1. Government of Ontario
Volume 7, Issue 3 |
December 2014
INSIDE THIS ISSUE
I Am Powerful and So Are
You
1
Leadership Styles 6
From the Editor’s Desk-
Abuse of Power In The
Workplace
3
Types of Power 6
Is Management For Me? 7
The Power of Teamwork:
Creating Great Chemistry
8
Learn Something New Every
Day
10
TOPSpot Quiz 11
“A day in the job of…”
Graham Webster, Executive
Assistant
12
Women in Government 13
ADM Kevin Finnerty –
Power and Influence In The
Workplace
15

2. 1
I Am Powerful and
So Are You
By Kumaran Nadesan
Power is a funny
concept.
For years, I believed
only a privileged
few inherited it.
Instead of the
accountability maps they are intended to be,
organizational charts sometimes descend into
zero-sum games in power dynamics. The
mistaken assumption of such a culture is that
power is tangible and extrinsic.
What I have now realized is that the opposite is
true; what separates us from those who are
genuinely powerful is that they recognize their
personal power and consistently cultivate its
potential.
Dive Within
Early in my career, I hitched my wagon to a
rising star, believing it would be my path to
achieving my goals.
Eventually, there came a point where I could no
longer bridge the gap between my values and
those of the individual, whom I considered a
mentor.
I realized I had chosen to remain in this state of
powerlessness and that I could choose to
recognize my own power to break out of it.
I left the organization.
My former mentor and I met for a difficult
conversation. I was even threatened that I
would be made to regret my decision.
That’s when I realized the true extent of my
power, for I had managed to unsettle
someone several rungs above me. I vowed
to take control of my career path.
Be Courageous
A couple of years ago, I received approval
for a leave of absence. Well-meaning
colleagues advised me to reconsider, but I
knew growth was only possible if I pushed
myself out of my comfort zone.
The result?
My travels have created new opportunities
– whether it is launching a sustainable e-
platform that addresses issues facing
women and children in Sri Lanka or
providing pro-bono consulting for
entrepreneurs.
Continued on pg. 7

3. 2
From the Editor’s Desk
Abuse of Power in
the Workplace
By Samantha Glave
Work provides us with meaningful daily activity.
For many, it is more than simply earning income
to support ourselves and our loved ones. This
fact would explain why some people, despite
winning millions in the lottery, continue to
attend at their jobs. Work gives us a purpose
and should make us feel needed and important.
Sadly, these feelings can be a far cry from
reality for some people.
Supervisory Bullying
Workplace bullying is the misuse of social
power and control. It is often repeated and
habitual in nature. Most of us are familiar with
the image of the “evil” boss. These bosses are
infamous for yelling and insulting their staff.
They also ignore them or assign them menial
tasks (e.g., fetching coffee/laundry.) These
behaviours are often displayed in front of other
staff, causing embarrassment and humiliation
for the target employee. In fear of disciplinary
action or escalation of the offensive behaviours,
employees elect to tolerate the abuse. The
effects of this demoralizing phenomenon are
severe. Through her research, Dr. Noreen
Tehrani found that some workers who
experience supervisory bullying exhibit
symptoms of Post-Traumatic Stress Disorder.
Although “manager to employee” is the most
commonly known example of workplace
bullying, management is not the only group
guilty of this offence. The proverbial shoe can
be on the other foot, a situation known as
“upwards bullying.”
Upwards Bullying
In the workplace, power is most often viewed
through a positional, hierarchical lens. It is only
when we operationalize power as the ability or
capacity to direct or influence the behaviour,
character or development of others that it
becomes easier to see that employees also
possess power in the workplace. Workplace
bullying can be overt or covert; easily
identifiable or hidden. Upwards bullying is
demonstrated by less obvious behaviours.
Equivalent to the “evil” boss is the “difficult”
employee. These employees attempt to
sabotage their bosses by “forgetting” to
complete tasks or provide required information
in an attempt to make their managers appear
incompetent. They show up late to meetings.
They consistently threaten grievances.
Continued on next pg.

