp the tools of the trade – tools all types of writers rely on – you can communicate more effectively with your leads and customers.

Here are some of the most important tips you can apply and make an immediate impact:

  1. Active Voice

This is one of the most common writing tips around. Unfortunately, it’s also one where a lot of people screw up!

Sentence structure matters. In English, we prefer active sentences instead of passive ones.

Here’s an example of a passive sentence:

The hurricane is predicted to be the largest in decades by meteorologists.

There’s nothing inherently wrong with passive sentences. They just tend to be wordy and indirect: not a great recipe to get people’s attention. A simpler active construction (which goes subject, verb, then object) is easier to understand.

Here’s the same example reworked to be active:

Meteorologists predict the hurricane will be the largest in decades.

  1. Eliminate Fluff Words1

Many writers make sentences longer than necessary because they pack in words which don’t add any real meaning. And when you factor in readers’ shrinking attention spans, words that don’t add meaning become liabilities.

Here are a few common fluff words and phrases to look out for:

  • Basically
  • Essentially
  • I might add
  • It is interesting to note
  • Just
  • Really
  • The fact that
  • Very

And now, a fluff-filled example in all of its terrible glory:

The fact that Richard, the office manager, just leaves 30 minutes early every day makes me very angry.

Here’s how you might rewrite it:

It makes me furious when Richard, the office manager, leaves 30 minutes early every day.

This variation gets the point across faster than the first. There are fewer words and chances for confusion – exactly what keeps people reading.

  1. Clarity Trumps Cleverness

It’s great for writers to have a large vocabulary as their disposal. Every word is a tool, and it’s always an awesome moment when you pull out the perfect one to convey your message.

But using big words when small words would do slows down the reader. It doesn’t make them view you as smarter; using unnecessary complex words actually makes them see you as small-minded.

If you have to choose between being clear and clever, choose clarity every time.

Here’s a short list of corporate speak words along with simpler options you could use to replace them:

  • Facilitate (help)
  • Enable (allow)
  • Disseminate (pass out)
  • Implement (do)
  • Sufficient (enough)
  • Utilize (use)

You get the idea.

  1. Avoid Weak Adjectives

Vivid descriptions separate content we love from the boring stuff. To create those descriptions, writers need a specific set of tools: adjectives.

We use adjectives all the time. That might explain why so many of them come off as flat and lifeless. How many times have you read a news article featuring a “cold winter” or a “corrupt politician”?

These weak adjectives are used so often you probably skip right over them. They don’t stand out; they’re anything but compelling. Sometimes writers make things even worse by tacking on fluff words, like “very” or “rather.”

Opting for stronger adjectives adds dramatic flair – the kind of flair that makes your content memorable.

Here are some weak adjectives and stronger alternatives:

  • Big (enormous, gigantic)
  • Cold (frigid)
  • Cute (adorable)
  • Gross (repulsive)
  • Hot (stifling)
  • Irritating (obnoxious)
  • Scary (terrifying)
  • Small (minuscule, tiny)
  1. Favor Details over Vague Language

This tip flows nicely from the last. Using specific details doesn’t just make your content more engaging; it’s also another way to avoid weak, boring adjectives.

Writers paint pictures with their words. Details make those pictures vivid in readers’ minds. A few well-chosen details are all it takes to make a reader feel like he or she is really there.

Here’s a general language example:

A long commute was one of the biggest motivators to quit my job and start my own business.

Now, here’s the same idea with specific details:

I dreaded the moment that alarm clock rang. That sound meant I would soon spend 50 minutes trapped in my car, flipping between awful radio morning shows, swerving around potholes and drivers determined to see how little space they could leave behind my bumper. All that – just to get to a job that didn’t inspire me but sapped my energy.

Which version resonates stronger with you?

How can you be more specific next time you write? Can you give any concrete examples? If so, you’ll make more of an impact than sticking to vague language.

