Message from the President & CEO
I’m reading a book called Mindset, The New Psychology of Success, by Carol S. Dweck, Ph.D. It is not a new book, however in reading it I believe it is almost more relevant now than when first published in 2006. Dweck, a psychology professor and leading researcher in the field of motivation takes the reader through an extensive series of studies and research on why some people succeed and others don’t. To her, it is about mindset and there are two kinds – a fixed mindset and a growth mindset
People with a fixed mindset believe their cognitive abilities are pre-determined; their Intelligence Quotient (I.Q.) is set. If this is true, then why bother trying harder? Why take on challenges? Why not just do whatever comes easiest? 

People with a growth mindset believe they can increase their I.Q. They can surpass the “label” bestowed upon them. They do this by pushing forward through difficult tasks, increasing the level of effort they put into something and they are open to continuous learning. 

You can change your brain. You can choose to move from a fixed mindset to a growth mindset. You have to be willing to change. 

Scroll down further to read Carrie’s article on Change Management. Challenge yourself to move from status quo to commitment on the change curve. 

But before you do that, choose to spend 7 minutes watching this YouTube Video. Then send me an email to let me know what you thought of it (  

Audie McCarthy
President & CEO
What You Tell Us. Your Testimonial Stands Out!
"MCE provides an excellent program. The high quality of customized materials and professional facilitation made learning both informative and enjoyable. I look forward to opportunities to continue advancing my Leadership in the future."

~ David Saunders, Manager of Development Engineering, Oro-Medonte
MCE is pleased to welcome Aisha Zafar as our new Instructional Designer.

She has 10 years of experience in the field of curriculum design, educational research, teaching and facilitation. Her past accomplishments and current work in the curriculum field can attest to her passion and commitment to education.

Read more about Aisha by clicking HERE.
MCE is pleased to welcome Jason Nguyen as our new Business Development Officer, Special Projects.

Jason attended Ryerson University for 2 years of Mechanical Engineering. Jason eventually shifted his focus to Business Management and Enterprise Development minoring in Business Communications. Jason also has a PMP designation from PMI.

Read more about Jason by clicking HERE.
Workforce Planning Hamilton has partnered with MCE to develop a toolkit for employers that will provide information on best practices in recruitment, retention and how to onboard to attract and retain quality employees. The toolkit will be focused on the needs of small and medium sized companies.

A number of focus groups will be held in September. If you are an employer interested in helping with the toolkit development or testing it with your employers please email Cyndi Ingle or call 905-521-5777 ext. 14.
HR Corner:
Positive Change Management
One of the most difficult things organizations contend with is managing change. During times of change, managers need to be strong leaders and employees need to demonstrate cooperation and flexibility. Employees often get caught up in the mindset of “why fix something that isn’t broken” or “this is the way I have always done it.” There are a few ways to help employees engage with change in a positive way.

  1. Be prepared: Anticipating resistance and developing a plan for it will make the process go much smoother. Be sure that you have a solid plan for what the change is going to look like, a time line for when it is going to happen and back up plan for any contingencies. 
  2. Clear communication: Open and ongoing communication about the change is key. Way too often leaders will mention change but the conversation ends there. Employees often fear the change will take them out of their comfort zone and will be difficult to adjust to. The real issue may be they are lacking the confidence that they will be able to successfully learn how to do something new.
  3. Include employees in the process: During a time of uneasiness and stress, ask employees how they feel about the change and what supports they may require. Be candid and ask them if they have any suggestions about the transition period and what could make things easier to adjust to.

The Change Curve ( lends an interesting perspective on how people progress through change. Through each of the 4 phases it is important to adjust your management style to successfully help employees through the process. While each employee will likely respond in a different way, moving them into the commitment phase is the focus.
Carrie Deon
Human Resources Generalist
Celebrating Our Trainers:
Amit Rege and Samantha Waytowich of CI 360
Amit is a goal oriented certified Lean Six Sigma Master Black Belt with 12 years of progressive accomplishments (in Automotive, Telecommunications, Oil & Energy sectors) in planning & implementing sustainable improvements across the value chain, using Lean Transformation, Six Sigma, Project Management and Design for Six Sigma (DFSS) methodologies.

As a global leader in Change Management, he has successfully led the paradigm shift towards better quality and highest efficiency across multiple Engineering centers, Manufacturing sites, Call-centers, Out-sourcing partners, Warehouse logistics, Construction, Transport & Purchasing.
Samantha is a certified Lean Six Sigma Master Black Belt with 12 years of progressive experience in training, facilitation/coaching and leading teams using Lean Six Sigma methodologies (in Manufacturing/Automotive/Laboratory/Health Care and Service sectors).

As a passionate change agent in Lean Six Sigma methodologies, she is skilled at facilitating teams through change and implementing sustaining improvements. Demonstrating a proven track record Samantha has trained thousands of employees in Lean Six Sigma, facilitated over 50 successful projects and coached just as many.

Amit and Sam are currently facilitating Lean Six Sigma for the City of Hamilton.
Course of the Month:
Future Ready Leadership Open Seat
Levels 1 & 2, Essentials
We are running the full gamut of Future Ready Leadership courses in an Open Seat format. Open Seat was created to address the needs of our clients who either may not have enough employees to have their own in-house cohort or who choose to send a few employees at a time to training due to budget constraints. Click on each course title to be redirected for more information.

The Future Ready Leadership (FRL) Essential Skills program consists of five introductory leadership training courses delivered one day per month, over five months. Learn about personal and team accountability and how to transition from ‘buddy’ to ‘boss’.

Participants are led through exercises, case studies and will hear from community leaders. At the end of each day, the participants receive a coaching tool to complete on their own and then discuss with their leader to reflect on what they learned during that day’s session and to share this information with their leader, who can help provide them with extra support and coaching on the topic learned.

Advance your skills with Future Ready Leadership 2. This program is designed to build on your skills and knowledge gained from our FRL 1 program or other previous training. Over the course of six months, this program helps participants advance their leadership skills and learn to handle more complex and challenging situations. The goal of this program is to enhance each participant’s current leadership skills and make them a more effective leader.
For more information about our programs, contact:
Lorraine MacDonald
Mohawk College Enterprise | 905-575-2534 | |