Prior to his private sector career, Mike served as a paratrooper in the special operations, and as Captain of the 2/2 Armored Cavalry Regiment for the U.S. Army. He oversaw border security during the collapse of the Berlin Wall in the late 1980s. In the second Gulf War he was an integral part of the victory in the battle of 73 Easting – regarded as one of the top ten most significant tank battles in history. He is a recipient of the Bronze Star for Valor, the Combat Cavalry Badge, and Presidential Citation; and received medals for the Kuwaiti Liberation, the Iraq Campaign, the Global War on Terrorism, and Distinguished Service.
As Senior Vice President, Sales & Distribution, Mike Hamilton is responsible for leading the RBC Insurance Sales and Distribution team across Canada and across multiple channels. This includes 800 employees who serve our personal and business clients spanning our various life, health, home, auto, travel, wealth, and group and creditor products. RBC Insurance’s sales forces include: a network of over 50 stores, an advice centre, online channels and advisors who are focused on group and small business clients. In addition, there are teams that provide relationship management for our third-party broker network. Mike also leads the national office Sales and Distribution team, consisting of sales enablement and sales support professionals who help drive productivity, revenue growth and improve the client experience.Read More
From The Heroic Middle Manager’s show note: On this episode Major Scott McCarthy joins us to talk about how the lessons of military leadership apply to leaders everywhere. Scott is a soldier, a scholar and a deep thinker as well as an experienced leadership practitioner We talk about a wide range of subjects including: why…Read More
At one time or another we’ve all had a bad boss – whether it’s through bullying and intimidation, unfair feedback or unrealistic workloads. Their behaviour sets the tone for what’s acceptable at work and can cause major issues for productivity, staff turnover and wellbeing, especially in turbulent times we’re experiencing. In a tough or toxic…Read More
Executives around the world are scrambling to cope with a tsunami of crises: a global pandemic, shattered economies, trillions in debt, and more. Yet there’s a specific group of people who can single handedly make—or break—your organization’s response to it all: the board. Best-in-class boards create the agility to adapt to rapid growth, looming recessions, and unexpected shocks. But broken boards, or those that are simply inefficient, create environments where failures and scandals easily take hold (think: Boeing, Volkswagen, and FIFA). Today, this risk of disaster is tenfold.
Professor Cossin is the founder and director of the IMD Global Board Center, the originator of the Four Pillars of Board Effectiveness methodology and an advocate of Stewardship. He is the author and co-author of books such as Inspiring Stewardship, book chapters (such as Governance Risk: A Guide for Investors) and many articles in the fields of governance, investments, risks and stewardship, several of which have obtained citations of excellence or other awards.
He works with owners, boards and senior leaders to provide the latest thinking on best-in-class governance, board effectiveness, the governance and selection of investments, board dynamics and strategy design. He favors an adaptive and interactive approach to finding distinctive solutions for organizations on a wide range of governance topics. His latest research focuses on stewardship, how we can foster organizations to have long-term positive social impact while creating economic value for all. His past research has dealt with optimizing governance in critical decision making, M&As and risks.Read More
The coronavirus pandemic came from out of the blue and infected hundreds of thousands around the globe, causing more than 1.3 million deaths to date. It also shuttered businesses, affecting 3.3 billion jobs. COVID ambushed the lives of people globally. Whether affected by the pandemic or some other unforeseen and monumental setback, we have to find a way to move beyond anger, guilt, emptiness or pain. We must adopt a mindset that it’s not only possible to overcome adversity, but it’s imperative. Adopting an overcome mindset will compel us to learn acceptance, choose action over inaction and triumph over adversity.Read More