  1. Cut Down on “To Be” Verbs

Many writers like to use variations of “to be,” a helping verb (also called an auxiliary verb). This is perfectly fine every one in a while. But if you use them too often, the result is a longer, more complex sentence structure.

Rephrasing “to be” language will help you cut out unnecessary words while still retaining meaning. Here are some examples of sentences using “to be” variations:

  • “John is running across the street.”
  • “I am wondering if the restaurant is still open.”
  • “They are the winners of the award this year.”

Here are those same sentences simplified by stripping out “to be”:

  • “John runs across across the street.”
  • “I wonder if the restaurant is still open.”
  • “They won the award this year.”
  1. Vary Your Sentence Length

Typical business writing advice urges us to always use short sentences. Bloggers are notorious for this. Use a few words. Period. Move on. Make your next point.

Short sentences are powerful. But when you pack too many of them together, the writing gets choppy. It sounds like it’s written by a machine, not a person. Readers’ eyes start to glaze over.

You can keep people interested by varying your sentence length, consciously creating a “rhythm” to your prose. Here’s an awesome example of the concept from author Gary Provost:

This sentence has five words. Here are five more words. Five-word sentences are fine. But several together become monotonous. Listen to what is happening. The writing is getting boring. The sound of it drones. It’s like a stuck record. The ear demands some variety. Now listen. I vary the sentence length, and I create music. Music. The writing sings. It has a pleasant rhythm, a lilt, a harmony. I use short sentences. And I use sentences of medium length. And sometimes when I am certain the reader is rested, I will engage him with a sentence of considerable length, a sentence that burns with energy and builds with all the impetus of a crescendo, the roll of the drums, the crash of the cymbals – sounds that say listen to this, it is important.

  1. Read It Out Loud

Editing is what makes writing truly shine. Too many of us skip one of the most important steps; we don’t read our text out loud.

Often, sentences that look good on paper unravel when you read them. So give this tip a try. Find anything difficult to get through? Places where you stumble?

Those obstacles are the perfect opportunities for revision.

  1. Delete “That”

When editing your writing, you could do far worse than hitting Control-F and scrapping “that” every time it shows up.

This tip isn’t a commandment. In some situations, you need to keep “that” for a sentence to still make sense. But 95 percent of the time it’s just a filler word. Get rid of it, and strengthen your prose.

Here are a few before and after examples:

  • “I forgot that the gym is closed today.”
  • “This is the best book that I have ever read.”
  • “I know that you’re busy.”

Now, with “that” removed:

  • “I forgot the gym is closed today.”
  • “This is the best book I have ever read.”
  • “I know you’re busy.”
  1. Delete “In Order To”

Here’s another filler that muddies up sentences and slows down readers. There’s always an easy way to rewrite it to make the sentence shorter and more powerful.

Here are a few examples:

  • “You have to work hard in order to succeed.”
  • “Get there early in order to find a good seat.”

Here are the revised versions:

  • “You have to work hard to succeed.”
  • “Get there early to find a good seat.”

You cut the unnecessary word without losing the meaning.

  1. Avoid Wishy-Washy Phrases

Some writers pepper in tons of filler phrases without even realizing it. Maybe they’re trying to be polite or not offend any of their readers. But what they’re actually doing is weakening their content.

Here are a few wishy-washy phrases that crop up over and over again:

  • A bit
  • I believe that
  • I feel that
  • I think
  • It’s my opinion
  • Sort of

Most of the time you can delete these without thinking twice.

  • “I feel that this is a great plan” becomes “This is a great plan”
  • “I believe that this sort of needs some improvement” becomes “This needs some improvement”

The result: crisper, more powerful prose.

  1. Trim the Fat (Edit) Ruthlessly

Many of us make great points in our writing, but they’re hard to find. Busy readers can’t get past the filler language, unnecessary repetition, and rambling to dig out the gems.

