Articles, Articles, Portfolio

French felines make life-changing journey to Burlington

“It’s nice when rescues work together as a team for the sake of the animals,” says Marsha Locke, animal care supervisor.

The Burlington Humane Society (BHS) welcomed some new residents last week from two Quebec shelters.  Sadly, these kitties were scheduled to be euthanized, but BHS was able to bring them to Burlington for a second chance at a new life.

On Tuesday November 13th, four cats from Quebec arrived via a “freedom drive.”  What is a freedom drive, you ask?  Well, it’s a pretty amazing example of what a community can do when it works together.  Eight volunteer drivers each took a portion of the eight- hour drive from Quebec to Burlington to meet up with the next driver, take the four cats into their car and drive an hour to meet the next driver in the chain.  That’s teamwork!

Three adorable kittens and one adult cat are now learning to speak English at BHS.  Just kidding!  They’re being checked out by a vet, so they can be ready for adoption and begin their new lives.

On Thursday November 15th, nine cats and kittens made an extraordinary journey from two overcrowded animal shelters in Quebec, to the Burlington Humane Society.  The first snowstorm of the season severely impacted their arrival.  What should have been an eight- hour drive, ended up taking 18 hours!  “They started their journey at midnight and should have been here at 10am,” said Doug Shirton, executive director of BHS.

The cat’s steadfast escort packed the van with 60 cats and kittens destined for rescue operations like Burlington Humane between Quebec and Toronto.  He made stops along the way dropping off cats in Belleville, Kingston, etc. until his journey brought him to Burlington.   The volunteer driver navigated the snowy 401 with his fearless kitties in their carriers until he could drop all of them off at their new rescue homes.  No matter how long it took, he didn’t quit.

Nine kitties arrived at BHS at 5:30pm, during the worst of the storm.  It was the driver’s second last stop.  He still had one cat with a broken leg who needed to go to a vet in Toronto by 7pm and he really wanted to get her there before they closed for the night.   Marsha insisted BHS keep the cat overnight, so the driver could get some rest and finish his last leg of the journey the next day.

Surprisingly, all of the cats have wonderful temperaments considering their long journey.  They were not able to eat or drink in their carriers, so they were really hungry when they arrived at BHS.  Now that they have arrived safely, they will never be hungry or thirsty again.

“They did come in with upper respiratory infections because stress can induce that in cats.  Some have eye infections, coughing and sneezing, so they’re being isolated in a separate room until they feel better,” said Marsha.

Once the kitties are over their colds and fully checked out by the vet, they will be ready for adoption.  These cats have been through a lot but despite it, they are all in good spirits and will make loving pets for some very lucky families.

Rescuing cats from Quebec on the euthanasia list is not something BHS has ever done before, but it wanted to try and help some of the pounds there make room.  In Quebec, not all shelters are no-kill shelters.  Rescue operations in Ontario, like BHS, are notified of available cats and they can “pull” them from the euthanasia list.  Marsha has contacts with some Quebec animal charities, so that’s how BHS was able to take in 13 cats.

But what do we do about all of the other cats that need to be taken off the “list?”.  Unfortunately, that’s a bigger problem outside of the scope of BHS.  In the meantime, it will keep trying to help in any way it can to save more lives like the Quebec kitties who arrived last week.

Articles, Articles, Portfolio

Final Paper for Ryerson PR Program

adventure backlit dawn dusk
Photo by Pixabay on Pexels.com

EXHIBITING CORPORATE VALUES BRINGS SUCCESS

HEATHER BODAJLA

Certificate in Public Relations

Submitted in partial fulfilment of the requirements of the course

CDPR 107

Public Relations Project

Continuing Education Division

Ryerson University

Toronto, Ontario

July 2018

 

Table of Contents

Abstract 3

EXHIBITING CORPORATE VALUES BRINGS SUCCESS. 4

Understanding Organizational Direction and Purpose 4

Stakeholders 7

Culture and Internal Communication. 9

Reputation. 12

Conclusion. 14

References 15

 

Abstract

This article discusses the relationship between companies that live corporate missions, visions and values and how it relates to company financial success.  Success is defined as being profitable.  I also think success is in the awareness a company is able to generate from living its values.  From my research, I discovered that companies that live its mission, vision and values are successful.  Several companies were studied, and will be referred to in this article, such as Patagonia, Clif Bar, Toms, Life Is Good and Kind.

