1. Inside This Issue
TOPS Newsletter
Government of Ontario
Volume 8, Issue 2 | August 2015
Inside This Issue
From the Editor’s Desk ............. 2
Managing Change..................... 3
Spotlight on the Secretary of the
Cabinet: Steve Orsini................ 4
Repairing the Harm in Workplace
Relationships............................ 7
Learn Something New
Every Day ................................. 8
Humour in the Workplace ........ 9
Mindfulness and Meditation .... 9
“A Day in the Job of…”............ 11
TOPSpot QUIZ ........................ 13

2. 2
By Samantha Glave
When we report to work, we bring our com-
plete selves. Humans are social animals
with feelings and emotions. As much as we
want to remain objective, disinterested and
in control at all times, we react to the peo-
ple and events in our working environment.
This is expected, and
there’s nothing wrong with
this. According to Clyde
DeSouza ”it’s our emotions
and imperfections that
make [] us human.”
This issue explores how to
manage our emotions, hu-
mour in the workplace,
mindfulness and medita-
tion and how to manage
change in the work-
place. In keeping with this issue’s theme of
emotions and feelings, allow me to share a
recent embarrassing moment of mine.
I am an aspiring communications profes-
sional. In an effort to practice my skills as a
journalist, I requested an in-person inter-
view with the Secretary of the Cabinet, Ste-
ve Orsini, who happily obliged. Prior to our
interview, I conducted my research and
carefully crafted my questions. I solicited
the help of my husband and mother to con-
duct mock interviews. I was practiced. I
was sophisticated. I was ready.
On the day of the interview; disaster
struck. Car troubles, you ask? Wardrobe
malfunction, you surmise? Not so. On
this day, I was struck by an affliction
that has been plaguing humankind for
millions of years. An enemy that is sud-
den in its attack, unleashing a cruel and
merciless assault on its victim. An ene-
my known by the name of — seasonal
allergies.
During the interview, I should have
been focused on the
Secretary’s answers to
my questions. I should
have asked more prob-
ing questions. Instead,
I had other con-
cerns. Let me share
with you the higher-
order thoughts that
were occupying my
mind.
“I really hope my nose
doesn’t drip onto my
dress or on the table.”
“Do I have more Kleenex in my bag?”
“Is there tissue stuck to my face? That
would be embarrassing.”
Despite my distress, I was able to ob-
tain the information I needed to write
the article. Also, Mr. Orsini was very
kind and sympathetic to my condi-
tion! You can read the article, which
explores his thoughts and feelings about
public servants, on page 4 of this issue.
From the Editor’s
Desk

3. 3
Managing
Change
Change happens whether we like it or not. So,
why not embrace it? At times, change can
cause stress and the loss of control. Similarly,
it can cause excitement and the ability to
grow. Managing change and creating
improvements in the workplace is becoming
the norm in today’s work
environment. Change can
happen because new and
innovative ideas are being
brought forward, a new
technology is being
implemented or new trends in
the economy are prevailing. It
can also result from a new
requirement in the law,
budgetary issues or staffing
requirements.
Change is part of an ongoing process, and it is
sometimes easier to deal with if we
understand the underlying causes. Some key
questions to ask are:
What does the change entail?
Why is the change being made?
What is the impact of the change?
Once you have developed an understanding,
you can then consciously choose how to react.
Here are some tips for how you can deal with
change:
By Sarah Hui
 Develop an awareness of change.
Change happens all the time, but
sometimes it’s not noticed or we
choose not to notice it. To help with
this process, take time for reflection or
create a journal. This will allow you to
anticipate change in the future.
 Focus your thoughts and attitudes
about change. Negative thoughts
block creativity and problem-solving
ability. Positive thoughts lead to
possibilities and opportunities. Allow
change to be seen as an opportunity.
 Relax. Choose a form
of relaxation that works best
for you, it can help you cope
with change.
 Set smart goals to
consciously guide the
change. Write out your
goals and your plans to
meet them.
 Communicate. Speak
with supportive people who can help
you deal with stress.
Once you accept that change is inevitable
and embrace it, your opportunities become
limitless.
Sarah Hui is a Senior Program Advisor in the In-
vestment Funding and Coordination Branch in
MEDEI/MRI/ENERGY. She received her Honours
B. Sc. in Economics (Quantitative Methods) at U
of T and M.A. in Economic Policy at McMaster
University and is currently pursuing her CPA
designation. She is the VP of the Rotaract Club
of Toronto.
Once you accept that
change is inevitable
and embrace it, your
opportunities become
limitless.