4. 3
“All humans are deserving of
respect, simply because they
are persons.”
Immanuel Kant
Continued from pg. 2
Similar to how bullied employees are reluctant
to report abuse from their managers, managers
are also reluctant to report their bullying. Many
fear damage to their careers if they report
being bullied by a staff member. Even if the
situation is reported to colleagues, this type of
behaviour from employees may simply be
chalked up to differences in personality. Similar
to bullied employees, the effect on managers
from bullying is significant. Participants in a
2010 Australian study
conducted by Dr. Jacquie
Hutchinson, an employee
relations expert, reported
increases in stress, anxiety and
clinical depression, and loss of
confidence. They also experienced instances in
which they questioned their mental health.
A Call for Self-Reflection
When discussing my ideas for this article with
one of my colleagues, he advised me that it
shouldn’t be too negative and that I must “end
on a positive note.” As you have most likely
discovered for yourself, not all aspects of our
working lives are pleasant. There are issues and
obstacles that we must navigate throughout the
course of our careers. This is one of life’s
realities. I have had several friends come to me
for support after recounting absolute horror
stories about ill-treatment they had received
from their bosses. I have also been witness to
upwards bullying and can personally attest to
the fact that managers are not immune to this
experience or its harmful effects. Regrettably,
this article has no happy ending.
You may be wondering why I am writing this
article. What’s the point? The answer to that is
two-fold. When I accepted the role of editor-in-
chief, I conducted extensive research (for those
of you who know me, this comes as no
surprise!) I wanted to know in what ways I can
“lead, link and learn.” The Corporate Identity
and Brand Standards Manual clarifies that one
way employees can lead is by challenging the
status quo. This action is in perfect alignment
with my background in anti-oppressive social
work. Anti-oppressive thinkers strive to
challenge oppression in all of its forms. We
discuss issues that are not routinely talked
about. We work towards changing those
realities that everyone
knows are not right, but
simply accept. This article is
an attempt to do that.
Secondly, one of the
purposes of an editorial is to bring attention to
an issue. By increasing awareness, we instigate
a call for action and pave the wave for change.
We cannot change or control the behaviours of
those around us, but we can choose how we
will behave and treat others. Change begins
within. It is my firm belief that at the heart of
all forms of bullying lies a lack of respect. It is
for this reason that I encourage each and every
one of you to engage in the practice of self-
reflection. Take a moment to examine your
behaviour and beliefs, inside and outside of the
workplace.
I leave you with a question. German
philosopher Immanuel Kant proposed “All
humans are deserving of respect, simply
because they are persons.” Ask yourself,
“Do my actions reflect this philosophy?”
By Samantha Gla
If you are experiencing issues in the
workplace and the Employee Assistance
Program provides OPS employees with
access to professional counsellors who
can assist.

5. 4
Leadership Styles
By Christie Cleopatria
Would you describe yourself as a powerful
leader? Most individuals assume some sort of
leadership role in their professional or personal
lives. As a leader, it is essential that you have
the power or, in other words, the ability to
influence others. For example, leaders in the
OPS are required to work well with both
partners and stakeholders. Being able to
influence others is an important part of
negotiation and conflict resolution.
Understanding your leadership style can help
you to become an effective leader and heighten
your ability to influence others when it is
necessary.
The MMDI Leadership Styles are based on the
psychological theories of C.G. Jung and Isabel
Briggs Myers. According to these theorists,
there are 16 personality styles and eight
leadership styles. Your leadership style is often
influenced by your personality. Personality
styles are categorized by five aspects: are mind,
energy, nature, tactics and identity. The
combination of these aspects defines your
personality style. For example, an individual
with extroverted, feeling, sensing and judging
traits will likely have a participative leadership
style, while an individual with introverted,
intuitive, thinking and judging traits would be
expected to have a visionary leadership style.
Follow the link below to take a free online
personality test to discover your personality
and leadership style. Additionally, a review of
Forbes magazine’s article, 7 Steps To A Truly
Effective Leadership Style, will explain how you
can be an effective leader regardless of your
innate leadership style.
Research shows that there is no ideal leadership
style. What has been established is that the
greatest determinant of effective leadership
depends on your ability to apply various
leadership styles to different situations.
Online Personality Test
7 Steps To A Truly Effective Leadership Style
Types of Power
By Carla Marshall
Take a moment to think of someone who you
believe possesses a lot of power. Perhaps Bill
Gates, Barack Obama or even your manager
spring to mind. When we think of power, most
of us conjure up images of the CEO of a
company or the ruler of a country.
Did you know that power comes in different
forms? Continued on next pg.

