What we believe
Leadership is vital. There's nothing ‘soft’ about it.
Technical competency is an expectation in every role, whether that's preparing rock-solid financial statements, writing good governance policy or designing blue ocean brands. But as we progress in our careers and our span of influence broadens, the relative importance of so-called ‘soft skills’ increases.
But there's nothing soft about them. Leadership takes a lot to master. Like how to communicate in a way that is clear and captures both hearts and minds. How to build trust and encourage people to bring the best of themselves to their work and each other. How to make the right decisions when the future can't be known. How to embrace real diversity and invite constructive dissent - for the sake of including everyone and exploring new ways forward.
Character matters too. As leaders, others are watching us all the time - to see how things really get done. If you lie, others either find it expedient to lie too, or eventually disengage and leave. And when you choose to be authentic and honest, your people learn to show up in the same way.
The good news is we can learn how to be great leaders. As long as we're prepared to experiment, learn and be better.
“Would you accept a $100k tech solution that’s performing at 65% of capacity? Likely not.
So why your well-paid and capable people? ”
Get in touch
We know that finding the right partner is critical. That’s why we offer a complimentary consultation to discuss things like needs, goals and budget. It's your meeting so you choose what's most important.
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Rewarding careers take planning and courage.
Our jobs should be safe, pay a living wage and give us a sense of community and personal value. And... many of us want even more. Much more. Which, it turns out, is very normal.
Psychologists tell us that we have a pretty predictable development journey though life - assuming we're fortunate enough to have our basic needs met. We start out in our 20s and 30s seeking autonomy, and more responsibility and accountability. By mid-career, we're wanting to be more authentic and do work with meaning and purpose. By our 50s we often want to make more of a difference, and we look for deeper connection and relationships. And by 60, we turn more of our energy toward giving back and serving the greater good.
It's no wonder we long for different environments and challenges depending on where we are in our lives and careers. And since most organizations and professions aren't big or nimble enough to meet all of those needs over an average forty-year career, we often want to explore new possibilities.
The good news is that two things really help us take on important career transitions: time and courage. Carving out time for ourselves allows us to reflect on where we are right now and what we're wanting next, then make a plan to move forward. And overcoming the fear that can keep us stuck in the status quo means reminding ourselves of all of our strengths and capabilities, and reconnecting with who we are at our confident best.
{Note from Margaret: I'm also seeing more people prioritizing purpose and service way earlier than age 40. We have some big problems to solve in this world, so that's a good thing. It's an opportunity for traditional employers and a big part of what's driving the rise in dual-mission enterprises and social ventures.)
“We all deserve to do work we love and are good at.
And to be with organizations that value what we have to offer,
reciprocating with healthy and empowering workplaces.”
About Margaret
HEAD COACH
Margaret James
Margaret is a trusted and objective partner who encourages her clients to dream big, live their values, and align their strategy and behaviours to their goals and the markets and human systems around them.
She is a business veteran who has led teams and strategic projects and their implementation in corporate and entrepreneurial settings - both as a management consultant, and, earlier in her career, as a senior leader with global consumer packaged goods and research firms.
Margaret also offers her time and expertise to a variety of non-profit and social venture organizations where she's developed a deep appreciation for good governance and the complexities of start-up environments and stakeholder management.
All of which brings a credible 'been there' understanding of what it takes to be successful in diverse markets and workplaces.
Margaret is an ICF-accredited professional coach and graduate of the Adler|OISE UofT Coaching Certificate Program, with advanced education in training facilitation and organization & relationship systems coaching. She is also a certified Birkman assessment practitioner.
Out of Office
Wilderness Tripping
Plays, Lit and Visual Arts
Current & Foreign Affairs
Spirited Dinner Parties
Network of Experts
Our experts bring complementary strengths and points of view that result in smarter and more comprehensive solutions. They have been senior operators and demonstrated exceptional client value throughout their years of practice. And since they are not employed by Q, we're able to minimize our overheads and share those savings with you.
We also know people who do great work outside our value proposition. We're happy to make introductions with a promise that we have no skin in the game.
And we're always delighted to partner with suppliers that our clients bring to the table.