Anthony has ALS and needs a Chairlift … We need your help….



 “By giving people the power to share, we’re making the world more transparent.” ― Mark Zuckerberg


Anthony has ALS and his family are having to move this August into a rental home in Surrey British Columbia this home needs a “Chairlift”

we are asking for any support or assistance in providing this chairlift which will cost around $13,000 – $16,000 hundred dollars so we have started a go fund me page for Anthony and his family


To support Anthony please go to


Thank-you for your Support!



“On” Boarding Sales Talent

So many companies make the mistake believing that sales recruitment ends the moment a new sales rep commits to coming on-board.



The process of “On-boarding” is critical and, when done right, protects your hiring investment by getting your new sales talent preforming at his/her best.

90% of employees make their decision to stay with a company within their 1st year. Companies need to leverage on-boarding as a way to drive key business objectives such as, growth, engagement and retention.

Common Challenges

  • “No” plan or process
  • Logistical issues
  • No Orientation
  • No process checkpoints
  • No Follow-up

Onboarding Best Practices

✔ Implement the basics prior to the first day on the job. (83 % of Best in Class companies start on-boarding prior to day 1 by welcoming new hires warmly and tackling administrative matters in advance)

✔ Make the first day on the job special.

✔ Develop a written onboarding plan.

Key areas:

  • Company & Product- Service Knowledge,
  • Knowledge of the Sales Role:  Activities – Process – Resources
  • Customer – Buyer Knowledge
  • Tools and Systems related knowledge and capability

✔ Make onboarding participatory.

✔ Be sure your program is consistently implemented.

✔ Ensure that the program is monitored over time.

✔ Use technology to facilitate the process.

✔ Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational entry—to check in on employee progress.

✔ Engage stakeholders in planning.

✔ Include key stakeholder meetings as part of the program.

✔ Be crystal clear with new employees in terms of:

Objectives. • Timelines. • Roles. •   Responsibilities

 As businesses begin to grow their sales teams, there are a number of key steps they can take to help accelerate ramp-up times and reduce turnover. These include making sure their companies are sales ready, hiring sales people who fit their success profile, developing a comprehensive training program, providing ongoing sales coaching, assigning well-matched mentors, and measuring and monitoring sales activity levels. By creating this framework, business owners can confidently scale their sales organizations and more rapidly realize a return on their investment.

Compensation Plan

As we begin 2015, many companies will consider de-designing or creating a new sales compensation plan. It can be the most important sales management undertaking at the start of the New Year.

The best plans serve as strong motivation for your sales team and assist you with recruiting top producers, which ultimately will boost your bottom line.

Of course, writing a compensation plan is a specialized skill. If you have the expertise, go for it. If not, consider hiring a compensation specialist to work with you and offer suggestions that are tailored to your small business.

 Consider these tips to help you get started:

 1. Reward Top Producers

Superstars like to be remembered. Design a plan that recognizes top performance in sales over and above the average. As an example, let’s say your sales staff has a sales quota of $100,000 per month and they are paid a commission of 5 percent per dollar. Most of your reps sell between $103,000 and $110,000 monthly, but your strongest sales rep routinely brings in more than $170,000 a month. Then, you may want to consider paying 7 percent commission on sales revenue between $101,000 and $150,000 and go a little higher – say 10 percent — for sales above $150,001.

 The tiered plan will entice a money-motivated superstar to sell more — month after month.

The difference in income is as follows:


5 percent commission
Sales   Commission
$170,000 5% $8,500
Tiered compensation plan
Sales   Commission
$100,000 5% $ 5,000
$ 50,000 7% $ 3,500
$ 20,000 10% $ 2,000
$170,000   $10,500

  2. Make Room for Sales Contests

Generally one to three percent of the amount available for sales commissions or bonuses should be set aside for contests. When a sales rep wins an iPad or Hockey tickets they feel good about themselves, their profession and the business they work for. In my experience, sales representatives typically enjoy longer tenures with companies that sponsor regular sales contests.

 3. Don’t operate independently

 Once the elements of your new plan are in place, get some feedback from your support network other business owners who have experience managing a sales staff. They can point out inconsistencies, inequalities or mistakes in your compensation plan. You also want to seek feedback from your sales staff; ask them what changes they would make. You may be surprised at the interesting and fair-minded suggestions that reps will share with you.

  After you received all feedback, make the tweaks and finalize the plan as quickly as possible. You don’t want sales reps holding off on closing deals because they’re waiting for the plan to take effect. Once the compensation plan is official, you’ll be sending out your sales reps on a clear path for success. Your entire organization will thank you.




