Created in 2018 by its parent brand, the Beijing-based ByteDance, TikTok is one of the newer kids on the social media block. With its millions of users and downloads, the video-heavy platform has given new meaning to the idea of virality. The interface allows users to infinitely scroll and find only the funniest, best, and brightest content that suits their needs (and viewing habits), whether it’s a dance challenge, a political statement, or a powerful lip sync. Both individuals and big-time brands are trying every which way to amplify their video content and sell their wares by resonating with new audiences on this platform.

The eyes of almost every advertiser or marketer have been transfixed on TikTok as a result. And it’s no wonder: in 2020, TikTok was the most downloaded app on the planet (we’re talking 850 Million downloads); in September of 2021, it reached a milestone of converting 1 billion monthly active users. For those on the hunt for new audiences, TikTok holds exciting possibilities. But given that the growing platform has remained relatively mum on its significant stats, especially as to how its app encourages purchases, brand impact, and other worthwhile metrics,  understanding how best to develop winning strategies and tactics on the ever-growing app has been a bit of a challenge. 

TikTok offers paid advertising as well as the ability to promote in-app purchases from its user base, meaning that companies can establish a revenue stream and a paid ad plan. But a significant spend on ads for this kind of app is only a small piece of the puzzle. It’s the ability to consistently adjust content to suit the needs (and keywords) of the intended audience and leap into trending conversations with gusto, that can help buoy a brand on this timely app.

Some major brands out there are taking the TikTok leap, and doing it right. Let’s look at a few of them.

Elf: Going viral through musical engagement

Elf Cosmetics took engagement on TikTok to new heights with its Tik Tok campaign, which includes a catchy original song called “Eyes Lips Face,” and holds the prestigious position as the very first commissioned song for a TikTok ad campaign. TikTok users were game to participate by sharing videos of themselves lip-synching to the song (including celebrities). With every iteration and share on TikTok, the song brought more and more visibility to the beauty brand. In fact,  it’s the fastest-ever TikTok campaign to reach 1 billion views. This success gave Elf a fighting chance in a flooded industry and earned the trend-setter some serious cosmetic coin.

Chipotle: Taking engagement cues from its employees

Then there’s Chipotle, whose strong understanding of its Gen-Z audience, and its own employees’ use of social media, encouraged them to create the #ChipotleLidFlip campaign. After one of its employees, Daniel Vasquez, posted a video of himself impressively flipping a Chipotle bowl, the video took on a life of its own, and Chipotle made the smart move to create a hashtag and invite other users to show their own lid-flipping skills. 

The result was epic engagement and a brand visibility that marketers can only dream of: 110,000 video submissions, and at least 230 million views. This is the kind of audience engagement most marketers can only dream of.

Even if you’re growing from a grassroots place and don’t necessarily have an ad budget in hand, you can still take inspiration from both Elf and Chipotle’s attempts to engage TikTok users by “gamifying” their content - that is, asking their communities questions and prompting them to respond with their own content, all in an attempt to encourage meaningful engagement in the form of shares and comments. Offering contests, and providing incentives for users to embrace a hashtag and create their own content in response, is a savvy way to engage key audiences. These brands also encouraged users to leap in with videos that align with trending topics, really allowing people to organically engage with both TikTok and their brand.

Ocean Spray: Going Viral Through Listening and Monitoring 

In Foundations of Digital Communications Strategy and Social Media at SCS, we often talk about listening and monitoring as key components of success for brands who are upping their social media game. By monitoring, we mean constantly scanning social media for mentions of your brand, products, key people, and competitors, and always being on the lookout for hints of a potential crisis. By listening, we mean actually jumping into the conversation, taking the brave leap into reacting to social posts around your brand, which can result in meaningful engagement and better help you plan out future social media strategies. 

A strong example of listening and monitoring on social media to bring greater brand awareness and sales came in the form of Idaho potato worker Nathan Apodaca (TikTok user @420doggface208). Nathan posted a feel-good video on TikTok – a self-shot cinematic view of himself riding a skateboard to a soundtrack of Fleetwood Mac’s “Dreams”, while effortlessly downing a bottle of Ocean Spray. He shot the video after his truck had broken down and he opted for his skateboard instead. The uplifting video, which seemed even more poignant during the COVID pandemic, went viral across social media channels including Instagram, Twitter, and Facebook.

What happened next? The video saw a lot of love online (with Apodaca racking up close to 7 million TikTok followers); Fleetwood Mac’s Dreams (first released in 1977) reentered the charts and tripled in sales; celebrities like Jimmy Fallon and Mick Fleetwood himself start creating their own tribute videos; and the content became a central news story on social media channels and major news networks. 

90-year-old brand Ocean Spray, who had been monitoring this TikTok user-generated content, finally took the ‘leap into listening’ by assessing the success of Apodaca’s video and their product placement, and then in a carefully thought-out publicity boost, bought him a new truck packed full of Ocean Spray bottles (and enjoyed a newfound brand boost and took full advantage of an uptick in sales!). 

This is not only a good example of TikTok audience members becoming marketing content; it’s also a good example of how a gentle product placement in a light-hearted TikTok video can breathe new life into a tired brand, and how that brand leveraged TikTok content to take its sales and its public image into the 21st century.

