The Achievement Centre

When two or more people interact for a long enough time, conflict is inevitable. As leaders, we need to have strategies to manage conflict.

In and around organizations, lots of people interact for lots of time. Yet few organizations devote resources to proactively managing conflict. Organizations can significantly reduce the hidden costs associated with conflict by building processes and systems to remove underlying causes of conflict.

Train everyone, starting with the leaders, in a simple, effective conflict resolution process. The process needs to be nonjudgmental and have clear rules of engagement, like listening without interruption and should require the problem to be stated in a manner that avoids defensiveness. The underlying approach should be “let’s solve the problem together” rather than “I’m right and you’re wrong.” The parties should be encouraged to look for organizational systems, processes and cultural variables that are part of the problem. At the same time individuals must acknowledge their responsibility in contributing to the conflict.

An organization has a great deal to gain from managing conflict. Putting systems in place to bring it to the surface early, training people in its resolution, and providing the means to resolve conflict are important strategies. Discovering underlying sources and eliminating them. Creating an attitude that conflict is normal. Encouraging people to address it quickly and effectively is a powerful tool. Proactively develop methods to manage conflict.

If you identify organizational strengths that align with market opportunities, they are labeled as strategic advantages. So, your organization benefits when you articulate your strategic advantages. It’s important that your team and your clients understand what makes your organization unique.

To plant the seeds of a positive organizational mindset begin by understanding the organization’s strategic advantages:

- Identify key strengths. Examine past successes then look for what the organization did to make them happen. The common threads display the key strengths.
- Understand key opportunities. Reflect on current trends to determine the future needs of your clients.
- Clearly articulate your mission, values and future vision. Share them with everyone because clarity and purpose nourish positive individual mindsets.

Research shows that when teams focus on strategic ex*****on, they become much more engaged and successful at work. When the seeds of change are planted and nurtured everyone becomes happier, acts with more confidence, and is more deeply engaged. A progressively happier circle occurs where success makes individuals even more upbeat, while at the same time, the organization’s mindset becomes highly positive.

# Strategy

There’s been some commentary recently suggesting modern technology is eliminating the need for salespeople. We believe nothing could be further from the truth. The laws of selling are like the laws of physics. Building trust, asking high gain questions, understanding needs, focusing on value, and helping your customer make an informed decision are still so important. What has changed is the context and the challenges to making a wise and informed decision.

Relying solely on product knowledge means a salesperson can be replaced with a website. But the salesperson who can leverage deep knowledge of the product or service and with confidence and skill frame those features around an even deeper understanding of the unique needs of the customer/prospect, emerges as the trusted advisor who always delivers for their customer. It’s the difference between winning and losing.

With all these complexities, the need for human interaction is increasing. So, a trusted business advisor who offers guidance, perspective and support is a basic need for any buyer.

Companies can no longer treat core selling skills as a nice to have. Because, in this brave new world, it is the foundation for a successful business.

Flipping burgers and dogs at the Oakridge Optimist barbecue, there were lots of active Optimist members enjoying a fun time. The event was for the families and faculty of Byron Southwood Public School in London on June 5th. Joe O’Neill from TAC was there enjoying serving families! This is one of 25-30 events the club does from late spring until fall each year. The club uses its engineering marvel, a 27 foot custom designed barbecue. Built off the frame of an old school bus, the barbecue is very unique!

It’s important for members that the annual Optimist barbecue adheres to food safety guidelines and accommodates various religious and dietary preferences. The club commitment is significant as over 25 members have completed their food service certification.



The families and staff showed their appreciation by consuming 300 burgers and 400 hotdogs. Community service doesn’t get much better than this!

Leadership isn’t a title you earn once and keep forever—it’s a living, breathing skill set that evolves with you. The moment we think we’ve “arrived” as leaders is the moment we risk becoming stagnant. Leadership development never ends. True leadership development is a continuous process of learning, adapting, and refining who we are and how we serve others.

