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Meet our Modern Manager Panelists | John Bardawill

Join us on Wednesday, November 15th at 6:15pm to hear John and our panel of Modern Managers discuss their experience leading teams in constantly changing environments. RSVP here!

John Bardawill is the Managing Director of TMG International, where he helps clients translate marketing, customer experience and change initiatives into meaningful action across their organizations. He has also worked extensively with organizations around the world including Europe, Asia and Australia.

He’s the Chairperson of the Canadian Marketing Association’s Customer Experience Council, is on the Board of Directors of the Child Development Institute, loves the leafs and used to be in a rock band. Boom.

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Modern Managers learn by doing. And sometimes that means we get burned. I sat down with John to hear about a time he got burned, what he learned and how he avoids making the same mistake again.

How John Learned from the Burn 🔥

Tell me about a time you were burned in the past. As a consultant, you’re often relying on long chains of approval to bring your strategies and projects to life. And if any part of that chain is skipped during development, it can have far-reaching implications in the final hour. That’s what happened during my very first consulting assignment. The team and I were tasked with launching high speed internet for Rogers. One week before the launch, Ted Rogers himself decided he didn’t like the name we wanted to brand the product with. The work had all been done, and the brand name was plastered everywhere!  But the decision wasn’t exactly up for debate so we had to go back and make sure every single mention of the name was updated. 

What did you learn? I learned how important it is to manage the decision process proactively. If key decision makers aren’t brought in at the right times through a project lifecycle, it can totally throw off deadlines, priorities and most importantly, motivation.

How did this experience shape the way you handle situations like this as a manager? Things like this happen in consulting – and lots of project-based businesses. In situations like this I believe it’s important to get the whole team in one room to re-align to the new priorities and timelines. First give them time to vent; they need to get their frustration off their chest. Then, make a plan to get the work done and make sure everyone’s aligned before you leave the room. 

 

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