Demystifying TikTok in 2022

Whether they understand the magic TikTok formula or not, companies large and small will continue to demystify this newer platform, and leverage it by listening and monitoring the conversations that resonate with their social-savvy target audiences across the planet (in this case, 35% being between 19 and 29, and 28% being under 18). Some will see big wins with contests, hashtag challenges, and clever musical ad campaigns.  Others, like Ocean Spray, will enjoy sold-out products and great quarterly sales numbers when TikTok influencers begin rooting for them (like The Ordinary’s peeling solution - a TikTok-certified skin conditioner!). And retailers in particular will be looking to TikTok to tell them what to have in stock in their store. 

Exactly who and what will be trending in the hearts, minds, and TikTok feeds of the global community is still a mystery, but we’ll be watching. 

Samantha Mehra (MA) is a senior copywriter and content strategist in Toronto, and an instructor at The University of Toronto's School of Continuing Studies. With a diverse background in technology, history, and arts journalism, her writing credits include The Canadian Encyclopedia, Feathertale, Oxford Journals, and Routledge Encyclopedia of Modernism. She is a National Magazine Award nominee and enjoys puns.

Last week, CivicLabTO presented their Academic Summit: Collaborating on Renewal and Resilience. The two-day virtual summit was designed to bring together thought leaders from local academic institutions, City staff, and government representatives to address the challenges Toronto faces in the wake of COVID-19.  

SCS Dean Dr. Chandler-Crichlow joined moderator Lisa Fink, Manager of Sector Development, Economic Development and Culture Division at the City of Toronto; Dr. Vik Singh, Assistant Professor, Global Management Studies at Ryerson University; and Jeff D’Hondt, Indigenous Affairs Consultant for the City of Toronto to discuss how our city can rebuild and improve economic resiliency. 

Dr. Singh kicked things off with a presentation of his research into how different industries and sectors of the community have been impacted, noting that women and newcomers to Canada have borne the brunt of the job losses and financial challenges brought about by COVID-19. 
This is why, as Dr. Chandler-Crichlow pointed out, there isn’t a one-size-fits-all solution to building economic resiliency, and the city will need a menu of options to tackle the impacts on individuals, the workforce ecosystem, and society at large. “To re-build on these three fronts, I propose that we consider the use of reflection, re-skilling, and resilience respectively to address the needs of the groups that have been impacted by the pandemic,” she said.

Reflection will be key in helping individuals looking to re-build their careers post-pandemic. “This is a time for individuals to take pause and look inwards to re-affirm their core strengths, skills, and capabilities, and begin to identify how they can leverage these in the emerging labour markets,” Dr. Chandler-Crichlow explained. “For example: are you a problem solver? Do you easily learn new technologies and can train others? How flexible are you in considering new roles in a different sector? Armed with responses to questions such as these, an individual could consider jobs that are emerging.”

A focus on re-skilling will be beneficial to both employers and workers, said Dr. Chandler-Crichlow.  “This is also a time to look outwards at emerging trends in the labour market. Those interested in pivoting to different jobs, careers, or sectors could do so by broadening their repertoire of skills in a short time,” she explained. “This is where access to micro-credentials and micro-courses can fast-track access to new opportunities that arise. At SCS we have built a range of micro-courses and micro-credentials that are designed to be applicable to work across a wide range of sectors.”

Finally, Dr. Chandler-Crichlow stressed the importance of helping build resilience in individuals in our communities, particularly those who have been faced with the challenges of social isolation.  She suggested that the city could lean into its arts and culture scene to help people get reconnected, and re-committed to pursuits that give them purpose and direction. “Think of it: the vibrancy and joy that comes from musicals, the sheer creativity from our art galleries, the convening power of our cultural centers. It is these artistic and creative channels that provide the glue that holds together the social fabric of our communities. And these are desperately needed as we re-build,” she said. “Individual excellence, economic revitalization, and social re-integration are inextricably linked as we take an inclusive approach to building that new normal.”

You may not think that supply chain management affects your daily life. But trust me: it does. 

From shortages of paper products to the increase in prices for staple items like rice, flour, and petroleum derivatives, the health of our supply chain touches countless aspects of our lives. In fact, as the holiday season inches closer, you may rightfully worry about the availability of goods. Even the President of the USA recently addressed the nation on the state of the supply chain. As a Certified Supply Chain Professional (CSCP), I’m simultaneously concerned and fascinated by how supply chains have weathered the pandemic and the effect on the public. Here are some big questions, and related concepts and strategies, that supply chain experts like myself are mulling as we approach 2022.  

Are we experiencing disruption or distraction?

The current state of operations and supply chain management has demonstrated many failure modes. Of course, the worldwide pandemic amplified those failure modes within the supply chain. As executives and shareholders place more emphasis on short-term gain over long-term success, it is quite evident that long-term capacity planning and strategy deployment is taking the back seat. But companies should not be distracted from their long-term goals; they must continue to focus on their competitive dimensions, such as cost, quality, delivery speed, delivery reliability, and coping with changes in demand and flexibility. Strategies, such as conducting a robust Failure Mode and Effects Analysis on an organization, can help companies address supply chain issues. 

Are supply chain concerns transitory or transformational?

Many reports in the mainstream media suggest that the shortage in semi-conductor chips, the high inflation rate, and high job vacancies, are transitory. I think that this narrative needs to be examined critically. What is the definition of transitory? Normally when we think of transitory, we think short-term, i.e., months not years. The changes that the pandemic has brought to our supply chain is more than transitory, it is transformational. Successful supply chains have transformed their strategy and processes, shifting their strategies in regards to people, the planet, and performance. Those who have failed to adapt have been left in the dust, and in many instances, consumers have paid the price, both literally and metaphorically. This is no short-term affair.

