WO M E N WO RTH WATCHIN G
Carol Crowe
The District Commander of Halton Regional Police Service talks about saying yes to opportunities to serve.
Growing up, I was taught that hard work would get me ahead. To a certain extent, I still believe this to be true; all the self-promotion in the world wouldn’t have gotten me where I am without a strong work ethic. However, I strongly believe that the exposure I have gained and the rela-
tionships I have built over the years have helped me grow as a person and a leader. I have represented my police service on a number of committees involving different community groups over the years, including the Children’s Aid Society, Halton Women’s Place, support groups for victims and crime, and others. I also served as the chair of a working group comprising emergency responders from police, fire, and emergency medical services that developed a training package to enhance interagency response to motor vehicle collisions. Since reaching the level of senior management, I have had the opportunity to serve on several committees of the Ontario Association of Chiefs of Police (OACP). I also volunteer as a member of the Board of Directors for Thrive Group in Hamilton and as a member of the Campaign Cabinet for the United Way of Oakville. All
of these opportunities helped build my confidence and gave me a much broader perspective on issues in policing. Through these experiences, I have built a wide network of contacts—professionals to whom I could reach out when faced with a challenge or in need of advice. In order to succeed, one must never underestimate the power of one’s own voice. I would urge every woman to find her voice—and take every opportunity to make it heard. PDJ
“I would urge every woman to find her voice– and take every opportunity to make it heard.”
Susanne Schaffert
The Head of Region Europe for Novatis Oncology knows the importance of delivering superior results. It’s quite clear that, in order to be considered a strong performer, the most important thing to do is work hard and consistently deliver superior results. In a professional workplace, however, this is not enough. I have found additional fulfillment by demonstrating my willingness to go the extra mile. I became involved with assignments outside my daily work and engaged in broader projects, from organizing childcare provision at the local site, to involving wide groups of employees in our team’s diversity and inclusion activities. Ultimately, what
“Ultimately, what I wanted was to be recognized as a genuine leader …” 50
I wanted was to be recognized as a genuine leader—one considered truly authentic—not only because of what I have achieved, but also because of who I am. There are books and courses to help you understand what being authentic looks like, but unless you are prepared to actively listen to people and genuinely care about their feedback on your strengths and development areas, you will likely never achieve it. Take the time you need, away from the myriad distractions and symbols of management, to be with others. Make sure you are focused on them, wherever they happen to be in the organization, by truly being present and in the moment. I invested time in this way and quickly saw where there were opportunities to step in, to volunteer myself for certain tasks, and to provide support at both
PROFILES IN DIVERSITY JOURNAL September/October 2014
team and individual levels. Most important, I have always made positive choices regarding where I wanted to go next—a role, a challenge, or a team. I have made these decisions without feeling the need to make compromises in either my personal or professional life, but based on the great passion I have developed for what I am doing. PDJ