6. 5
Continued from pg. 4
Did you know that everyone possesses power?
In his Business Analysis course at the University
of Toronto, Professor Roy Cook discusses the
different types of power: legitimate, reward,
expert and information.
Reward and legitimate powers are similar.
Legitimate power allows one to make certain
decisions in his/her position, whereas reward
power would be the power to give out raises,
promotions or present an award.
Usually to have reward power, one would have
to hold some level of managerial position.
Most people believe that the only way one can
possess “power” is to hold a managerial
position. However, there also exists expert and
information power, which are very important,
often overlooked and that you are likely to
possess already. Expert power is specialized
knowledge. It is having expertise in a particular
area or subject. Information power is
possessing knowledge about a detailed project
or document. Perhaps you are the “go-to”
person who knows everything about the office
and to whom everyone runs to when there’s a
problem. Don’t be modest- this power is highly
valuable, and the office is probably lost without
you! It is these types of power that are being
referred to in the familiar saying, “knowledge is
power.”
Increasing your information and expert power
through the work that you do and the projects
you take on can build your reputation and open
up doors for career advancement. Reflect on
the power you currently hold and how you can
increase it to excel in your career.
Is Management
For Me?
By Kevin Lee
At some point in their career, most OPS
employees ask themselves, “Is management for
me?” While this question is a personal one,
requiring self-reflection and individual career
planning, there are resources to help make this
decision. One such resource is the OPS’ Leader-
Manager Competency Model (LMCM) that was
created in 2010.
Since the late 1990s, the OPS has recognized
the need to identify and communicate the
essential competencies for OPS managers.
These competencies have evolved over the
years to adapt to changing business
environments. Continued on next pg.

7. 6
Continued from pg.5
The LMCM consists of four competencies
(delivers, transforms, inspires and connects)
and two personality attributes (integrity and
self-awareness.) Each competency and attribute
has three focus areas which set expectations
along a continuum of responsibility levels, from
contributing team member to the Deputy
Minister level. For individual contributing team
members interested in management, the LMCM
is very helpful to understand where the
expectations for managers lie along the
continuum.
The Centre for Leadership and Learning (CFLL)
offers a Leadership Pathway Curriculum, which
charts a course for growth along the leader-
manager competencies and attributes. It also
directs participants to classroom sessions and
other learning materials (e.g., videos, news
articles, books.) One course in the curriculum is
called “Is Management For Me?” which is
designed for OPS employees who lack
management experience. The course assists
participants in determining their motivations
for becoming a manager, understanding the
differences between the work of individual
contributors and the manager and in creating a
personal development plan.
It is quite a transition from individual
contributing team member to manager. The
evolution may be overwhelming to some.
Fortunately, the OPS has resources available to
help employees make informed decisions and
devise a plan to achieve their goals.
The Power of
Teamwork:
Creating Great
Chemistry
By Justin Joy
The 2014 OPS Employee Survey reported that
47 per cent of respondents “strongly agreed”
that they had positive relations with their co-
workers, while another 39 per cent “agreed.”
This question elicited some of the most positive
feedback in the survey and demonstrated that
OPS members generally like the people they
work with.
A good team dynamic is important to achieve
the team’s objectives. But, how can
relationships improve when there are
difficulties? Here are a few things that can
improve cohesion:
Respect differences
We’re all different, and this difference extends
to our personalities. Some seize initiative, and
others prefer to reflect before making a
contribution. Continued on next pg.