How do we balance between supply and demand?

The management of supply chains has always been the science of balancing supply and demand. A supply chain has many tenants such as forecasting, capacity management, the design of products and services, logistics, distribution, and inventory management. These traditional functions were tested with the pandemic. As places of work were shut down and people were working from home, the demand for items such as computers, monitors, chairs, and other remote working requirements soared. The demand from these segments of business consumed the raw materials and components for their requirements. It introduced a strain in the supply to other segments in the supply chain. The result has meant good luck finding a desk or office chair in stock! Meanwhile, automobile manufacturers were hit hard as the shortage of computer chips reduced their ability to satisfy the demand for their products. Suppliers of chips are now reacting to this by opening more focused factories to meet the demand. But don’t be alarmed if the shortages start to affect industrial and farming equipment. Are you prepared for a shortage in food supply? A healthy supply and demand balance is critical.

Are we dealing with a supply chain or a consumption chain?

As we analyze all the constraints facing the processes that plan, source, make, deliver, and return goods and services around the planet, we should think differently about these processes. What if we consider the consumption chain? The consumption chain starts with the consumer and not the supplier. What if we turn the supply chain upside-down? Companies will need to encourage the concepts of Net Zero Product and the Circular Economy. Net Zero production goals will help reduce the carbon footprint of the organization. The Circular Economy goals will help reduce the amount of waste in organizations. Issues that are currently constraining organizations can be reduced, if not removed, with the careful use of the concepts of Theory of Constraints, which I explore in my course.  

So…what might happen after the Pandemic? 

The Transformed Organization

Organizations will need to deal with strained relationships between major countries like USA and China, and alliances and trading blocks. These geopolitical issues will force organizations to rethink their strategies of offshoring, nearshoring, and reshoring. Offshoring is having the source and making processes outside of North America. Nearshoring is putting these processes closer to where the consumption is. Reshoring is having these processes where the consumption is. This will create countermeasures for long lead times and port congestions. Essentially, organizations will need to use technology to enhance the speed and quality of operations, while diversifying their supply base. They can no longer rely on single or central sources of supply.

The Transformed Consumer

Consumers will continue to want lower prices as they normally do. So, competition for the consumers’ dollars will continue to drive changes within organizations. When interest rates start to rise, and if economic activities slow down, consumers will have less disposable income, which will also force organizations to pivot their strategies. In addition, consumers have developed an affinity for online and omni-channel shopping. This transformation of consumer behavior is here to stay and will only get more popular as time goes on. Consumers are looking for a reduction in prices and a reduction in their lead-time for goods and services; organizations will only be successful when they are able to match the behavior of the consumers to the capabilities of the firm.

Mike Hanif is APICS Certified in Production and Inventory Management (CPIM), a Certified Supply Chain Professional (CSCP), and a Certified Instructor. After graduating in Business Management and Electrical Engineering, Mike worked with several large organizations such as Canpar, Purolator, and Canadian Tire Corporation. During this time Mike added other academic achievements from Ryerson University, Humber College, Schulich School of Business, and University of Limerick. He held various positions during his more than 35 years within Operations and Supply Chain Management, and consults in various sectors of Supply Chain. Mike is an Accredited Training Associate with the International Association for Lean Six Sigma Certification.  He teaches and mentors for Centre for Nimble Transformations, and the Leading Edge Group, and a is a former VP of the BOD for the APICS Peel Chapter. He is the recipient of the Excellence in Teaching award at the University of Toronto. The concepts discussed above (and many more) are part of the Certificate in Operations and Supply Chain Management program at SCS. Mike’s next course, Principles of Operations & Supply Chain Management, starts in January 2022.
 

In most professions, it’s important (and often mandatory) that you keep your skills current through what is generally known as continuing professional development (CPD), and continuing education. For example, the engineering, architecture, law, medicine, and teaching professions do not simply issue a license to practice and forget about the license-holder. CPD ensures that the people in these professions are continually growing their abilities and knowledge. 

But what about professional managers? 

Perhaps more so than many other professions, managers need to stay up to date with the latest theories and, more importantly, tools to conduct the orchestra of the companies they work for. Sure, one can take a year or three to complete an MBA, and this is a noble idea as business schools make it a point to keep their curriculum current. But things change rapidly! And like many other professions, it’s critical that professional managers stay on top of their game. 

The Role of Manager

There are hundreds of thousands of people around the world that work in industry that define themselves as “managers”. Many of these people go about their busy days never questioning their role, plugging away to make their companies successful. Their LinkedIn profiles hold various titles… engineering manager, operations manager, HR manager, project manager, finance manager, sales manager… the list goes on with new adjectives being added regularly. But are they building their capacity to lead, coach, and mentor?

Staying on Top of Their Game

These managers are often responsible for people under their charge, overseeing their work, handling performance reviews, hiring, firing, leading, existing. Naturally, some of these managers are licensed in the profession they are managing within, and some are not. Certainly, these managers need to keep up to date with the latest developments in the management profession, right? We can’t assume that a business degree conferred in 1985 is timeless.