4. 4
A quick internet search will
tell you that Steve Orsini is
the Secretary of the Cabinet,
Head of the Ontario Public
Service (OPS) and the Clerk of
the Executive Council. While
you can learn more about the
various roles he fills and the
numerous responsibilities that
lie with him ─ that will not re-
veal to you who he is as an
individual. How does he feel
about the work of public serv-
ants? What causes him
stress? How is he addressing
concerns regarding OPS hiring
practices? TOPSpot had the
opportunity to interview the
Secretary to discuss these
topics.
SPOTLIGHT:
Secretary of the Cabinet
Steve Orsini
On Public Servants
Secretary Orsini describes
public servants as “the un-
sung heroes of the organiza-
tion.” He has travelled
throughout the province and
seen the “professionalism,
commitment and excitement
of what people do day in and
day out.” This is not just lip
service. During our inter-
view, he told stories that for
him exemplify the dedication
and hard work of OPS em-
ployees. One account was of
a Forensic Auditor whose cu-
riosity and ingenuity resulted
in the largest out of court
settlement in Canadian histo-
ry, which involved the smug-
gling of tobacco. This individ-
ual was honoured by the
Royal Canadian Mounted Po-
lice with its highest civilian
award. What is most re-
markable about this story is
that these events occurred
some twelve years ago!
Secretary Orsini still remem-
bers this story and others
because he believes it is im-
portant that employees be
recognized for taking pride in
what they do and rising
above and beyond the call of
duty. “Sometimes we can’t
recognize them in all the
forms we want to,” he says,
“but I think we need to rec-
ognize them in all the ways
we can, because we do de-
pend on them.”
On Stress and Challenges
According to Secretary Orsi-
ni, while you may not be able
to control every situation,
you can control how you re-
act to them. In harmony with
this concept, the Secretary
explains stress as energy
that is misallocated. As he
knows that he will either ex-
pend energy worrying about
a situation or expend energy
working on a solution, he
opts for the latter, turning
trying circumstances into
challenges to be overcome.
He uses a broken photocopi-
er as a simple illustration.
“That’s a match of human
against machine!” he admits.
It’s a battle he has lost on
many occasions, and he has
had to call for reinforce-
ments! The Secretary likens
stressful situations to com-
(Continued on page 5)
By Samantha Glave