8. 7
Continued from pg. 6
Regardless, everyone should have the
opportunity to participate. Team roles can be
tailored to individual styles so that everyone
can be fully engaged.
Discuss your shortcomings
We’re used to talking about our strengths –
what we can and will do. Though, sometimes
we fall short of our mark and should also admit
our limitations. Have a talk about what each
person finds most challenging, and negotiate
with each other about working around them.
If someone isn’t a morning person, give them
less demanding tasks at the start of the day and
let them catch up to speed later on. Or, if
someone occasionally needs time apart from
others, give it to them.
This conversation involves acceptance of your
weaknesses and those of others.
“Take 5” with your teammates
So much to do, so little time…but make time to
stop and chat with your co-workers!
Sharing snacks with colleagues and chatting
about weekend plans is a great way to take a
break from the daily grind and remember that
work is only one aspect of our lives.
Strong teams aren’t a given. They are a product
of nurtured relationships between members.
We should value others for what they bring to
the team and respect each other as people. See
how far you can go.
Continued from pg. 2
“I am Powerful and So Are You”
As I write this, I am sitting in a charming café in
Addis Ababa, Ethiopia. Unlike in Cheers, it is a
place where nobody knows my name. This
anonymity renders my past “successes” (and
“failures” too for that matter) irrelevant and
future aspirations insignificant to the hustle and
bustle around me. Yet, I have never felt more
powerful in my life.
Kumaran Nadesan is a Senior Business Relations
Consultant in the Partnerships and Business
Development Branch of ServiceOntario. Currently on
a year-long Leave of Absence from the OPS, his
travels have so far taken him through South Asia,
Middle East, and East Africa. Kumaran can be
reached by email or on LinkedIn.

9. 8
“The greatest thing in life is to
keep your mind young.”
Henry Ford
Learn Something
New Every Day
By Marlene Ward
With the knowledge of the world just a few
mouse-clicks away, it has never been easier to
learn something new every day. Here are some
suggestions to help make learning and
networking a part of your daily routine.
Looking for a resource, template or job-related
tool? Resources for Staff is
the right place to start. Here
you will also find links to
other resources to help you
improve your skills and
knowledge and guide you in
your journey of learning & professional
development.
Sources like Topical and OPS Weekly provide
interesting career tips and information about
what’s going on in the OPS. The TBS Insider
keeps you informed with features, such as the
Deputy Minister’s blog, volunteer engagement
opportunities, charity events and staff profiles.
For networking opportunities with staff and
executives at all levels of government, a search
of the OPS Diversity site will help you to find
employee networks, such as TOPS, the
FrancoGO Network and the East Asian
Network.
Do you have a fear of public speaking? The OPS
Toastmasters Club can help you conquer this
fear.
Lifelong learning keeps our
brains healthy and boosts our
confidence. As Henry Ford
once said, “Anyone who stops
learning is old, whether at 20
or at 80. Anyone who keeps
learning stays young. The greatest thing in life is
to keep your mind young.” Nearly 100 years
later, science is still validating this assertion.
To discover other employee networks, visit the
OPS Diversity Office’s website.

10. 9
3
Before becoming Premier, the
Honourable Kathleen Wynne served as
minister for how many ministries?
a) 3 b) 6 c) 4 d) 5
4
Ontario is home to the longest street
in the world. What is its name?
TOPSPOT QUIZ
By Kerry Delaney
One way to express our power is to take control of our personal and professional
lives. Engage in professional development activities, strive for leadership and educate
yourself about our government and the world around you. These activities can help
you become a well-balanced, happy and productive person who exhibits their best –
most powerful – self.
Complete the quiz to enter your name in the draw to win a $5 coffee card!
E-mail your answers to TOPS@ontario.ca before January 9, 2015.
The winner of the previous TOPSpot quiz is Carol Law (TBS),Congratulations!
1
In what year did Cabinet Office
establish the Centre for Leadership
and Learning, previously known as the
Centre for Leadership (CFL)?
a) 1995 b) 2001 c) 2005
2
From 2013-2014, how many executive
partners participated in the Diversity
Mentoring Partnership Program?
a) 215 b) 434 c) 306 d) 389
5
Name the three flags that hang above
the Press Gallery in the Legislative
Chamber.