Rapid Change & Lifelong Learning

While some things never change, others become obsolete before the final examination is written. This is where CPD, and lifelong learning, comes in. The tricks and tools of the management profession are constantly evolving. One would be hard-pressed to apply the principles of Taylor’s “scientific management” in a 2022 software engineering start-up without some, say, “modification”. Managers simply cannot stagnate and still function as effective leaders.

The Future is Micro

Professional managers have a lot on their plates. Many have conflicting priorities, and sometimes positive people management can take a back seat. But managers have an important responsibility to keep their leadership skills current. This is where micro-credentials, and personalized learning experiences come in. Managers need to be able to hone in on the skills they want to develop, and micro courses offer short, compact learning solutions so professional managers can develop specific competencies, fast. 

Dr. Matthew Jelavic, C.Mgr., is the Chief Executive Officer of CIM | Chartered Manager Canada, the leading professional association in support of Canada’s Chartered Managers through certification, accreditation, and professional development. The association has certified over 80,000 professional managers through an extensive network of 14 chapters across the country since its founding in 1942.
CIM | Chartered Managers Canada recognizes various SCS courses and micro courses for candidates to complete as they work towards earning its C.I.M. and the C.Mgr. professional designations.
 

The School of Continuing Studies (SCS) is pleased to announce the arrival of our new dean, Dr. Catherine Chandler-Crichlow, who joined us this month. She brings a wealth of knowledge, experience, and energy to the role of dean.

Prior to joining SCS, Dr. Chandler-Crichlow was the Executive Director of Career Management and Corporate Recruiting at Ivey Business School at Western University, as well as an active member of their Equity, Diversity and Inclusion Executive Council. She also previously headed 3C Workforce Solutions, an organization that conducts research to determine talent needs across major sectors such as transportation, telecommunications, and hospitality in Ontario. This kind of research, she says, is key to understanding the changing nature of work and tackling under- and unemployment of racialized youth, immigrants, newcomers, and marginalized Francophonie.

“This is a subject I’m very passionate about,” says Dr. Chandler-Crichlow. “I’m looking forward to finding more ways for SCS to equip our learners with the skills they need for the future of work. We are committed to taking an inclusive approach to providing our learning community with the vital ability to recognize and adapt their skills to address the rapidly-evolving needs of the workforce.” 

In addition to over 25 years working within the financial services sector, Dr. Chandler-Crichlow has been an advisor to different levels of government, both as a member of the federal Advisory Panel on Canada’s International Education Strategy, and as a member of the External Advisory Committee on Inclusion and Diversity of the Ontario Public Service. She is Board Chair of the largest immigrant mentorship network in Canada, and in celebration of Canada’s 150th anniversary, she was selected by The Philanthropist as one of Canada’s leaders in the non-profit sector.

A lifelong learner herself, Dr. Chandler-Crichlow holds a doctorate in adult education from the University of Toronto, a Master of Education degree from Harvard University, and both a Diploma in Education and a Bachelor of Science degree from the University of the West Indies.   

“I know well the life-changing impact education can have. I’m thrilled to grow SCS as an accessible, inspiring, and effective launchpad where our learners can prepare for their next exciting steps forward.” 

“My goal for 2021 was to become a certified Project Management Professional (PMP^®),” reflects Ana-Maria Perez. “But I wasn’t sure where exactly to start. That’s why I came to the School of Continuing Studies to help me prepare.” Ana-Maria, who has worked in the banking and financial sectors for over 15 years, found that much of her work was project-based. She took the initiative to expand her project management abilities through continuing education opportunities, and decided that earning her PMP would be a great way to showcase and solidify her skillset.

“I really enjoy project-based work, because every day is different. I don’t want predictable challenges day in and day out, which is why I’m so drawn to diverse projects. I was eager to earn my PMP, but as a working parent I was unsure if I would be able to find adequate study time and pass the exam,” recalls Ana-Maria. “When COVID hit, things were of course horrible. But this pause gave me the opportunity (and extra time) to buckle down and pursue my PMP. I knew I would need help, and came across the PMI^® Authorized PMP^® Exam Prep course, and started it in March 2021.”

Ana-Maria’s online instructor, Peter Monkhouse, took the class through a multitude of examples and prep questions. “Peter organized the content in a way that made things simple for me. The exam definitely felt intimidating; it’s four hours long, and I hadn’t written a test or done formal schooling in years! But Peter was the guide I needed, and helped me feel confident going into the exam,” says Ana-Maria. “The online classes were interactive, and I had lots of opportunities to ask questions. I was still working full-time, so these classes kept me on-track with my study and my motivation.”

After completing the prep course, Ana-Maria wanted to write the PMP exam right away while the information was fresh in her head. “I wrote the exam almost immediately after completing the SCS course, and passed on my first attempt! Right after receiving the news that I passed, I emailed Peter to let him know, and thank him for helping me go beyond the textbook with real-life examples, so I wasn’t just memorizing, but really digesting and understanding the content,” recalls Ana-Maria. “While I’m not a formal project manager, this certification has made me more marketable, and it’s now easier for me to showcase my abilities on paper. This course really expanded my understanding of what project management is and its scope; earlier in my career, I was hesitant to delve deep into project management for fear of being limited to this area. However, Peter really helped me see how strategic project management is, and together we explored areas of it that I was not aware of. These are real-life tools and ideas that I now use on a daily basis, and I’m proud to have earned the PMP certification.”
 