The world changes quickly—markets shift, technology advances, and team dynamics evolve. What worked five years ago may not work today. Great leaders understand that their growth must keep pace with these changes. They remain curious, open to feedback, and willing to challenge their own assumptions.

Positive, targeted, specific feedback is key to helping everyone on your team develop. It requires diligence to practice giving positive, real-time feedback until it becomes automatic. People want and need to know that you care about them and feedback fills that need. It is a key element that takes people from good to great.

Leadership development never ends because leadership itself is about people—and people are endlessly complex. The more we grow, the more we realize there’s still more to learn. The journey is the reward, and the leaders who embrace it will inspire others to do the same.

In a world that often equates leadership with authority, control, and results, it’s easy to overlook one of the most transformative traits a leader can possess: generosity. Far from being a soft or secondary quality, generosity is a strategic advantage that enables leaders to inspire loyalty, and foster innovation.

When leaders are generous with opportunities, knowledge, coaching, and mentorship, they empower their teams to think boldly. People are more willing to take creative risks when they know their leader will support them — even if the first attempt doesn’t succeed.

Generosity creates psychological safety, which research shows is essential for innovation. In such an environment, ideas flow freely, and breakthroughs happen more often.

A generous leader’s impact extends far beyond their immediate team. By coaching and mentoring others, sharing expertise, and opening doors, they create a ripple effect of growth and success. This not only strengthens the organization but also enhances the leader’s own reputation and network.

In essence, generosity is a form of strategic giving — the more you invest in others, the more your influence and reach expand.

Beliefs are incredibly powerful. Groups with similar beliefs go to war, move mountains, cure diseases, or create profitable companies because strong beliefs build businesses.

When beliefs – good or bad – are aligned in your business they can lead to success or bankruptcy. So, what are the dominant beliefs held by your employees? Are they propelling your business forward or holding it back? Are they accurate?

If ideal beliefs dominate the thinking of your employees and managers, what impact will that have on your business? Here are some ideal beliefs that leaders need to encourage:

- I love my job, I can’t imagine working anywhere else
- People are naturally motivated if you have the right people in the right jobs. Hire them, train them, and then get out of their way
- We have great people working here – I trust them to do a good job
- When the owner retires, I’d love to take over; the business practically runs itself

These aren’t facts but beliefs. As Napoleon Hill said in Think and Grow Rich, “we become what we think about.”

Ken Ingram was part of a comedy fundraiser event May 23rd, 2026 at the Côte-des-Neiges Armoury and Artillery training facility. It was a ‘Comedy with a Bang’ show. A big thanks to Big Will and his comedy production company “Funny by Nature.” They were able to raise money to support The Artillery Family of Veterans and Cadets. Pictured in the image above, left-to-right, are Big Will, L/Sgt Ken Ingram, Major Philippe Lefebvre and Ted Bird. They laughed so hard at the comedy fundraiser, it hurt!

Change can be hard. Change can be complex. But change can be good. While we know the last to be true, it’s hard to communicate that to someone amid a difficult change. An organization going through change can bring up complicated feelings for everyone involved, so it’s essential to take time to help people work through them. Listening is best accomplished using empathy.

While listening empathically is not feeling sorry for the person or trying to make them feel better, it’s feeling what they feel. Listening empathically requires you to listen with all your senses and allow yourself to feel what the speaker is feeling. The benefit of this is that you can better understand where they are coming from, which then builds trust and connection.

Listening requires a high degree of empathy to be effective. Luckily, empathy is a skill that we can choose to learn.

What can you do effectively to plan your organization’s future? You can let the future create you and take your chances or create your future to build your most excellent opportunity for long-term success.

As a first step, look over past years to identify your organization’s greatest successes. because your best strengths were instrumental in these outcomes. Ask clients, employees and others to share their views of the ingredients that created these successes. Discern your greatest strengths.

Everyone needs to be on board to make your vision a reality. So, share the vision and help each individual discover the positive results they’ll earn. Then, ensure they share and take ownership for their contribution.