Talent Whispers – Who has the “Right Stuff” and who doesn’t


We are all looking for that “perfect hire”  here are some  ideas’s that can assist you along the way…..

  • Look for the hidden virtues.

One of the most overlooked strengths today can be expressed in one word “Resilience”


  • Find your unlikely stars by noticing what others don’t see.

The best in any filed are constantly learning something new about their subjects.

Prepare a list of questions that tell you more there experience and aptitude.

  1.  What kinds of sacrifices have you had to make to be successful?
  2.  What is the most fun you have ever had winning a customer over?
  3.  Tell me about a sale that went wrong. What did you attribute it to?
  4. Which parts of your job excite you? Which parts bore you?
  5.  What have you done in the past 30 days to deepen relationships with key accounts?
  6.  Telling me about a time when you took action without explicit permission
  • Push your best candidates to grow even stronger.

Motivation revels itself as the selection process plays out. Never hire after one interview it takes several …

Strong recruiters  thrive on analysing  the middle of the pile- even if there is just one overlooked “Winner” in each stack of 50 “maybes” they find him or her. They widen the talent pool and never lower their standard. In their hands, the jagged resumes are not so hard to decode after all -

Here are some of their most powerful methods:

  • Compromise on experience; don’t compromise on character.

Be willing too embrace unconventional views of what skills are truly needed in each specific field.

  • Your own career is a template; use it.

 The best insights into candidate’s potential come from leaders whose own life experiences speak to the traits they are seeking.

  • Rely on auditions to see why people achieve the results they do.
When you watch a candidate in action you are not watching for a flash of brilliance you are hunting for dozens of clues that show how and why someone succeeds.
The use of  profiling tools  can assist  in discovering more about the candidates behaviour and  success factors that tie into the position if you would like to learn more about our profiling tools head to our web-site at  to learn more.




Four Screening Questions to ask…

I am always interest in  finding screening questions that can assist with the “WHO” do l want to interview. Our postings always drive interest and the key is to learn ways to weed out the resumes that do not fit.In our company we have developed several quicksteps to identify initially who might be of interest before we dive into a phone interview- profiling and then face to face time with a candidate.

The following our four great questions for a first over the phone interview to determine if he/she qualify to move to a second step among other clues such as how they presented them self on paper.  Attract Attention   Build Interest  and Create Action  if you are not doing that with your resume trust me… l will not see who you are! Thought l would just fire that in this article fore those of you out there looking.

Getting back to these four Questions;

1)What are your career goals? – Give the candidate the 1st word rather than telling the person about the company, Talent people know what they want to do and are not afraid to tell you about it.

2)What are you really good at professionally? – Make sure the candidate gives you at least 8 – 12 positives so you can build a complete picture of their professional aptitude.

3)What are you not good at or not interested in doing professionally?  If the candidate comes up woefully short, if the weakness are all strengths in disguise or if you hear deal breakers relative to what you need then screen the candidate out.

4)Who were your last (3) bosses and how will they each rate your performance on a 1-10 scale when we talk to them? – Notice the language used “When”. Candidates will be thinking “l’d better be honest”

After a candidate answers one of the primary questions get curious about the answer with “what,’ ‘how or tell me more’

Sample: What do you mean?- What did that look like?- What happened?-What is a good example of that?- What was your role? – Probe, Probe, Probe.

Hopefully the above will give you at start to uncover the “WHO’ you may want to entertain into a interview.




Happy Canada Day!

In a world darkened by ethnic conflicts that tear nations apart, Canada stands as a model of how people of different cultures can live and work together in peace, prosperity, and mutual respect.
Bill Clinton

Whether we live together in confidence and cohesion; with more faith and pride in ourselves and less self-doubt and hesitation; strong in the conviction that the destiny of Canada is to unite, not divide; sharing in cooperation, not in separation or in conflict; respecting our past and welcoming our future.
Lester B. Pearson

We shall be Canadians first, foremost, and always, and our policies will be decided in Canada and not dictated by any other country.
John G. Diefenbaker

We peer so suspiciously at each other that we cannot see that we Canadians are standing on the mountaintop of human wealth, freedom and privilege.
Pierre Trudeau

There are no limits to the majestic future which lies before the mighty expanse of Canada with its virile, aspiring, cultured, and generous-hearted people.
Winston Churchill

So you want to get hired?

Ten critical behaviors necessary to land a Top Sales Role

Evidence suggests your personality and behavior play a critical role in determining your ability to perform at the top.  To persuade, convince, or direct others is in its truest sense SELLING…I would also say that everyone has the innate ability to sell. To become a SALES STAR however is much more than that.

