DESTINATION MARKHAM
CORPORATION
BOARDOFDIRECTORSOPPORTUNITY
TheCityofMarkhamisseekingapplicationsfor6independent
membersfortheBoardofDirectorsofDestinationMarkham
Corporation(DMC),anewmunicipalservicescorporation
approvedbyCityofMarkhamCouncilin2018.DMC’s
mandateistomarketandpromoteMarkhamasafour-
seasondestinationandtouristattraction,withthegoalof
strengtheningandexpandingMarkham’stourismeconomy.
Markhamisadynamicandhigh-growthmunicipality
centrallylocatedintheGreaterTorontoArea,inthecentre
ofOntario’sinnovationcorridor.Knownforeventand
entertainmentfacilities,suchasMarkhamPanAmCentre
andFlatoMarkhamTheatre,andeventsincludingMarkham
JazzFestival,TasteofAsia,MarkhamFair,andmore,Markham
isalsohometoawidevarietyofinternationalcuisine.
SuccessfulcandidatesshallbeappointedbyMarkham
Councilwithstaggeredtermsofappointment.Directors
shoulddemonstratesoundjudgement,personalintegrity
andbusinessexpertiserelatedtothetourismindustry
andservingonaBoard.Thiswillincludeexpertise
inoneormoreofthefollowingareas:finance,legal,
marketing,operationsandeconomicdevelopment.
KnowledgeofMarkhamandexperiencewithpublic-private
partnershipswouldbeconsideredanasset.Theabilitytowork
effectivelyasaboardmemberandstrongcommunicationskills
areessential.Candidatesareexpectedtoparticipateinsetting,
implementingandmonitoringstrategicmarketingdirection
andplansthataddressMarkham’sgoalsandobjectives
asameeting,tourismandentertainmentdestination.Applications for a Director position should be made by
October 1, 2019 to [email protected].
We thank you for your interest; however only those whose
applications are moving forward will be contacted. The
process of appointments to the DMC Board of Directors will
be completed between December 2019 and February 2020.Furtherinformationabout
thisopportunityisavailableat
markham.ca/destinationmarkhamB 10 CAREERS O THEGLOBEANDMAIL | WEDNESDAY,SEPTEMBER11,
The question
I am a machine operator at a
manufacturing company in On-
tario. There are four packaging
lines running on my shift and I
have to manage two lines simul-
taneously while the other two
operators manage one line each
at a time.
Since we all are getting the
same pay, I complained several
times to human resources, my
manager and union representa-
tives.
But even though union repre-
sentatives and other employees
agree that I am facing discrimi-
nation at work, management is
not willing to implement a rota-
tion system or even a hike in my
pay.
Please tell me how to get jus-
tice and where to file complaints.
The first answer
Alison Longmore
Partner, Jewitt McLuckie
& Associates, Ottawa
Your remedy depends on a num-
ber of factors. You mention dis-
crimination, but not whether
you believe that this discrimina-
tion is based on a prohibited
ground (i.e. race, religion, dis-
ability, sexual orientation) under
the Ontario Human Rights Code
or if you mean the fact that you
are responsible for two lines
when others are responsible for
one line is discriminatory in and
of itself.
If you believe your employer
has treated you unfairly based
on a protected ground, your
union may file a grievance or
you may file a complaint directly
with the Human Rights Tribunal
of Ontario. Any complaint to the
tribunal must be filed within one
year of the event giving rise to
the complaint.
Otherwise, your only legal
remedy is to pursue a grievance
through your union.
Be aware, however, that man-
agement is permitted to assign
work to employees as it sees fit
unless there are specific limits
set out in your collective agree-
ment. A rotation or other sched-
uling system would normally be
negotiated through collective
bargaining.
The only other limit on the
employer’s right to manage its
work force is that it must act rea-
sonably. If your union agrees
that the employer is acting un-
reasonably or that the employer
has breached the collective
agreement, it may file a griev-
ance.
Depending on your collective
agreement, it may also assess
whether to pursue a classifica-
tion grievance on the basis that
your job duties have changed
significantly and warrant an in-
crease in pay.The second answerStacey Reginald Ball
Principal, Ball Professional Corp.,
TorontoThere are potential statutory re-
medies, but you will first have to
use internal union appeal proce-
dures.