Keywords:  values, corporate social responsibility, leadership, communication, purpose, trust, authenticity, reputation

EXHIBITING CORPORATE VALUES BRINGS SUCCESS

Companies that live the corporate mission, vision and values become successful not only on the balance sheet, but in doing something good for the world.  If the mission is the reason for being, then the purpose of the mission, is the reason beyond profit.  Many companies, such as Patagonia, Clif Bar and Toms, live and communicate strong corporate values to employees to ensure buy in for the mission.  But it doesn’t stop there.  Communicating the values to the consumers, community and shareholders in order to gain their buy in leads to profitability.  Successful values-based companies need to reach their employees in part, through strong internal communication.  As public relations practitioners, we use a combination of culture, leadership, trust and authenticity to do this.  Finally, a values-based company needs a solid reputation in order to be successful.

Understanding Organizational Direction and Purpose

For many organizations, there is more to just having a mission, vision and values up on the wall or on the company website.  Nowadays, companies are expected to walk the walk and talk the talk, so to speak.  To truly make an impact, communication needs to come from, and be demonstrated by the CEO and leadership.  There must be clarity around the mission, vision and values (Levin, 2017).  This will ensure employees understand organizational direction and purpose.  It will also ensure they understand the big picture and their role within it.  Reinforcement of values every day is another way to ensure alignment (Levin, 2017).  As communicators, we need to ensure employees understand company values and influence them to embrace them (Bendeler, 2018).  We can do this across many levels with town halls, all hands meetings, newsletters, the company website, posters and by telling stories (Bendeler, 2018).  Gary Erickson, the founder of Clif Bar, implemented weekly all company meetings to talk about the news and how it relates to the current business (Erickson & Lorentzen, 2004).  He tells stories about his adventures and how they relate to the path of the company, he will call a customer to thank them for their business and he always ends a meeting by reading a customer letter (Erickson & Lorentzen, 2004).  These accomplishments confirm the work Clif employees do has tied back to the company aspirations.  It also reinforces where employees fit into the big picture, so they understand how their jobs tie back to company goals.  When organizations talk about culture, they’re really talking about purpose and values (Fridman, 2017).  Rather than simply talking about them, good leaders live them.  Patagonia’s mission statement is to “build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis” (www.patagonia.com).  Patagonia founder Yvon Chouinard created innovative rock- climbing tools unlike the others in the market at the time.  These tools were environmentally friendly to the rock walls and lasted much longer.  This example demonstrates Chouinard’s commitment to the environment and his mission.  Good leaders take care of their people.  A great example of a caring culture comes from Patagonia.  When Yvon Chouinard’s wife discovered new mothers were coming back to work too quickly after having their babies, she not only convinced her husband to offer a paid two- month maternity leave, she also established an onsite daycare (Chouinard, 2002).  Because it was subsidized for employees, they felt better when they came back to work knowing that their children were taken care of during the day.  Successful organizations recognize employees for behaviour that is in line with company values.  Toms take employees on giving trips where they assist non-profit partners and see corporate giving in action (Mycoskie, 2005).  Life Is Good has an Optimist of the Year employee recognition award.  The founders give it to an employee who embodies the superpowers of Life is Good (www.lifeisgood.com).  When I spoke with Jill Page from Ronald McDonald House in Hamilton, she also told me they recognize volunteers bi-annually and during Volunteer Week (H. Bodajla, personal communication, July 25, 2018).  It is important to distinguish and acknowledge the behaviour you want to promote within the company, because it inspires others and their behaviours.

Companies need to maintain an open communication structure (Brigham and Linssen, 2010).  Information has to flow up and down quickly.  This is important in crisis situations when immediate action is required.  It also empowers employees to know that they have an open line of communication straight to the top if they need it.  As communicators, we can ask employees what’s important to them and let them help identify the company values (Fiske, 2011).  We can also tell stories about employees bringing the mission and vision to life (Holtz, 2017).  People like hearing stories about other people.  These stories will influence others to adopt the same behaviours.  It is important to share the metrics on the impact of the purpose (Vesty, 2017).  For example, Toms measures what percentage of customers are more socially conscious because of the company (Vesty, 2017).  They also do an employee engagement survey to make sure the values are still important to everyone in the company (Vesty, 2017).  Lastly, internal and external messaging needs to be aligned and transparent (Levin, 2017).  The messages going from the company to the public should be the same messages employees are experiencing inside the company.  For instance, Facebook, Linked In and the company website should reflect the internal messages about the values (Levin, 2017).  At Kind, founder Daniel Lubetzky fosters transparency internally and externally with his leadership style.  He says his customers, team members and trade partners appreciate it (Lubetzky, 2015).