The more you can edit these out of the end product, the easier it becomes to communicate (and persuade) effectively. It’s time to get ruthless. Trim all the fat; don’t force readers to slog through it.

Here are a few before and after examples:

  • “I really have nothing to say at all today.”
  • “The unsolved mystery is preventing the town from reverting back to normal.”
  • “I was confused by the plot of the movie.”

Now, the fat-free versions!

  • “I have nothing to say today.”
  • “The mystery keeps the town from returning to normal.”
  • “The movie’s plot confused me.”
  1. Don’t Overuse Adverbs

Stephen King says the road to hell is paved with adverbs. These words (which usually end in “-ly”), are used to describe when, where, why, or under what conditions something happens.

Adverbs are fine every once in a while. But overusing them is a symptom of lazy writing. In many cases, writers can eliminate them by choosing more precise language.

Here are a few examples with the adverbs in bold:

  • “The sun set slowly over the horizon.”
  • “He closed the door firmly.”
  • “She walked slowly toward the poorly-maintained house.”

And here they are revised to slash the adverbs:

  • “The sun set over the horizon.” (adding “slowly” doesn’t do anything for the sentence.)
  • “He slammed the door.” (chose a stronger verb)
  • “She trudged toward the dilapidated house.” (chose stronger verb and adjective)

Sometimes you’ll be able to just scrap the adverb without changing the sentence’s meaning. Other times you can avoid them by choosing stronger, more precise language.

  1. Avoid Cliches (Like the Plague!)

Hopefully the irony in that heading made you smile.

Cliches are comfortable – so comfortable that whenever you use them you never have to wonder if you’re being understood. Readers everywhere are familiar with them. But, because they see them everywhere, they gloss right over them.

Have you read something lately with any of these phrases?

  • “By hook or crook”
  • “Calm before the storm”
  • “Content is king”
  • “Head and shoulders above”
  • “Hook, line, and sinker”
  • “In the same boat”
  • “Stick out like a sore thumb”
  • “The money is in the list”
  • “Writing on the wall”

I bet you have! It’s so easy for these to slip into our writing. They’re nice stand-ins for when you can’t think of something more creative to say.

If you make the effort to avoid cliches and come up with your own vivid metaphors, you’ll develop a distinctive voice. Your content becomes more compelling. And you set yourself apart as someone worth paying attention to – someone with original thoughts.

  1. Re-Frame the Negative into The Positive

Affirmative sentences tend to be clearer than negative ones. While the meaning of both versions is the same, you can’t afford to bog down readers with a poor delivery. Things get especially confusing when you use more than one negative in the same sentence.

Here are a few examples to see what I mean by a negative sentence:

  • Don’t keep taking the medicine unless dizziness doesn’t stop within three hours.”
  • Not many people can swim a mile.”
  • “The committee did not consider the facts.”

You can rewrite these sentences in the affirmative to add clarity:

  • “Stop taking the medicine unless dizziness continues for more than three hours.”
  • “Few people can swim a mile.”
  • “The committee ignored the facts.”

There’s no obligation to rewrite every single phrase. Sometimes the meaning is clear enough, and changing it to an affirmative would complicate things. The main thing here is to always be aware how you’re framing your message. In most cases, affirmative statements are a simpler choice.

Over to You

You don’t have to be Maya Angelou to write in a way that engages and persuades. Applying the tips above is straightforward. The impact on your business communications is immediate. Even if you just pick a few of them, you’ll be paying attention to things that many writers overlook. Readers will take notice.

What’s the best writing tip you’ve ever heard? Why? Leave a comment below and let us know!

About Corey Pemberton – Corey Pemberton is a freelance copywriter and blogger who helps small businesses and software startups get more traffic and conversions online. You can find him on his website or follow him on Twitter.