“I’ve always been curious about disaster,” says Kathe Gray, recent winner of the Penguin Random House Canada Student Award for Fiction. “Though, really, it’s the aftermath that intrigues me, how people and communities respond to adversity, how they continue on.” Her winning short story, Panorama, imagines the immediate impact and lingering after-effects a blizzard has on a small prairie community. It was inspired by the Schoolhouse Blizzard, which devastated the US mid-west in 1888. “The storm came up so quickly that people, livestock, and children coming home from school got caught out in it. Many died. I wondered how survivors might reconcile such loss,” she says.

Kathe took her first creative writing course from the School of Continuing Studies (SCS) in 2008. She had transitioned from a career in arts administration, and was establishing herself as a graphic designer specializing in books and exhibition catalogues. “It was working with other people’s words that motivated me to explore creative writing through courses at SCS,” she says. “I’d take a bus from Guelph, where I live, to Toronto for classes. I’d arrive early so I could visit bookstores, then sit in coffeeshops reading what I’d bought. It was a break from my freelance work, and I was inspired by my instructors and classmates — and the writers they introduced me to.” 

The arrival of her daughter, and then her decision to pursue graduate studies, put a pause on Kathe’s creative writing. Today, she is a PhD candidate in Theatre and Performance Studies at York University, where she also completed an MA in Social Anthropology. “I was poised to begin my dissertation research when the pandemic hit,” she explains. “I rely on archival research and ethnographic methods — reading old documents in libraries, doing interviews and, really, just hanging around with my participants — so my project couldn’t move forward. As weeks of limbo dragged on, I decided that resuming creative writing courses with SCS would help ground me.” 

Kathe, who mostly writes poetry, jumped back into Poetry II with SCS instructor Chelene Knight, and quickly decided to complete the Certificate in Creative Writing. Last Fall, she took Creative Writing: Introduction, and Creative Writing through Reading back-to-back. “Studying with both Dennis Bock and Ken Murray was a game-changer,” she says. “I had no idea that I would find such pleasure in writing prose. Dennis and Ken taught me ways to keep myself in a short story, even when family and school commitments take me away from the actual writing. It’s like my superpower now: being able to walk the dog or do laundry while also being immersed in the lives of characters I’m writing about.”

“Working with Dennis and Ken also allowed me to gain insight about writing fiction from two different perspectives,” Kathe adds. “That’s one of the strengths of the SCS Creative Writing program. It’s a smorgasbord: you get to work with different instructors who have distinct takes on writing and publishing, on what to look for in what you read and in your own work. Another is that you can build a circle of peers that you workshop new material with long after a course has ended. I owe a lot to the continued feedback of friends I’ve made through coursework.”

Kathe submitted her story to the award to help get into the practice of sending her work out, so she was both surprised and thrilled to win. Moving forward, she aims to complete her Creative Writing Final Project, and build a portfolio of poetry this year. She is also exploring how storytelling might find a place in her scholarly work. “Writing is a skill that you can grow for a lifetime,” she says. “My advice would be to remain open to exploring different genres and experiences. Be open to sending it out into the world. I didn’t know I could write fiction — let alone that I’d love it — and here I am.”
 

Like many Canadians, or people living in Canada, you may have been attending Remembrance Day memorials for years, but never really understood why they happen. You may have stood in silence at 11 am on November 11th, but not had a clear sense of why we do this ceremonial gesture. I’m here to answer some top questions about Remembrance Day, and explain not only the history surrounding it, but how it’s evolved over time.

1. What IS Remembrance Day exactly?

Remembrance Day is one of the major civic holidays on the Canadian calendar but, in Ontario, it generally isn't a day off work. It's been observed, annually, since the end of the First World War. In 1931, it was fixed to the hour of 11 am on the 11th of November: notionally the exact anniversary (ex. time-zone complications) of the ceasefire that ended the First World War in 1918.

2. Is this the one where you have barbecues and stereo equipment sales and stuff?

That's Memorial Day in the US. In Canada, Remembrance Day is an extremely solemn occasion and is taken very, very seriously. I'm not kidding: make light of this and you risk causing offence. 

Different countries have different traditions when it comes to commemorating war dead. In some places, it's an observance specifically for people who are, or were, in the military; in others it's a public, whole-of-society thing. In some places, it takes on a triumphal tone, often with loud parades and cheering; in others it's a day of mourning.

3. Ok, so how does Canada mark the occasion?

Canada was closely tied to the UK in the years following 1918, and so it follows what might be called the "Commonwealth model". There are lots of countries in this group: some you might expect (New Zealand, Kenya), others which might be surprising (the Israeli "Day of Remembrance" reflects the history of Mandatory Palestine, and of Jewish soldiers fighting with UK forces in the First and Second World Wars).

There's a lot of variation within the "Commonwealth model". The Australians have their main ceremony at the break of dawn on April 25th. The British tend to do it on the Sunday nearest November 11th. The Israelis, as one might expect, time it according to the Hebrew calendar (April or May, depending on the year).

In every case, though, there are three basic elements: a) mass participation in, b) a symbolic funeral which, c) is built around a (usually two minute) act of silence.

4. How do you "act" silence?

By standing still and not saying anything. In the old days they used to halt traffic. This stopped happening some time in or after the 1950's, but you'll still see people stopping, wherever they are, and just waiting for two minutes before they get on with their day.