11. 10
“A Day in the Job
of…”
By Yannie Wong
Graham Webster is the Executive Assistant to
Deputy Minister Deborah Newman at the
Ministry of Training, Colleges and Universities.
He has been in this role for almost three years
and is responsible for running the operations of
the Deputy Minister’s Office (DMO.) He acts as
the main liaison between the Minister’s Office,
Cabinet Office and the rest of the ministry, as
well as providing these offices with strategic
advice and direction.
What is a “typical day” in your
role as an Executive Assistant?
Atypical day as an Executive Assistant (EA)
does not exist for Graham! Each day is different
and unpredictable from the moment he checks
his e-mail or steps into the office. Graham’s
schedule typically revolves around Deputy
Newman’s busy one. He attends meetings on
various items going forward, reviews items
before they go to the Deputy Minister and deals
with various HR related matters. His role also
involves managing Deputy Newman’s calendar.
He and the rest of the DMO team make sure
that critical items, whether in the queue for a
while or new and emerging, make it in front of
her.
What is your favourite part about
your job?
Graham’s favourite aspect of his job is the
variety of work that he encounters daily and the
people with whom he interacts. He enjoys the
unpredictable nature of his position and the
problem-solving that goes with it, as well as
establishing relationships with a wide range of
people to accomplish ministry goals. It is also
gratifying for Graham to see projects,
particularly large ones, cross the finish line.
If you could change something
about your job, what would it be?
If Graham had to change one thing about his
job it would be the mass of emails he receives –
typically 150-200 per day! He notes that it is
important for people to differentiate between
various communication methods and determine
how to best convey a message, whether
through email, face-to-face conversation or by
setting up a formal meeting.
Continued on next pg.
Graham Webster

12. 11
Continued from pg. 10
What would surprise most
readers about your role?
Being an Executive Assistant means dealing
with a variety of issues on a regular basis,
ranging from routine administrative matters to
substantial concerns involving HR, policy
questions and financial matters. Graham’s days
are often sporadic, with issues arising
haphazardly. Working in the DMO is
challenging. The pace and challenges drastically
differ from day to day. He compares his role to
being a member of a SWAT team or firefighting
squad, always having to be prepared and ready
to take action when necessary.
From your perspective, how does
your role relate to “power”?
As an EA, Graham often acts as the “right-hand
man” to Deputy Newman, a role that involves
authority and power in many different ways. To
Graham, power is representing the person you
work for and projecting their authority in a way
that is balanced, respectful and appropriate. He
associates power with translating the needs of
the Deputy Minister and providing direction
accordingly, as well as helping others with
guidance and advice.
Do you have any advice for TOPS
readers?
Graham advises that the role of Executive
Assistant, whether to a Deputy Minister,
Assistant Deputy Minister or a Director, is a
good way to learn how the broader
organization functions. Graham advises “if there
is an opportunity to cover for an EA, give it a try
to see whether it is the right fit for you.”
Use three words to describe your
job.
“Fast-paced,” “variety” and “fun.”
Outside of his busy role as an Executive
Assistant, Graham enjoys spending time with
his family and taking part in various outdoor
activities and sports. Although he has worked in
Queen’s Park for many years (first as a political
staffer and then in the Ontario Public Service,)
he still considers himself to be a country boy at
heart, having grown up in a small town in rural
Ontario. Standing at 6’4” with curly red hair –
he is hard to miss in the hallways. So, feel free
to say “Hi!” if you see him around.
Women in
Government
By Marlene Ward
Women have come a long way in the workforce
in the past 50 years. In the early 1960s, career
options for women were limited, and it was
generally assumed that married women would
stay home once they had children.
According to CATA Women in Technology
Forum, a national community network
supporting women in Canada’s advanced
technology sectors, women comprise 47 per
cent of Canada’s workforce and have broken
through many of the barriers they faced in the
past. Continued on next pg.