Stakeholders

Let’s explore the impact a values-based culture has on its employees, customers, community and shareholders. “When they are deeply authentic, and prominently displayed, good vision statements can even help orient customers, suppliers, and other stakeholders,” (Holtz, Coleman, 2017).  The purpose, or mission, often guides every decision an employee makes (Holtz, Coleman, 2017).  Or, at least, we hope it will.  In the examples I looked at, I found many cases of employees guided by company values.  Shel Holtz talks about Loqules, a company that offers its employees ways to have fun that are also giving back (Holtz, 2018).  Employees can go surfing with a professional or choose to share the experience along with a non-profit.  This way, they both share in the fun.  Companies with strong values will attract employees with similar values.  Sometimes, they will even take a lower salary (Holtz, 2018).  Patagonia considers potential employees who are outdoorsy and care about the environment even if they don’t have the strongest hard skills for the job.  Its argument is, those skills can be taught.  The passion can’t be.  Increasingly, we hear that millennials want to work for a company that makes a difference.  I don’t think this sentiment is any different from other generations’.  Patagonia was founded in 1973 by like-minded people who all had a love of the outdoors and wanted to do good things for the environment.  This isn’t any different than today’s millennial views.  Some interesting recent research from Weber Shadwick found that 51% of millennials will buy from a company with a CEO who is a strong activist and represents their views (Gazdik, 2017).  The results also said future generations will pay more attention to how companies communicate their values because it will influence where they choose to work and spend their money (Gazdik, 2017).  Millenials are the future workforce, so it is important for today’s companies to appeal to their needs and beliefs.  Customers also have the same feelings, including millennial customers.  They have strong beliefs and want to support values-based companies that share their principles (Holtz, 2018).  Simon Sinek does a great job explaining why consumers buy.  He says people buy the “why, not the what.”  Brands need to communicate why they created something, or why you need it.  People don’t care what it is.  If they believe your reason why, and it aligns with why they need it, they will come on board with you.  Sinek believes the goal is to do business with people who believe what you believe (Sinek, 2009).  For Toms, community is customers and future customers.  The company and the community care about the same values.  They engage customers with their message when they send out emails.  The emails aren’t used to simply sell more shoes, they include stories about Toms’ movement and giving back.  They also use social media to engage customers as influencers to spread the good word.  Toms’ communication encourages member to member and peer to peer conversations.  Toms’ customers share the same beliefs, so they buy Toms’ products and support the movement.  Companies such as Patagonia, have come out to take a stand on social and political issues (Holtz, 2018).  When President Trump announced he would reduce the size of Bears Ears National Park by 85 per cent, Patagonia took a stand and changed their website landing page to all black with a message that said, “The President stole your land.”  Not only that, but the company is taking the government to court over it.  Yvon Chouinard and Patagonia have declared their values and will go to great lengths to protect the sacred land.  On a smaller scale, Life Is Good engages its community by asking it to co-write the story.  Essentially, the community is an influencer.  The community is encouraged to share stories of optimism on the website and on social media.  Last but not least, shareholders are impacted by companies that live its values because their stocks go up and the company becomes more valuable.  One study showed that meaningful brands perform 200 per cent better than stock average indexes (Holtz, 2018).  Some investors only want to invest in values-based companies.  It is called values-based investing or social impact investing (Holtz, 2018).   For consumers, if the future of business is to align themselves with purpose-driven companies, and for employees to do the same, then shareholders must get on board too.  Social consciousness will affect everyone’s decisions.