The "two-minute silence" started in South Africa during WWI and quickly spread to the rest of the Commonwealth. It's easy to see why: it works across cultures, it's contemplative, funerary, participatory, and emotionally effecting. In Canada, silence has become the dominant theme in public memorialisation. Pretty much whenever Canadians need to memorialise something, they stand in silence. It's a whole thing.

5. So that's the "ceremony" I keep hearing about? Standing in silence?

For a lot of people, yes. You are encouraged, though, to attend one of the many public ceremonies that take place at the war memorials dotted around the country. These typically last about an hour and end with the two-minutes silence at 11 am.

This being a COVID year, however, a lot of these ceremonies will go virtual. The U of T's war memorial is Soldier's Tower, next to Hart House on the St. George campus. You can sign up for the socially-distanced livestream here.

6. Is this a specifically Christian ceremony?

Weirdly, for something designed for the interwar period, not really. In the early 20's, Canada was already a multi-cultural society, and the "Imperial" forces with which Canadians fought during WWI (representing a quarter of the world's population) were wildly multicultural. The ceremony, then, was designed to combine religious themes from all sorts of popular religions at the time, and also to be accessible to the non-religious.

For instance, you may have heard Canadians calling their local war memorial a 'Cenotaph' (from the Greek, literally "empty tomb"). The one in front of Old City Hall in Toronto is a Cenotaph, as is the National War Memorial in Ottawa. Governments were encouraging the building of these explicitly-secular "empty tomb" moments as early as 1919, specifically so that they could be accessible across religious lines. Which, when you think about it, is surprisingly 'woke' for a society that was also vigorously suppressing Indigenous culture and was about to outright ban the immigration of Chinese people. History, as it turns out, is complicated, messy, and often very dark. Which is something we think about on November 11th.

7. The red pins everybody is wearing: what’s that about?

Those are symbolic poppy flowers.

There's a long European tradition of using botanical emblems to represent special days. Not always flowers, by the way: there is a Welsh tradition to mark St David's Day by wearing a leek. In France, one commemorates veterans and victims of war by wearing a symbolic cornflower. French army uniforms of the Great War were light blue. The image of young troops marching to the slaughter in their cornflower-blue uniforms, as vibrant and impermanent as the blossoms of spring, became a powerful and melancholy symbol in that country.

In the Commonwealth, during the war, soldiers began to see a similar symbolic meaning in the blood-red poppy that grew in profusion across the Western Front. Poppies like to grow in disturbed earth (that's why you get them in newly-ploughed fields) and that's why they grew so readily in the churned up earth of no man's land and, especially, on freshly dug graves.

One finds poppies again and again in wartime poetry, the most famous example being In Flanders Fields by U of T alum LtCol John McCrae: "In Flanders fields the poppies blow", he writes in the voice of the newly dead, "Between the crosses, row on row, That mark our place".

After the war, veterans' groups began to sell poppies as a fundraiser. In Canada, this is done by the Royal Canadian Legion.

8. Yeah, the darn things won't stay on!

I know, I know… I try weaving the pin in and out of my coat a few times. It creates more friction, and they seem to last a little longer.

In May of 2000, the Canadians repatriated a so-called Unknown Soldier to be entombed next to the cenotaph in Ottawa. The following November, members of the crowd at the Remembrance Day ceremony began, quite spontaneously, to take off their poppies and lay it on this grave. It's become a tradition for some people, now. If you see somebody without a poppy on the afternoon of Remembrance Day, that could mean that they left it at a war memorial.

9. So, Remembrance Day… changes?

Yeah, it does. Remembrance Day has always been a combination of top-down organization and bottom-up popular innovation. Over the years it's evolved, organically, out of the culture of the day.

And that's the deal with Remembrance Day: it's a point of connection. The people who designed this observance created a monument that, in order to work, had to be re-built each year. 

Think about what it means, symbolically I mean, to stand in a group of people but in silence. You're there in a crowd doing a thing together, but you're also deeply alone. Silence is a connection, bridging divides of language and culture and tradition but it's also a barrier, a cutting off.

And it isn't just a social paradox, it's also temporal. Silence is made of time: it happens in a specific moment at a specific place. But silence is also timeless: it is exactly the same in any year. Silence sounds the same in 2021 as it did in 1921, and it will sound exactly the same in 2121, G'd willing we're still around to not hear it.

So yeah, that's the deal. This year we'll observe that silence for the hundred and second time in Canada. And every second will be fresh, and new, and made by us, and also completely the same. Always fresh, always raw, always exactly the same. 

Because that's what grief is like.

Nick Gunz is a naval and intelligence historian, specialising in the link between intelligence analysis and military strategy. He did his undergraduate work at the University of Toronto before going on to graduate work at Corpus Christi College, Cambridge. Prior to returning to Toronto to teach at U of T SCS, he spent several years teaching undergraduates at the University of Cambridge and at Yale. His SCS course, Apocalypse Now and Again: Historical Perspectives on Contemporary Crisis, begins in March 2022.

For Lorraine Tinsley, continuing education transformed what was once a hobby into a thriving career. “I’ve always loved history and architecture, but I could never see a clear path to turning these interests into a career for myself. I worked in public policy for much of my life, then took some time off to raise my daughter. Once she was older, I found myself strongly drawn to the history of our Toronto neighbourhood, Moore Park,” recalls Lorraine. “I wanted to formalize my knowledge of local history and architecture, so I turned to the School of Continuing Studies (SCS) and everything changed.”