The union local should be
contacted (not just the plant rep-
resentative) to determine if the
union will order the plant repre-
sentative to file a grievance. The
employer’s conduct could be
contrary to the collective agree-
ment. Employer conduct based
upon a prohibited ground con-
trary to the Ontario Human
Rights Code (e.g. gender, race, re-
ligion) warrants a human-rights
complaint.
If the employer creates an un-
safe work environment or engag-
es in harassment, there could be
an occupational health and safe-
ty complaint.
Should the union still refuse
to file grievances in relation to
any of the above, a statutory
complaint could be lodged with
the appropriate government
body.
If the union refuses to file a
grievance in relation to a breach
of the collective agreement (and
this conduct may very well be a
breach), a duty of fair represen-
tation complaint could be filed
with the Ministry of Labour. If
the union and the employer re-
fuse to act on an occupational
health and safety issue, a com-
plaint could again be could
lodged with the Ministry of La-
bour.
Should the union and employ-
er refuse to act on a valid issue in
relation to the Ontario Human
Rights Code, you can file a com-
plaint against both the employer
and the union directly with the
Ontario Human Rights Tribunal.
Unions, for political reasons,
hate these types of complaints
and the mere threat of them of-
ten cause unions to act.Special to The Globe and MailHave a question for our experts?
Send an e-mail to
[email protected].ANDREAYU
NINETOFIVE
Idofarmorework
thanmyco-workers.
Whataremyoptions?
A
s summer winds down, it’s time to get
ready for the infamous back to
school/work season. Translation:
back to crazy busy! Managing heavy
workloads requires many skills and notably,
the ability to say no.
Do you have trouble saying no? Are you ad-
dicted to yes? If you are a leader, or aspiring to
be one, take heed: Too much yea-saying can
derail your leadership potential. Of course, it’s
important to stretch and do more when it’s
called for – and to be agreeable at times. How-
ever, an overactive yes habit can have signif-
icant negative consequences on your career.
Why is it so hard to say no? For many, saying
yes just seems easier. No explanations. Just do
it. Agree and please others. Weighing into this
are some misguided beliefs about the reper-
cussions of saying no.
But these are all limiting beliefs and reflect
the exact opposite of what a leader should do.
Your desire to please others and look good by
saying yes can backfire on you.
Nobody looks good when one or more of the
balls you are juggling come tumbling down.
Overload can lead to missed deadlines, poor
quality work and confused teams. An over-
whelmed leader is less apt to have the band-
width to think critically, to guide strategically,
to be generous in their coaching and develop-
ment of others, and to speak up on important
issues. All this leads to distrust in your reliabil-
ity, judgment and leadership.
It’s the leader’s responsibility to know their
own limits (and that of their team), to estab-
lish and assert boundaries, to show leadership
with their views and voice and to create the
right space to focus on the highest priority
work.
Learning to professionally say no is part of
mastering leadership and a critical skill in theemotionally intelligent leader’s toolkit. Here
are a few ideas to get you started on taming
that yes habit.RECOGNIZEANDCHALLENGE
YOURLIMITINGBELIEFS
You can’t tame a bad habit until you recognize
it. Pay attention to your default yes responses;
tune in to become aware of the thoughts that
prompt you to say yes and try to discern be-
tween misguided beliefs and healthy doubts.STAYCLEARONYOURPRIORITIES
There will always be more work than time and
resources. It’s hard to say no to new requests
unless you are clear on your priorities. It’s es-
sential for a leader to continually assess the
shifting landscape of priorities for themselves
and their team. If a request comes in from
higher-up leadership that will topple an al-
ready full load, then initiate a conversation
with your leader to establish an agreement
about reprioritizing and managing expecta-
tions in light of new demands.KNOWYOURLIMITSANDSETBOUNDARIES
A self-aware leader knows their own limits and
that of the team and will set boundaries. Pay
attention to this and practise communicating
boundaries with others as appropriate.PRACTISETHEPAUSE
When caught off guard with a request, resist
the automatic reaction of saying yes. Take time
for diligent reflection and assessment before
responding. Even a short pause of a few min-
utes can make the difference.PRACTISEANDDEVELOP THESKILLOVERTIME
Learning to say no is a skill within the spec-
trum of emotional intelligence. The payoff for
developing this skill is you will boost your
leadership efficacy, confidence and earn the
reputation of a leader who can be counted on.SpecialtoTheGlobeandMailISTOCKHowtotameanoveractive‘yes’habit
EILEENCHADNICKOPINIONLEADERSHIPLABPrincipalofBigCheeseCoachingandauthorof
Ease:ManageOverwhelminTimesof‘CrazyBusy’Job: Director of audience development.The role: The role of a director of audience de-
velopment is to use all the content channels
and data tools at their disposal to engage with a
brand’s existing customers while helping to ac-
quire new ones.