5. 5
plex math problems. “Rather
than get frustrated because
the answer doesn’t just leap
off the page ─ you challenge
yourself to solve it.”
An ever-present concern for
the Secretary is that of
missed opportunities to
change things for the
better. “If a staff
member has an
idea, but they
can’t get some-
one to hear it,
then it’s a
missed oppor-
tunity to change
things for the bet-
ter. And that’s what
I’m worried about ─ dozens
and dozens of missed oppor-
tunities in the OPS.” To ad-
dress this concern, the OPS
has implemented several initi-
atives to help staff share their
ideas, including Program Re-
view, Renewal and Transfor-
mation (PRRT) and innovation
discussions in ministries. The
SOC also loves to hear direct-
ly from OPSers, who can en-
gage with him at the Secre-
tary of Cabinet Corner, on
LinkedIn, via email at secre-
taryofthecabinet@ontario.ca
or more recently on Yammer.
On OPS Recruitment
On February 26, 2014, the
OPS Diversity Office spon-
sored an event attended by
670 OPS employees. At the
event, Dr. Mahzarin Banaji of
Harvard University discussed
unconscious biases. As a re-
sult of these biases, employ-
ers may lean towards hiring
those most similar to them
without even realizing that
they are doing it, even coun-
ter to their conscious belief
that they are being unbiased
in their decision-making.
A Stanford University study
found that increasing candi-
date anonymity is successful
in increasing the representa-
tion of minority groups in the
workplace. In the interview
with Secretary Orsini, it was
suggested that candidates be
assessed more anonymously
in an effort to combat this
tendency. He responded by
discussing some practices that
he has used previously. For
example, in a number of cas-
es, candidates’ names are re-
moved from written assign-
ments, and assignments are
typed, as handwriting can
give an impression. The Sec-
retary also mentioned the val-
ue of having a diverse hiring
panel. “The more diverse the
panel, the less likely it
is that you’ll have
congruent or con-
sistent uncon-
scious bias. Eve-
ryone has un-
conscious bias
to some degree,
but at least this
way they can offset
each other.” Additional-
ly, as part of updating the HR
strategy, the OPS’s recruit-
ment practices are being re-
viewed in consultation with
employee networks, including
TOPS. It is hoped that results
will be available by this fall.
Hopefully, the reviews will be
the impetus for increasing
candidate anonymity in OPS
competitions. For example,
some OPS employees have
suggested that candidates
could apply to competitions
using only their WIN number
(Continued from page 4)
(Continued on page 6)
“If a staff member has an idea, but they can’t get
someone to hear it, then it’s a missed opportunity to
change things for the better. And that’s what I’m
worried about ─ dozens and dozens of missed
opportunities in the OPS.”
-Steve Orsini, Secretary of the Cabinet

6. 6
and those assessing applica-
tions would not have the abil-
ity to link the numbers to cor-
responding names or address-
es. Interviews could be con-
ducted via online chat, making
in-person interviews less sub-
jective. Although the changes
to OPS recruitment practices
that arise from the reviews
may not be this radical,
OPSers should feel confident
that positive and meaning-
ful change is underway, as
Secretary Orsini is commit-
ted to following best prac-
tices in the area of work-
place diversity.
Who is Steve Orsini?
Steve Orsini values the hard
work of public servants. He
still remembers some of the
most memorable examples of
employee dedication he’s seen
over the years — like the ana-
lyst who showed up at budget
lockup in the same clothes he
had worn the previous day be-
cause he had worked through-
out the night to provide mate-
rials for senior officials in time
for the announcement of the
budget. Or the woman who
worked until 1:30 a.m. Sun-
day morning – Mother’s Day
– to complete work on the
sales tax transition rules that
were due that coming Mon-
day. He is working to ensure
that members of the public
service are engaged, feel val-
ued and are equipped with the
supports and tools they re-
quire to do their jobs.
Steve Orsini is someone who
likes a challenge. His most ful-
filling accomplishment was
overseeing the development
of the government’s plan to
harmonize the Retail Sales
Tax with the federal Goods
and Services Tax. Why? Be-
cause no one thought that it
could be done. He doesn't
take credit for this success
alone, though, and during this
interview mentioned the ef-
forts of people at all levels of
the organization who collabo-
rated to accomplish such a
feat. Inspired by working with
others, he described the con-
tagious “synergy” in a room
when working on a team and
shared one of his favourite
sayings: “No one is smarter
than all of us.” This penchant
for teamwork may stem from
the fact that he is number
seven of eleven children!
Steve Orsini is committed to
the vision of a fully inclusive
and engaged organization,
one that enables all of its em-
ployees to reach their full po-
tential. To this end, he
has created an external
advisory group comprised
of diversity consultants
from major corporations,
including the Chief Diver-
sity Officer for Deloitte, to
ensure that the OPS is follow-
ing best practices in this area.
He firmly believes that OPS
employees are the province’s
“major asset.”
For many OPS employees,
senior officials are simply
names occupying spaces on
organizational charts. Many
OPS employees feel far re-
moved from senior officials.
It is refreshing to learn more
about the person behind the
title. TOPSpot extends its
thanks to Secretary Orsini for
sharing his thoughts, feelings
and experiences with us.
(Continued from page 5)