In fact, Lorraine was so fascinated by the history of Moore Park, she began researching the area with the goal of writing a book. “My idea of a book has morphed into a website that I’m now working on. Doing the research, I realized I needed to know more about Toronto history, and about research methods for local history. In 2016, I started taking a series of SCS courses – the first with James F. S. Thomson, titled Toronto’s History: 1850–1914 which was just incredible. The biggest advantage he shared was access to digital resources and archives, and how to use them for research. It inspired me to take another online course with him in 2018, Researching Canadian Local History,” says Lorraine. “It was the best course I’ve ever taken on historical research.”

Next, Lorraine wanted to scratch her architectural itch. She took two SCS courses, Toronto's Residential Architecture: A History, and Toronto’s Neighbourhood Architecture, with instructor Marta O’Brien. “The caliber of Marta’s courses was very high; her visual teaching tools are phenomenal. She also took us on guided tours of areas we were studying. She truly brought the history of architecture in Toronto to life,” reflects Lorraine. “The cumulative effect of James and Marta’s teaching was to open the door to grad studies for me.”

Lorraine began earning her Master’s in Public History at Western University in 2019, and credits her studies at SCS for giving her a huge advantage. “I entered the program with solid digital research skills, and a strong knowledge of Southwestern Ontario history and architecture thanks to SCS. I just completed my MA program, and am now working as a Heritage Consultant. SCS helped me transform my passion into a graduate degree and a career I love. In fact, I still use the resources and skills I gained at SCS constantly in my daily work,” says Lorraine. 

Today, Lorraine continues to work on her Moore Park research and website, and, as a writer on Middle East WWI affairs, will soon be publishing a book on the friendship between T.E. Lawrence (aka Lawrence of Arabia) and the explorer Gertrude Bell. “It’s never too late to learn. You can grow a great deal from studying with an expert if you have the commitment to fully engage in continuing education,” she says. “Learning at SCS was an unparalleled learning experience that gave me the confidence to do scholarly research, and pursue my dream career.”

Keri Hasson can describe her experience with continuing education in one word: transformative. In fact, she credits her commitment to lifelong learning to her ongoing career and personal success. “I worked as a graphic designer for over twenty years, but about five years ago, I had lost my passion and needed a change. But I wasn’t sure what I wanted to do. I felt lost,” recalls Keri. “Then in March 2020, I found myself out of work due to the pandemic. It forced me to re-evaluate my life, my career, and where I wanted to go.”

A friend of hers had recently completed a marketing course at the School of Continuing Studies (SCS), and Keri decided that continuing education might just be the right next move. “I had done some aspects of marketing in my various designer roles, so I thought that exploring the field might help me identify a new interest. I zoned in on advertising, as I felt it would be a strong compliment to my graphic design skills. Next thing I knew, I was hooked.”

In May 2020, Keri began earning her Advertising Certificate. “Because I was at home, I took the opportunity to really immerse myself in my studies, and I had the time to devote to fast-tracking my courses. I was a bit intimidated after not having been in a classroom for over twenty years, but the online learning experience was very convenient, interactive, and engaging. There was a real sense of community in my classrooms,” says Keri. “Mid-certificate, I was hired as a Marketing Specialist for an IT company. They were impressed that I was taking the initiative to grow my skills, and were particularly interested in my new digital marketing abilities. I’m confident that the certificate helped me land the job and transition into a new field.”

Today, Keri has completed her Advertising Certificate, and is now Director of Marketing with a financial firm. “SCS sparked something in me! I’m hooked on learning now; I just completed my Digital Marketing Management Certificate, and I am working towards my Brand Management Certificate as well,” says Keri. “Continuing education has completely transformed my life. I went from a stalled career, to my first lead marketing role in just over one year, which still amazes me. I feel much more confident in myself and my abilities. SCS helped me find direction, and shape a career I love.”

Are you wondering what the future of work looks like, and what’s your place in it? We know there’s a ton of info out there, with a lot of buzzwords and hype. It can be confusing! Check out this Lifelong Learning 101 tip sheet, so you can know the facts about 21st-century skills.

LIFELONG LEARNING

Learning doesn’t end once you’ve earned a college/university credential! Continuing education is no longer a “nice to have”; it’s a need for workforce engagement and personal career satisfaction. Essentially, learning and having a career isn’t a linear path like it might have been in the past; it’s an intricate journey full of twists, turns, and exciting opportunities.

SKILLS GAP

This means there is a disconnect between the qualifications employers are looking for, and the skill sets that potential employees have. The pandemic, rapid changes in digital technology, and dynamic global markets have widened this gap. 

INDUSTRY 4.0

This one sounds intimidating, but it’s not! This term simply refers to the increasing emphasis on digital and technology-focused skill requirements. It means we have moved beyond the Third Industrial Revolution, (i.e., the emergence of the personal computer), and we are in a new era of automation and artificial intelligence – which we call the Fourth Industrial Revolution or Industry 4.0.

UPSKILLING AND RESKILLING

It’s easy to mix these two up! They have a common goal: to teach skills that will help you gain 21st-century job qualifications. Upskilling means you are enhancing your current knowledge and skills, whereas reskilling means you are building on your existing knowledge while gaining new in-demand skills in a new domain. 