Culture and Internal Communication

Successful values-based companies reach their employees through strong internal communication employing a combination of leadership, culture, trust and authenticity.  Having a common direction creates alignment in the company and avoids chaos.  When everyone knows the values, they are all on the same page and headed in the same direction to achieve the goals.  In my research, I noticed that many of these values-based companies really care about everyone, and everything around them.  The companies are focused on creating a great work environment, so people are happy about being there, and inspired to do great work.  At Patagonia, the culture sees work as play (www.patagonia.com).  Flexible working hours allow for a run at lunch, or surfing at 2:00 p.m. when the waves are crashing (Chouinard, 2006).  There are also many opportunities for volunteering on company time.  Patagonia, Toms, Clif and Life is Good all have robust employee volunteer programs where everyone is encouraged to participate.  The “Clif Corps” managed to accumulate 100,000 hours of community service over the course of a few years (www.clifbar.com).  Now it sets yearly goals and tracks to them.  Clif’s goal is to give back locally and globally, so it encourages employees to volunteer during company work hours.  The camaraderie during office hours has extended to outside the office.  At Patagonia, employees gather on evenings and weekends to hang out, work out and travel together.  This brings everyone closer together to stay in alignment towards achieving company goals.  All of the leaders I studied had an entrepreneurial spirit in common.  They started their companies as scrappy, young businesses-people and still had that mindset even as the company started to grow.  I would say being entrepreneurial is an unofficial value.  It translates to empowering employees to make decisions for the good of the company and its stakeholders.  Clif Bar has an employee-ownership program of the company, similar to stock options, and employees are encouraged to make decisions that best serve the company (www.clifbar.com).  At Toms, founder Blake Mycoskie says ideas don’t need to come from the top anymore (Mycoskie, 2011).  They can come from anywhere.  Daniel Lubetzky, founder of Kind, tells his team that every moment means something (Lubetzky, 2015).  This entrepreneurial culture demonstrates that every sale, product and customer mean something, no matter how big or small (Lubetzky, 2015).  Another characteristic these companies have in common is the leaders are future-focused.  Whether it’s expanding the headquarters to accommodate a growing workforce, expanding the business in new directions or simply product planning, values-based leaders look to the future.  Toms is known for its “one for one” model.  Basically, when you buy a pair of Toms, a pair is given to someone in need.  The model has expanded to glasses, bags and coffee.  The product offering is growing the business, and the charitable giving is growing along with it.  Patagonia spun off their business to create a new arm of e-commerce, dubbed “re-commerce,” for customers who want to trade in their old apparel for a discount on new apparel, or they can shop the used product.  This is a great example of future thinking, as well as living values.  With an eye on customer needs, Patagonia created a vehicle for consumers who wanted to buy the product, but found the price point too high.  This way, they can still have some Patagonia that fits with their budget and do something good for the planet.  Last but not least, leaders who are approachable and visible are important to internal communication and culture.  At Clif Bar, Gary Erickson believes in David Packer’s philosophy of management by walking around (Erickson & Lorentzen, 2004).  He and his leadership team walk around the office to be visible and talk to people all day.  He also puts himself and leadership in front of the company during weekly all-company meetings.  It keeps lines of communication open and encourages transparency and trust.  At Clif, there was a time when Erickson discovered employees were doubting how the product was made (Erickson & Lorentzen, 2004).  There was no trust in the food they were selling.  He needed to be more transparent with regard to the baking process, so he invited people to be part of it.  He arranged tours of the factory and process for employees, customers and brokers (Erickson & Lorentzen, 2004).  It helped build trust again across all levels of the company and within processes.  Daniel Lubetzky of Kind learned about trust in a big sales meeting one day.  He was invited by the team to come in for a big pitch, thinking that he would be leading the session.  However, once they started, he realized they had it all under control.  The team pulled it off and did an amazing job because Lubetzky trusted them to lead.  As leaders and employees, no one wants to make a mistake, but if you do, you must admit to it and own up to it.  It will secure trust from your employees.  That’s what Black Mycoskie did at one of his first trade shows.  Toms was appearing at an Airstream trade show and Blake developed an Airstream shoe that he thought the customers would love.  So, he made 800 pairs and brought them to the show.  He only sold five pairs.  He assumed the Airstream customers would love the shoe as much as he did, but if he had done his homework, he would have known that the Airstream customers were older and used to wearing orthopedic shoes, not the minimalist Toms style.  He admitted his mistake to his team, learned a lesson and they moved on from it.  This is also a great example of authenticity.  Blake showed his authentic self in this situation.  He was humble and admitted his mistake.  He only wanted what was best for his customer.  For leaders like Blake, Gary, Daniel and Yvon, every day is spent working on fulfilling the mission.  The companies were started to do good, so it makes sense that a values-based company would spend its days like this.  Patagonia strives to help the environment and save protected lands, Toms wants to get shoes on feet that don’t have any and Clif wants to feed people.  The founders’ passions led them to create values-based companies and they continue to run them this way.  Just because these companies make money and profit, doesn’t mean they aren’t authentic.  As Blake Mycoskie says, don’t hide your intentions (Mycoskie, 2011).  Patagonia makes millions, but they also give away 1% of all sales to support grass roots activists around the world (www.patagonia.com).  They have even become a Benefit Corporation.  A Benefit Corporation is legally required to have a corporate purpose to create a positive impact on society and the environment, and it has to care about its workers, community and environment above shareholders (www.patagonia.com).  It also has to publicly report annually on its social and environmental performance (www.patagonia.com).  This transparency of culture and values is now a legal requirement of Patagonia.  How exciting for the future of values-led businesses.  It is very clear to every stakeholder, what Patagonia stands for and supports.