Let’s look at some behaviors and qualities that determine high performance;

1)     Modesty – successful sales people are not pushy or egotistical top sales people have a high degree of modesty and humidity.

2)     Conscientiousness – top Sales people have a high level of conscientious behavior, a strong sense of duty and responsibility and reliability. Taking their sales positions very seriously and accountable for results.

3)     Achievement  Centered –Top performers are fixated on achieving goals and continual measure performance

4)     Inquisitive – We can describe this behavior as a natural curiosity and thirst for knowledge top sales performers are coachable and love to learn!

5)     Dominance – The ability to gain the willing obedience of customers such a recommendations and advice are followed. Overly friendly sales people are too close to their customers to provide this resource.

6)     Urgency - Top Sales performers have a strong sense of urgency. They are action orientated and strategic thinkers.

7)     Competitiveness – Determined attitude; a high percentage of top sales performers’ played organized sports in high school. There seems to be a connection between sports and sales success as top performers are able to handle emotional disappointments’, bounce back from losses, and mentally prepare them-self’s for the next opportunity to win.

8)     Persistent - Obstacles are always present’ but it’s what you do when faced with barriers that will determine your success. Top Sales performers always look for new solutions and are tenacious ( They refuse to give up)

9)    Great Listeners – “Telling is not selling” Top sales performers know that clients will tell them everything the need to know if given the right opportunity. They know that “Silence is Golden”

10)  Independent and Focused – Successful sales people are self-starters – who can take personal initiative by identifying what needs to be done and they do not depend on the sales manager for direction and guidance they just go out and preform!

There are certain attributes listed here that Top Sales performers must possess in order to succeed. Most of the attributes are the very same attributes that are shared by all successful people across many endeavors. With these attributes, you are certain to succeed in sales. Without them, selling well is difficult (and without a few of them, impossible).


Costly Hiring Mistakes

A single bad hire can cost between $60,000 and $120,000–that’s not exactly the way you want to spend precious dollars in a difficult market … l am sure some of you reading this have experience  this pain.

Business owners are facing a down economy in which scores of job seekers clamber over each other in order to land scarce positions. The influx of new candidates into the marketplace makes it even more difficult for executives and hiring managers to find the perfect people for open, high-impact positions.


So how do you avoid the wrong hire?

Here are 4 strategies to review….

1.     Don’t settle. Almost every tip I’ve provided works in both a good and lousy economy. But let’s be honest: When the good times roll, it’s easier to find someone and say “good enough.” But in a down economy, you should never do this. Take the time you need to find the right candidate, either active or passive, and make the right hire.

2.     Look for repeated patterns of success. Don’t just look for tactical job responsibilities and skills–find the applicants who have repeatedly made a mark and exceeded expectations, time and time again. Drill down in the interview to ask those questions; find out how they measure their own success and whether their employment history tells a story of a superstar.

3.     Define the requirements carefully. This sounds ridiculously easy, but it’s amazing how many business owners will embark on a search without determining exactly whom they want to hire. It’s important to detail the specific job requirements and desired personal characteristics, creating a “position bench-mark” that can be used in screenings and interviews to determine if a candidate can fulfill the requirements of the job. Needless to say, it’s also critical to determine if the candidate will be a cultural fit as well. 

4.     Find a recruiting platform that allows for pre-screening. When you do need to wade through resumes, use a recruiting system with pre-screening questions and candidate rating capabilities. This allows you to focus on the exact capabilities you need and only review the candidates who have passed the initial screening, saving yourself massive amounts of time. Behavioral Profiles work! We use the DISC method which provides us with the confidence to provide a full year guarantee on our candidates.

 There’s no question this is a great time to hire people. But don’t make the mistake of thinking it’ll be easier. The exceptional hires are out there, but just as in the old days, you may need to do some detective work and actively seek out the people who will make your company great.

The Leadership Difference

“Your most precious possession is not your financial assets.  Your most precious possession is the people you have working there, and what they carry around in their heads, and their ability to work together,”

Robert Reich (b.1946), economist and politician


How much of your time as a leader is spent refereeing relationships at work. You know what we’re talking about. There’s the person always stirring the chili and working office politics, the prima Dona who demands special care, the eager beaver who’s into everybody’s business but his own and of course the lawsuit waiting to happen that you want to fire but are afraid to. If you could find a way to not only end the negative interaction of your staff but actually get them to open up and cooperate with each other and sincerely care about their work mates, how much more productive would the organization be? Training in improving employment relationships may just be the answer.