7. 7
By Renu Chandna
We spend about one-third of each day at our work-
place. When we make friends and develop positive re-
lationships, the workplace can be a positive and fun
environment, but lacking these,
it can be a hostile and lonely
place. Emotions play a great
role in our productivity, and
studies show that workplace
relationships directly affect our
ability to succeed.
Be it with a co-worker, a man-
ager or a client, a bad work re-
lationship can be a source of
significant stress and aggrava-
tion. So, how do you fix a work-
ing relationship that is headed
down the wrong path?
As with any relationship, you
must first recognize the prob-
lem and acknowledge your role
in it. Try to address any issues directly with the other
person and communicate your interest in repairing the
relationship. Make a conscious effort to shift how you
act towards that person.
Here are some tips to help you do that:
 Pay attention to your emotions and how they
influence you. Try to recognize your triggers for
negative emotions and behaviour and make
a concentrated effort to avoid them.
 Give up being right. Be less defensive and
decide how you will respond to a conflict
situation.
 Do not to reply to contentious emails right
away. Take some time to think about what
you want to accomplish in the situation, and
put your emotions aside so you can write a
level-headed response.
 Listen with an open mind. Do not only listen
for what you want the
other person to say or
for information that will
justify your viewpoint.
 Look forward, not
backwards. Do not spend
time analyzing what
went wrong and who
said what, but focus on
what worked well and
what you need to do to
re-establish trust.
The bottom line is this:
conflict is a part of life.
Relationships can be
strained or broken for any number of reasons, of-
ten unintentionally. Repairing an unhealthy rela-
tionship requires patience, persistence and sincer-
ity. Remember, relationships involve two people.
Rebuilding a relationship depends on the recep-
tivity, maturity and willingness of both parties to
work things out.
Repairing the Harm
in Workplace
Relationships
“Never decide that the
relationship has no chance to
heal or get better. Choosing that
option decreases all
opportunities for improvement
or help.”
Dr. Erick Lauber, speaker,
author and personal
development specialist

8. 88
Learn Something New Every Day
By Victoria Barahona
There’s no denying the perks of laughter in
our lives. It can dramatically improve our
workplace, our health and our relationships.
On that note, here are some fun facts about
the effect of humour on our lives!
Did you know that…?
Jokes lead to increased productivity!
Many people worry that office
humour and socializing can be
distracting and negatively
impact productivity. Au
contraire! Studies have
shown that humour in the
workplace does not de-
tract from productivity
nor does it impede the
ability to complete con-
centration—intensive
tasks.
Did you know that…?
Laughter reduces sick days!
Laughing can lower levels of stress
hormones, and it has been shown to help
boost your immune system by enhancing
antibodies and increasing immune cell
count.
Did you know that…?
When it comes to laughing, kids have us
beat! On average, six-year-olds laugh at
least 300 times a day, by contrast, adults
only laugh 15 to 100 times a day. That’s
saying a lot.
Did you know that…?
Humour is more highly prized than in-
come! A study of over 2,500 people
found that 55% of workers would take
less pay to have more fun at work.
Did you know that…?
Laughter reduces burnout and
turnover! Better health, in-
creased productivity and
now this?! Studies have
shown that humor in the
workplace enhances a
person’s coping mecha-
nisms and reduces with-
drawal and burnout.
Did you know
that…?
Laughter leads to better lead-
ership! Studies have shown that
managers who integrate humor as part
of their management style not only fos-
ter greater work performance, satisfac-
tion and cohesion amongst workers, but
they are also perceived as better lead-
ers.
Victoria Barahona is a Digital Project Coordi-
nator in the Marketing and Digital Strategy
Unit of Cabinet Office. Originally from British
Columbia, she now happily calls Toronto her
home and takes time when she can to write
fiction. Victoria can be reached by email or
on LinkedIn.