13. 12
Continued from pg. 11
According to the last census, 51.5 per cent of
Canadian women have completed post-
secondary education compared to 44.8 per cent
of men. The Huffington Post reports that over
60 per cent of bachelor degrees and more than
half of all masters’ degrees in Canada were
earned by women.
Despite these accomplishments, the census also
showed us the following: the median salary for
a full-time female worker is $35,840, only 76.6
per cent of an equivalent male’s earnings;
women continue to complete most of the
unpaid household chores
(although this gap is
decreasing in younger
generations); affordable
daycare continues to
present a challenge for
mothers who wish to
participate in the labour
force and, despite women
making strides in
leadership, they are still
underrepresented in politics and at senior levels
in the business sector.
In the Ontario Public Service (OPS), policies and
corporate culture have helped to address
gender discrimination, but it wasn’t always this
way.
In 1971, males outnumbered females in the OPS
by two to one, and women had a difficult time
breaking out of the “secretarial class” into
management or other roles, according to the
OPS’ publication Topical. In those days, Topical
regularly ran a “Secretary of the Month” feature
to "pay tribute to all those mind-reading,
dictation-taking, typewriter taping ladies out
there,” as the author's put it. The editors
occasionally used photos of scantily clad
women to draw readers’ attention, and the
Department of Forestry even held a beauty
contest for its female staff!
In 1972, maternity leave in the OPS was a mere
six weeks prior to and six weeks after the birth
of the child. For some, this was an
improvement. Previously, women were only
given six weeks off for their first child and were
released from employment for any subsequent
children, unless they were able to personally
find a replacement to work until their return.
Change; however, was
underway.
Between 1970 and 1974,
Topical commonly
featured articles about
the first women to
occupy traditionally male
positions, such as
building superintendents,
foresters, engineers and
deputy ministers. In
1974, the government created a Women Crown
Employees Office, with an advisor appointed to
each ministry, to implement the new equal
opportunity policy for women in the OPS.
Today, 55 per cent of OPSers are female, and
our corporate culture frowns on harassment
and discrimination due to gender, in addition to
many other factors.

14. 13
ADM Kevin
Finnerty Discusses
Power and
Influence in the
Workplace
By Alissa Bortolus
Power in the workplace is commonly associated
with a pecking order, with a handful of
individuals at the top with decision-making
power and control. However; power is much
more encompassing. Every employee exercises
power in the workplace and controls how
ideologies of power are reflected in their
behaviour. It is my belief that equal distribution
of power is critical for the prosperity of an
organization. Power is the key to accomplishing
goals, which is vital to an organization’s success
and longevity.
Here is what Kevin Finnerty, Assistant Deputy
Minister, Culture Division at the Ministry of
Tourism, Culture and Sport, has to say about
power in the workplace. When asked to identify
three things that come to mind regarding this
topic, he highlighted authority, empowerment
and power over one’s career. His views are
explained below.
Authority: Kevin began his discussion of power
by recognizing that “power can be viewed as
authority given to a person by virtue of his or
her position.” This is commonly referred to as
role power, being in a position where you can
action requests with the expectation that the
task will be completed. While this is a widely
understood concept of power, it is crucial to
look at it more comprehensively. This brings me
to Kevin’s next noteworthy point - power of
empowerment.
Empowerment: Kevin describes empowerment
as instances wherein “a person in a position of
authority can, through influence, help people
see the overall objective and empower them to
assume leadership skills to effectively carry out
tasks.” Indisputably, employees play a large role
in the daily operation of a business, and they
have power over the quality and quantity of
information they receive/provide. As the
popular saying goes, “knowledge is power.”
Continued on next pg.