 

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Creating Leadership Energy is an Inside Job

By Jim Clemmer

You can’t impassion others about their work unless and until you’re impassioned about yours. Creating leadership energy is an inside job. The spark that ignites the leadership energy you bring to your team or organization comes from within you. But you can’t give energy if you don’t have it. And it’s hard to fake what you don’t feel. That will cause you to resent your job and eventually the people associated with it. It also sends everyone’s increasingly sensitive “Phony Meters” over the red line. All of this drains even more of your energy and makes your work truly work.

 

Have You Got Work, or Has Your Work Got You?

If you’re going to be an effective energy leader, then your work can’t be work. You need a job that isn’t a job, it’s a joy. When you love what you’re doing, you never have to go to work again. If I didn’t love the personal and organization improvement field, I wouldn’t study, note, and file hundreds of books and magazines each year. I won’t produce the dozens of columns and articles I’ve written. If it were truly work, you couldn’t pay me enough to disrupt our family life and invest the huge amount of time and fussy detailed work involved in writing books. If I didn’t love designing and delivering improvement workshops or speaking at meetings and conventions, travelling to, and standing in front of, yet another group would be true drudgery.

 

I am often asked how I develop the discipline to research, prepare, write etc. What discipline? That’s assuming I have to force myself to do this work. On the contrary, my problem is disciplining myself to not let my work completely take over my life. That’s because my work is highly aligned with my life purpose, vision, and values. So I am not working today, I am using this day to move one step closer to fulfilling a major part of why I exist.

 

You need to either find the work you love, or learn to love the work you have. Get passionate or get out. This is where many “wanna-be leaders” succumb to the Victimitis Virus. “How can I do my life work when I am working flat out just to pay the bills now?”, they sniffle. Well, if you’re current job isn’t energizing you so you can energize and lead others, you have four choices; 1) do nothing but wish for your fairy job mother to magically appear and straighten out your life; 2) get out of management so you stop dragging others down to your low energy level; 3) figure out what your personal vision, values, and purpose are and transform your current job into your life work; 4) figure out what your ideal job is and go find or create it.

 

The good news is you can find or create your ideal job. The bad news is, if you haven’t done much thinking in this area already, it takes a lot of hard, agonizing work to figure out where you want to go and why. Then the real time consuming and most difficult effort is transforming yourself into that person, developing the skills you need, capitalizing on and creating your opportunities to move forward.

 

For over three decades, Jim Clemmer’s keynote presentationsworkshops, management team retreatsseven bestselling booksarticles, and blog have helped hundreds of thousands of people worldwide. The Clemmer Group is the Canadian strategic partner of Zenger Folkman, an award-winning firm best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations. Check out www.clemmergroup.com for upcoming webinars and workshops.

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3 Ways to Save Money on Dental Insurance

By Gavin Prout, Special Benefits Insurance Services

This article gives a short cost analysis of the cost of dental insurance for an average family of 4 and then provides information on how to save some money on the cost of dental insurance and what to look for in your own plan.

https://www.sbis.ca/dental-insurance-article-three-ways-to-save-money-on-dental-insurance-coverage.html

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What Does a Bidder Conflict of Interest Mean to Your Organization?

by Lise Patry, ba sc (chem eng), llb, icd.d, Patry Law

Why is it that the person with a conflict of interest is often the last to see it? Maybe it’s due to a fundamental tendency among humans to deny they are in a conflict or maybe they don’t understand what it means to be in a conflict. There’s definitely some fuzziness around the concept of conflicts so it’s not surprising that bidders often leave conflict-of-interest forms blank even when they shouldn’t.

What is a “bidder conflict of interest”?

Merriam-Webster’s dictionary defines a conflict of interest as “a conflict between the private interests and the official responsibilities of a person in a position of trust.” This definition is consistent with how a conflict of interest is traditionally understood. While this traditional definition fits well within the corporate law and ethics contexts, it doesn’t apply perfectly to the competitive bidding process – potentially creating fuzziness for bidders.