In a nutshell: Industry 4.0 = Increasing skills gap.

The answer to the skills gap? Lifelong learning! 

We hope this helps. You’ve got this!
 

With the COVID-19 vaccine roll-out, we're seeing workplace communication continue to evolve. Many workplaces are adopting a hybrid model, where team members are co-located, with some working remotely and others physically present in the office. This presents unique challenges. For example, how do you establish meaningful connections in this new environment? How can leaders and employees alike avoid miscommunication, distraction, lack of flow, and reduced motivation and decreased productivity during hybrid meetings?

In fact, a groundbreaking 2021 study exposes a digital communications crisis. The study suggests that 44% of employees experience frequent digital anxiety, citing confusing, vague, unclear, or non-existent communication as the primary concerns. 

As a leadership coach and communication skills trainer, my approach to the problem is to bring my full humanity to every interaction. When I first began teaching my public speaking, presentation, and leadership classes online at SCS due to the pandemic, the “best practice” in the industry was to keep my sessions as micro sessions, capping classes at two hours. I was told that no adult learners would last three hours in a class. And yet, my courses are two and three hours in length, and I consistently receive feedback that it is a rich learning experience, supported by an intimate, safe, virtual space. It is possible to conduct effective and engaging online meetings, presentations, or lessons.

Here’s five tips to help you clearly communicate your true message, engage your team, and boost productivity.

1. Prepare with your audience front-of-mind

Demonstrating empathy is more important than appearing clever.

Don’t lose their attention! You may have many ideas and lots of information to share.  But it’s all too easy to get lost in the details and stray from the original point of the presentation. Instead, keep your audience – and their thoughts, feelings, and realities – front of mind, as you prepare for your talk. 
In fact, acknowledging that you, too, are grappling with the uncertainty and awkwardness of this moment, shows humility.

How to do it:

• Ask yourself: what is the purpose of this meeting/ presentation? Why is this relevant to my audience? How will this information change their lives? How might they react, and what’s my main message?
• Prepare an outline of your talk that is simple and clear. The purpose of preparing is so that on the day of your event you can be present.
• Use transitional phrases so your audience can follow along.
• Show respect for your audience by preparing a message that takes into account their current situation, hopes, fears, and feelings. 

2. Offer your full presence

Before you can connect with others, you need to ground yourself.

Powerful connection with others begins when you are grounded, centered, and at peace with yourself. You’ve done your prep work – you’re clear on your purpose and considered your audience and the impact your message may have on them – now your task is to be there with them.

How to do it:

• Take 5 – 10 minutes before your meeting to ground yourself. 
• Step outside, shut down tech, do deep breathing, and anchor yourself in the moment.
• One of my favourite ways is the 5,4,3,2,1 exercise.

3. Connect authentically

Empathy is critical.

It’s so important to establish empathy, since many of our non-verbal cues are lost when we’re not in the same room, physically.

How to do it:

• Slow down when you speak!
• When a meeting begins, allow time to land; prepare a short and meaningful icebreaker.
• Make eye contact with every person on the screen, one-by-one, and say their names and an individual hello. In that moment, connect with them energetically. I actually beam a feeling of goodwill towards my audience.
• Remember that behind each of those Hollywood Squares tiles is an actual human being, sitting there, doing their best, and wondering how this meeting is going to help them. 

4. Use Vocal techniques 

Your voice is an important tool.

Your team has so much on their minds, stress levels are high, and distraction levels are heightened. You want to make it exceptionally easy for them to understand you, and receive your key message.
There is enough of a disconnect that happens virtually – and any technical glitch or delay will further “distance” you from your audience. Your voice is an important tool not only when it comes to delivering a clear message, but also when it comes to establishing trust. Many leaders overlook the importance of developing their vocal range.

How to do it:

• Practice speaking slowly and clearly.
• Make your words, voice, and face match.
• Familiarize yourself with the vocal range available to you.
• Incorporate pauses, aim for a moderate pace, and be aware of your pitch.

5. Include everyone in the conversation

Ensure you are making a conscious effort to include everyone in the discussion.

Be sure to treat all members of your team fairly and give them equal speaking and engagement time – whether they are joining in-person or remotely. MIT research demonstrates that remote employees tend to receive fewer promotion offers, and exhibit lower performance because they lack the facetime that their team members in the office have.  Become aware of your own unconscious bias, and ensure you are making a conscious effort to include everyone in the discussion. Especially when it comes to the virtual realm– where so much nuance is lost – you’ll want to regularly check for comprehension.

How to do it:

• Ask for feedback from everyone on your team.
• Invest in the technology and tools to use polls for questions, and get your audience engaged.
• Pay attention to the body language, facial expressions, and comments coming from your team – and follow-up on what you are noticing.
• Call on team members by name, asking them to participate.
• Invest in your communications plan and necessary training to ensure your team members are aligned on how to have conversations that include everyone.

Try implementing these tips, and watch your team engagement - and productivity - soar!

Sarah Lang is a University of Toronto School of Continuing Studies (SCS) instructor, and professional certified coach (PCC, CPCC). She has a passion for supporting leaders, entrepreneurs, and innovators to grow their presence, professionalism, and poise. Sarah serves as a Leadership Mentor at the Ideation Clinic, and is the Founder of LeadWell Consulting Inc. Sarah teaches two courses at SCS: Public Speaking & Presentation, and Leadership Presence & Presentations.