Reputation

A values-based company with a solid reputation will be successful in the eyes of its stakeholders.  To build a good reputation, companies should look to examples set by Patagonia, Toms, Clif Bar, Life is Good and Kind.  These companies have increased profits and made a difference in the world.  Companies should think about reputation all the time (Olenski, 2016).  If something bad happens, it will be ready for it and not have to react (Olenski, 2016).  It is important to build up goodwill for your reputation and manage it like a bank (Young, 2018).  Heath Applebaum calls it a “reservoir of trust” (Applebaum, 2017) that we need to build relationships with stakeholders and communicate authentically with them (Young, 2018).  We can be more resilient when trouble happens (Applebaum, 2017).  It is important to be proactive and have a strategy in place.  It is also important to listen to stakeholders.  As communicators, we need to know what people are saying about our organizations online.  If we are following their comments and conversations, we can nip a problem in the bud with our strategy before the problem gets too big.  It is also important to build a network of supporters.  Encourage happy customers and employees to talk about great experiences online.  Successful reputations are about telling stories involving happy customers (Applebaum, 2017).  I saw this on many occasions on websites for Clif, Life is Good and Toms.  Life is Good encourage customers to tell their stories of optimism.  It encourages community engagement and peer-to-peer communication.  It has essentially created influencers who will spread the good word of Life is Good.  Clif Bar has an area of its website dedicated to its volunteer work and the impact on the community and employees.  Employees share their great experiences, inspiring Clif’s customers to do the same.  Every volunteer hour is putting credibility in Clif’s trust bank.  The company volunteering also builds trust through actions.  When consumers see Clif’s employees giving back to the community, they know how much they care about the company values.  This in turn, impacts consumer purchase decisions.  Consumers also make choices based on what they think of a company and their trust in it.  An effective way a company can build trust among stakeholders is to put leaders in the spotlight (Young, 2018).  Urge them to interact on social media.  It doesn’t need to be polished and perfect, but it needs to be authentic (Young, 2018).  Employees can also be empowered to communicate online (Schreiber, 2011).  Give some of them training to understand how to answer and interact on behalf of the company.  As communicators, we can give these employee spokespeople the messages and training, so they can advocate on behalf of the company.  Communication plays a role in shaping public perspective (Fombrun & Low, 2011).  The good a company is doing will make it that much easier.  An organization like Patagonia donates to charity and volunteers its time but also uses public relations to disseminate its messages.  When it has something meaningful to say, it contacts the press to talk about it (Chouinard, 2006).  Companies like Patagonia, Toms, Kind, Clif and Life is Good have great reputations that influence stakeholder support and ultimately lead to profits.

Conclusion

In conclusion, my research has found companies that live its values and communicate them to stakeholders, are successful.  When values are demonstrated by the CEO and leadership team, employees understand organizational direction and purpose.  I found that they hold the same values because they chose to work there.  Stakeholders such as customers, the community and shareholders also understand the purpose.  Today, many employees, customers and shareholders want to work for, buy from and invest in values-based companies because their beliefs align with the company’s beliefs.  They may seek out companies like this or hear about them from their network, but it is clear that more companies are becoming transparent about their values in response to the demand.  Internal communication is vital to building a culture of trust and alignment amongst employees who will then act as influencers to spread the message outside the company.  Finally, a values-based company’s reputation will attract great employees, customers and shareholders whose own values align with the company values.  Clif Bar says it may seek profit, but it is not the sole reason it exists (Erickson & Lorentzen, 2004) and that is the conclusion that I have also come to for all of the companies I have researched.  The people, and the greater good, come before profits.