1. The role of a relationships trainer

While there are certain common characteristics in every relationship the dynamics between two people much less an entire staff will vary greatly. The role of the trainer is to first observe the relationships, understand them and then facilitate transformation into a more cooperative and inclusive culture. This process is a top down operation and the success depends on leadership’s ability to understand their personal relationships.

2. Understand yourself first

Believe it or not but how you relate to colleagues at work is based largely on what you learned as a kid growing up. The relationships you learned from your family regarding authority, territory, cooperation, reward and punishment are the foundation for the relationships you have as an adult. So at the heart of it, managers tend to have the same relationship with their employees as a parent does with his or her children and this can stifle creativity and encourage resentment of authority (you). Understanding and identifying these relationship traits in yourself is the first step in creating a more productive working environment for all.

3. Knock down the silos

Effective training in employment relations will encourage employees to become less territorial and more cooperative. The “job” will become the success of the organization rather than accomplishing the tasks of their individual “silos” where currently they resent any intrusion even if the intrusion improves the task.

4. Encourage collaborative effort

The old saying two heads are better than one is often correct. However if both those heads are vying for recognition and reward any benefit that they might have had working together disappears. Encouraging and rewarding collaborative effort is an important part of developing a more productive work force.

 5. Encourage creativity

Allow your employees to challenge the status quo. Encourage people to look at processes and challenges with new eyes and develop new creative solutions. Don’t confine them to solving issues only in their immediate area of responsibility, allow them to tackle the issues raised in other functions as a result of interacting with their work product.

6. Strive to be one person

Most of us believe we have two lives, a work life and a home life. As a result, we often take on different personalities and relationship standards based on where we are. A manager/leader can be a loving, caring spouse and parent at home but feels he or she has to take a different relationship stance at work. Think about it for a minute. As a spouse you’re a partner and as a parent you’re a leader. Why would you change your style simply because you are at work? Try to be the one person that you really are.

 7. The end game – increase the bottom line

Don’t confuse all the items in this list as just exercises in feeling good about yourself and your employees. The whole purpose of improving relationships at work is to improve the overall productivity which in turn drives profits to the bottom line. If implemented correctly, you will inject a new enthusiasm, a new energy and a new willingness to succeed on the part of your staff. Less time will be spent “dealing” with relationships and more time will be spent accomplishing a common goal.

Employee relations can make or break an organization depending on how management perceives them. Training in understanding relationships in the workplace can have an amazingly positive effect on both profitability and sustainability.


For the Love of Staff

Offering employee benefits provides many paybacks to your business. Number one is staff retention. An attractive employee benefit package will help recruit good employees and retain them as well. In addition, staff retention helps reduced turnover.

8 Uncommon Employee Benefits

Employee benefits will have different levels of value depending on staff age, sex, and other factors. Talk to your staff to determine which benefits are most rewarding.


1. Direct Deposit: Provide your staff with the option of having their checks directly deposited into their bank account at any bank or credit union that is a member of the Automated Clearing House (ACH). Direct deposit will save time and clear the funds faster.

2. Wellness Program: With the rising costs of health care, both employers and employees can take responsibility for the health system by participating in a wellness plan. Any form of fitness programs, smoking cessation, and stress reduction can improve employee absenteeism and overall productivity.

3. Company Discounts: An overlooked employee benefit to staff is the chance to buy company products or services at discount. Even if it’s only one major item or an employee purchase day, your staff will appreciate this benefit.

4. Parking Privileges: Depending on employee commuting needs, parking privileges can cover payment of a monthly city transit pass or paying an amount of pre-tax payroll dollars for vehicle parking.

5. Business Cards & Title: Business cards with an employees name and title will offer an emotional appeal to staff. It may seem trivial, but your staff will enjoy the level of professionalism and pride that comes from having a business card.

6. Computer Loan Interest Free: Many employees will value the ability to buy a computer interest-free. Determine a limit of the dollar value of the computer on the plan. Set up an automatic payroll deduction. Make sure a formal agreement is signed in case the employee leaves the company.

7. Community Hours: Offer your employees a limit of regular pay hours in community service time. If a staff member wants to be involved in a volunteer event, have the company pick up the tab. You will win the hearts of the staff and community.

8. Education Plan: There is no doubt today’s work force requires lifelong learning to keep pace with the changing demands of employment. Your small company may not be able to pay the tuition costs of an MBA program but some community college course reimbursement is affordable.

In developing your employee benefits program, compare your benefit package to competitors and solicit staff feedback. The best benefits are the ones desired by the workforce and are competitive in the marketplace.