15. 14
Continued from pg. 13
Employees who are motivated to perform well,
rather than commanded to perform, will be
more enthusiastic about delivering quality
information. Kevin stated that “if you operate in
a traditional top-down environment, you can
compel people to do things, but you won’t get
the energy required to get a job done
effectively. Whereas, if you proceed by
influence, gathering people around a common
goal, you get much more enthusiasm, and
people are motivated to complete tasks.”
Power can be a problem
when misused or
imbalanced (i.e., when
one person or group of
people have too much
authority and choose to
dictate, rather than
motivate.) In hindsight,
empowered employees
are also more likely to be motivated to take
power over their careers, which brings us to the
third type of power Kevin describes.
Power over your career: Kevin stressed the
importance that “people need to feel they have
control over their careers, they need to become
empowered to take the next step.” Kevin
himself spent a majority of his career in one
area. It was not until he stepped outside of his
comfort zone from a position in which he knew
the answers to a place where he didn’t know
any, that he came to a realization. His
transition was a matter of taking power and
giving power; he had to rely on others for
support more than he had in the past, which he
feels made him a better leader.
Kevin suggests, “Good leaders need to operate
more through influence than the top-down
command approach by bringing the experience
they have acquired throughout their career
paths and mentoring more junior staff.” This
will help people realize that even executives
have to take control over their careers. A lot of
contingency planning and opportunity
contributed to them ending up in the positions
they occupy. Just as Kevin made a change and
stepped outside of his comfort zone, he
strongly encourages
OPS employees to
“be open to
something different,
push yourself out of
your comfort zone
because if you don’t,
you won’t grow.”
I will conclude with a famous quote by General
Douglas MacArthur, “A general is just as good
or bad as the troops under his command make
him”. Balanced power in a workplace setting
and empowered employees are the
determinants of success in any organization.
“A general is just as good or just as bad
as the troops under his command make
him.”
General Douglas MacArthur

16. 15
TOPS Profile
Tomorrow's Ontario Public Service (TOPS) is a volunteer-driven employee network in the Ontario
Public Service, with the aim of providing networking, mentoring and learning opportunities
available to all staff. It has over 4,600 members from across the province—and is growing
every day. TOPS is led by an Executive Team, underpinned by a strong team of approximately
100 volunteers across government. Its mission is to foster an inclusive culture of engagement,
learning, leadership and professional development in the OPS, and achieves this through its
three key principles: Linking, Leading and Learning.
TOPSpot is brought to you by the TOPS Communications and Marketing Committee.
Photo Credits: p2, "Woman Listening to Complaint", Stuart Miles, FreeDigitalPhotos.net; p. 3,
“Business Head in Hands”, Ambro, FreeDigitalPhotos.net; p.7, "Business Team Of Three Reviewing
Project Plan", stockimages / FreeDigitalPhotos.net; p.8, “Library With Books”, Serge Bertasius,
FreeDigitalPhotos.net; p.9, “Fireworks”, Teerapun, FreeDigitalPhotos.net
All other images courtesy of the writer or are part of the public domain
Writing Team
Victoria, BARAHONA
Alissa, BORTOLUS
Cleopatria, CHRISTIE
Kerry, DELANEY
Gloria, ER-CHUA
Sarah, HUI
Joy, Justin, JOY
Kevin D., LEE
Carla, MARSHALL
Kate, TIESSEN
Marlene, WARD
Yannie, WONG
Design & Layout
Lavenya RAJENDRA and
Samantha GLAVE
Editor
Samantha GLAVE
Editing Team
Harneeta, BHALLA
Charmaine, CUTINHA
Bella, DESA
Michelle, GOVEAS
Jo-Ann, HUTCHISON
Liam, MACMANUS
Valerie, MENEZES
Lavenya, RAJENDRA
Joanna, SHARP
Sudha, SRIDHAR
Zuzana, WILCOX
Allyson, WINDHAM