References

Applebaum, H. (2017, May 2). 10 Ways to Proactively Manage Your Reputation. Retrieved July 25, 2018, from http://cw.iabc.com/2017/05/02/proactively-manage-reputation/

Bendeler, G. (2018, April 17). 5 reasons why purpose matters to employees. Retrieved July 24, 2018, from http://cw.iabc.com/2018/04/17/5-reasons-why-purpose-matters-to-employees/

Brigham, A. F., & Linssen, S. (2010, February 1). Your Brand Reputational Value Is Irreplaceable. Protect It! Retrieved July 20, 2018, from https://www.forbes.com/2010/02/01/brand-reputation-value-leadership-managing-ethisphere.html#6cf0abc73790

Chouinard, Y. (2006). Let My People Go Surfing: The Education of a Reluctant Businessman. New York, NY: Penguin Books.

Ellett, J. (2014, August 19). How Toms Creates Customers For Life. Retrieved July 24, 2018, from https://www.forbes.com/sites/johnellett/2014/08/19/how-toms-creates-customers-for-life/#702a084e28de

Erickson, G., & Lorentzen, L. (2004). Raising the Bar: Integrity and Passion in Life and Business. The Story of Clif Bar and Co.San Francisco, CA: Jossey-Bass.

Fiske, R. M. (2011, July 26). The Business of Communicating Values. Retrieved July 20, 2018, from https://hbr.org/2011/07/the-business-of-communicating

Fombrun, C. J., & Low, J. (2011, December). The Real Value of Reputation. Retrieved July 25, 2018, from https://www.iabc.com/wp-content/uploads/2014/10/The-Real-Value-of-Reputation.pdf

Fridman, A. (2017, September 14). How to Effectively Communicate Your Culture to an External Audience. Retrieved July 20, 2018, from https://blogs.oracle.com/smb/how-to-effectively-communicate-your-culture-to-an-external-audience

Gazdik, T. (2017, July 25). Millenials Favor Companies With Activist CEOs. Retrieved July 23, 2018, from https://www.mediapost.com/publications/article/304822/millennials-favor-companies-with-activist-ceos.html

Holtz, S. (2017, August 18). A new model for employee communication, Part 9: Vision/Mission. Retrieved July 23, 2018, from http://holtz.com/blog/internal/a-new-model-for-employee-communication-part-9-vision-mission/4798/

Holtz, S. (2018, March 6). The new era of organizational values. Retrieved July 20, 2018, from http://cw.iabc.com/2018/03/06/a-new-model-for-employee-communication-values/

Levin, M. (2017, May 31). 9 Ways to Reinforce and Live Your Company’s Core Values Every Day. Retrieved July 19, 2018, from https://www.inc.com/marissa-levin/9-ways-to-reinforce-and-live-your-companys-core-values-every-day.html

Lubetzky, D. (2015). Do the Kind Thing. New York, NY: Ballantine Books.

Mycoskie, B. (2011). Start Something That Matters. New York, NY: Spiegel & Grau.

Olenski, S. (2016, August 1). Why Brands Should Think Reputation Marketing, Not Reputation Management, To Win The Future. Retrieved July 25, 2018, from https://www.forbes.com/sites/steveolenski/2016/08/01/why-brands-should-think-reputation-marketing-not-reputation-management-to-win-the-future/#4dbc85a153fb

Schrieber, E. S. (2011, January 14). Reputation. Retrieved July 25, 2018, from https://instituteforpr.org/reputation/

Sinek, S. (2009, September). How Great Leaders Inspire Action. Retrieved July 23, 2018, from https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

Vesty, L. (2017, January 18). How Starbucks, Honest Co., and TOMS Have Made Purpose a Vital Part of Their Culture (and You Can Too). Retrieved July 23, 2018, from https://business.linkedin.com/talent-solutions/blog/company-culture/2017/how-starbucks-honest-co-and-toms-have-made-purpose-a-vital-part-of-their-culture-and-you-can-too