In the competitive solicitation process, procurement professionals generally understand a bidder conflict of interest as a situation that may give a bidder an unfair advantage over the other bidders. This advantage could be access to information that isn’t available to other bidders or it could also be that the bidder has a personal relationship that could bias the evaluators.

Why is this important? Allowing a bidder with a conflict of interest participate in the process could represent a breach of the owner’s duty of fairness and could compromise the integrity of the procurement process, so everyone involved in the solicitation has an interest in ensuring the definition of conflict of interest is clear to bidders from the outset. Failure to do so could lead to bid rejection or a legal challenge from a losing bidder complaining about the winning bidder’s unfair advantage.

What’s the best way to keep conflicted bidders out of the process?

The best way to keep conflicted bidders out of the process is to define what your organization considers a ‘bidder conflict of interest’ so that the circumstances that will lead to disqualification are crystal clear to potential bidders.

The definition of “conflict of interest” could take many forms. For example, a procuring entity may define a disqualifying conflict of interest in the RFP by stating “all parties who were directly or indirectly involved in preparing the RFP shall be deemed to be in a conflict of interest and ineligible to bid”. 2

Alternatively, some entities may permit bidders to use parties involved in the preparation of an RFP as subcontractors under certain specified conditions.

Once the parameters of the definition are defined, the entity should communicate it to prospective bidders by setting out a clearly drafted definition in the RFx and provide examples of the type of conflicts that will lead to disqualification. Armed with a clear understanding of what will keep them in the process, bidders will be better able to avoid an unintended pitfall.

Is there a difference between apparent, potential and actual conflicts of interest?

Yes, there is a difference between what is an apparent, potential and actual conflict of interest – and the distinction is important. Employees, corporate directors and public officials are generally expected to disclose all of these conflicts of interest and to recuse themselves from decision-making where there is any conflict.

In competitive bidding, however, the default threshold that will lead to disqualification is not this clear. Courts and the Canadian International Trade Tribunal will look to the terms of the RFP when considering a dispute over a bidder conflict of interest. If the RFP says apparent conflicts will result in disqualification, then that is the threshold the courts will apply.

What if the RFP is unclear on the type of conflict of interest that will lead to a disqualification?

If the RFP is silent on conflicts of interest or unclear on the types of conflicts that will lead to disqualification (apparent, potential or actual), the owner is assuming a heavy responsibility. In the absence of clarity, it will be up to the owner to determine, often only after the bid is submitted, what qualifies as the type of conflict of interest that will tip the scales in favour of rejection.

In the absence of a clear definition, the prevailing view at Common Law is that there needs to be a reasonable apprehension of bias/conflict before an owner can validly reject a bid. According to the analysis applied by the courts, something more that optics is needed; owners must be able to explain what factual circumstances gave rise to the reasonable apprehension of an unfair advantage or conflict.

What’s the takeaway?

The common definition of the term ‘conflict of interest’ doesn’t fit the procurement context perfectly so owners shouldn’t assume all bidders will naturally understand what to disclose on a conflicts disclosure form. Without a clear definition in the RFx that includes examples, some bidders are sure to misunderstand what’s expected. This will leave owners in the unenviable position of having to teach them about conflicts of interest in procurement the hard way – by disqualifying the bid.

Lise Patry, an instructor with NECI, is a lawyer and former business executive with a strong background in technology and more than 20 years of business and legal experience in the public and private sectors. As principal of Patry Law, in addition to general law, she offers virtual counsel services and specialized expertise in contracts, licensing, government procurement and corporate governance. She can be reached in Ottawa at (613) 730-5959 or [email protected]. This article originally appeared as a series of blog posts in September 2016 at patrylaw.ca. It has been adapted and is used by permission. 3

Readers are cautioned not to rely upon this article as legal advice nor as an exhaustive discussion of the topic or case. For any particular legal problem, seek advice directly from your lawyer or in-house counsel. All dates, contact information and website addresses were current at the time of original publication

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