“Whether it’s through social-media presence
or developing newsletters or chatbots, the main
goal is to develop the audience so you don’t just
get them for one session; they keep coming
back to you for information,” said Max Dennis, a
director of audience development for Victoria-
based Assembly.
Mr. Dennis explains that the role has much in
common with other digital-marketing practic-
es and is as much an art as it is a science. Direc-
tors of audience development spend much of
their time analyzing data and metrics and using
that information to develop marketing strate-
gies alongside content co-ordinators and other
internal stakeholders.
“We’ll come up with a hypothesis ... and
then, using data, we make sure we’re not nega-
tively impacting users or advertisers, and that
we’re engaging people without harming the us-
er experience,” Mr. Dennis said.
Digital-content publishers remain the pri-
mary employers of directors of audience devel-
opment, although the role has begun to spread
to other institutions and businesses.Salary: As a role with measurable results, direc-
tors of audience development often earn per-
formance-based bonuses on top of their salary.
“My best guess would be entry-level [em-
ployees earn] $50,000 to $60,000 [annually];
mid-level would be $70,000 to $80,000, and if
you’re going into a more experienced role,
probably $120,000 and up,” Mr. Dennis said. “A
lot of the time there’s performance incentives.Education: As a relatively new role, there are
few educational standards or requirements for
directors of audience development at this point
in time. Mr. Dennis adds that while a university
degree can be an asset for entry-level employ-
ees, it isn’t necessarily a requirement. The in-dustry more often relies on measurable results
to determine an employee’s value, regardless of
their education.
“Marketing experience, writing experience,
any kind of sales experience would definitely
help,” Mr. Dennis said. “It’s more about quanti-
fying and delivering results. You’re able to
show, with hard numbers, what you’re doing
and how much value you bring to the compa-
ny.”Job prospects: As a relatively new role, many
Canadian organizations that could benefit from
a director of audience development are still un-
aware of its existence. As a result, prospects re-
main relatively limited at the moment, but Mr.
Dennis says that could change quickly.
“A lot of companies could use this, but they
may not know that they should have a dedicat-
ed team for audience development,” he said.Challenges: Directors of audience develop-
ment need to work with a range of internal
stakeholders in order to implement any of their
recommendations, which can sometimes be a
source of frustration.
“It depends on how the company is set up,
but usually to implement something you need
to deal with the technical aspects, you need to
deal with the ad-operations side and you need
to get everyone on board with what you’re do-
ing, which can be a challenge,” Mr. Dennis said.Why they do it: While there are many jobs that
offer opportunities for creativity, few are able to
measure the success of those efforts and fine-
tune them accordingly to the extent that direc-
tors of audience development can. “You’re
coming up with new ideas, and the nature of the
job is measuring the results, so it can be very sat-
isfying when you come up with an idea and see
it succeed,” Mr. Dennis said. “That feels good.”Misconceptions: As a role that has roots in so-
cial-media audience management, many as-
sume it is primarily focused on that single chan-
nel, when it in fact also encompasses newslet-
ters, websites, applications, push notifications
and more.
“There’s definitely more to it than social
media,” Mr. Dennis said.SpecialtoTheGlobeandMailIwanttobeadirectorofaudience
development...whatwillmysalarybe?
JAREDLINDZONCOMPENSATION