Young, T. (2018, February 6). How to Build Trust as a Competitive Advantage. Retrieved July 25, 2018, from http://cw.iabc.com/2018/02/06/how-to-build-trust-as-a-competitive-advantage/

 

 

 

 

 

 

 

 

 

 

 

 

 

Articles, Portfolio

The scoop on motorcycle licensing in Ontario

The goal was to re-write the jargon and confusing language from the website, into an easy to read brochure format.

dawn daylight environment fog
Photo by Agung Pandit Wiguna on Pexels.com

The scoop on motorcycle licensing in Ontario.

Want to ride a motorcycle on Ontario roads?  Here are some things you need. 

  • carry a valid M licence at all times
  • wear an approved helmet
  • have a valid owner’s permit, licence plate and insurance
  • obey traffic laws and drive safely

Woah, not so fast!  Before you hit the road, you need a licence.

To apply for a motorcycle licence in Ontario, you need to:

  • be at least 16 years old
  • pass an eye test
  • pass a written test about the rules of the road and traffic signs

After you pass your eye and written tests, you get an M1 licence. You are considered a beginner rider and need to practice riding and gain experience.  Make sure you know the conditions applicable to riding with your M1.  Refer to the website below for more information.

To graduate from M1 to M2, you’ll take a road test.  If you pass, you’ll get an M2 licence.  At this level, there are still conditions to follow, so refer to the website for more information.

Lastly, to complete full M licencing, you’ll take a final road test.  If you pass, you are fully licenced to drive a motorcycle anytime you want!

Next steps

Get your hands on the Official Motorcycle Handbook and study it.

Take any number of practice tests online to prepare for the written test.

Visit a DriveTest centre to apply for a licence and take the required tests.

Practice, practice, practice!  You’ll be feeling the wind on your face in no time!

For more information on motorcycle licencing in Ontario, please visit:

https://www.ontario.ca/page/get-motorcycle-licence

Articles, Articles, Portfolio

New Employee Profile

photo of man holding a book
Photo by bruce mars on Pexels.com

Welcome Jamie B to Express Marketing Group

Jamie will take on the newly created role of Communications Coordinator

By Heather Bodajla

New teammate alert!  We love welcoming talented, new-fangled humans to Express.

As a result of landing some exciting clients, the communications division is growing.

Please join me in welcoming Jamie B to the team.  Jamie is a recent graduate of Ryerson University’s public relations program, and he can’t wait to hit the ground running.  Jamie will work hand- in- hand with Heather Bodajla, manager of communications, to execute internal and external communications strategies.  He will also create kick-ass social media content that promotes our brand, culture and offerings.  In addition to these responsibilities, Jamie will support Express’s leaders in honing internal messages on strategy, organizational changes and employee recognition.

We knew Jamie would be perfect for the role when we discovered he can simplify complex topics and communicate them clearly.  As part of his undergraduate thesis at Waterloo University, Jamie created a website and designed games for young children to understand different types of cancer.  “I came up with the idea for the website after speaking with my thesis advisor who used games to teach the general public about science.  The idea intrigued me, so when I identified a gap in the curriculum at Bluewater District School Board, I decided to put this idea to use,” says Jamie.  We’re counting on his expertise to bring new ideas to the table to ensure the content we create is always clear, insightful and fun.

Jamie’s Bachelor of Knowledge Integration demonstrates his love of learning.  So does his love of Reddit!  It’s where he goes to figure out things he doesn’t understand.  His favourite article so far was learning what to do if you win the lottery (first step, hire a lawyer).  Some other things Jamie would love to learn are how cars and computers work.  In the future, he may be the one writing these articles for Reddit.

Originally from Kincardine, Jamie has been living in Toronto for just three- months so he hasn’t had the opportunity to attend a Leaf’s game yet.  He’s a die-hard fan, and hockey is his favourite sport.  He also loves playing guitar, hanging with his dog Phoebe and wants to learn Japanese one day.  His mom grew up in Japan and that connection has inspired Jamie to study the language for personal fulfilment.

Now that you have Jamie’s picture and know a little about him, make sure to introduce yourself when you see him in the halls.  Or if you have an extra ticket to a Leaf’s game, he’s your guy!