9. 9
By Harneeta Bhalla
A disaster of devastating proportions hit my
workplace some time ago— the printer
stopped working. For the next week or so,
all anyone could do was complain about the
broken machine and the horrible impact it
was having on all of our lives. Then, just
when times seemed increasingly bleak and
printing materials for a meeting entailed
running between two floors, someone put
up a poster next to the broken printer. It
was an image of a Disney princess with the
following caption: “One day my Print will
come.” For the next day or so, no one
complained about the printer. Instead,
everyone was sharing a laugh over the sign.
Soon after, the printer was fixed. By
popular demand, the poster stayed up, and
folks continued sharing laughs every time
they saw it.
Michael Kerr, author of The Humor
Advantage: Why Some Businesses are
Laughing all the Way to the Bank, observes
that “In workplaces that encourage people
to be themselves— that are less hierarchical
and more innovative— people tend to be
more open with their humor.” I am sure
most of us can relate to that and have
observed it at our respective workplaces. As
someone who frequently facilitates
meetings, I have often found that infusing
the conversations with a bit of lighthearted
humor often diffuses the formal nature of
the setting and encourages everyone to be
more interactive.
Another personal observation I have had
about humor in the workplace, especially
one as diverse as ours, is that laughter is
universal. Working in a multicultural team,
I often find that light-hearted humor
garners a few good laughs and helps us
view each other in terms of our similarities.
Humour can be an effective tool in the
workplace. An excellent example is
President Barack Obama’s recent speech at
the 2015 White House Correspondent’s
Dinner.
Laugh away!
By Zara Rasquinha
In our fast-paced world that has become
increasingly technology-centered, workers
are faced with an unparalleled amount of
distraction while trying to accomplish daily
tasks. Managers and employees alike face
(Continued on page 10)
Humour in the
Workplace
Mindfulness
and Meditation

10. 10
continuous change and challenges at work
with little time to step back and observe
their feelings and thought patterns.
Practicing meditation and being mindful
encourages openness to our true emotions
and sensations without triggering an
emotional reaction.
Mindfulness encompasses two aspects:
awareness of the present moment and non-
judgemental acceptance of feelings and
emotions. Every worker experiences a
myriad of emotions such as
being stressed about
deadlines, anxious about an
upcoming interview or feeling
discouraged after a team
meeting. Mindfulness forces us
to reflect on and acknowledge
our feelings rather than ignore
or react to them. In the
process, we gain control over
our state of mind and
ultimately achieve emotional
stability and clarity.
Scientific research has proven that taking
just five minutes to meditate during the
workday helps reduce our mental
restlessness and increases our
concentration and
productivity. It
enables us to let
go of past
mistakes and
future projects,
forgive ourselves
(Continued from page 9) and others and concentrate on the present
moment.
Corporations such as the OPS realize the
power of meditation practices. Wellness
programs have been designed to promote
a holistic lifestyle and a healthy workplace.
Many workplaces are equipped with “quiet”
rooms, giving employees a space to
meditate. Meditation can be practiced
using multiple mediums including yoga,
music and prayer. Try to find a style that
works for you and which makes you feel
great.
Mindful living is a worthwhile lifestyle
choice that takes time
and diligence. Emotions
sometimes get the better
of us, but they don’t have
to. Deeper understanding
of our emotions gives us
a renewed sense of well-
being: mentally,
physically and spiritually.
We are more likely to be
grateful for what we have
and to treat our co-workers with kindness
and compassion as we empower ourselves
and live life to the fullest.
As Jon Kabat-Zinn, creator of the
Mindfulness-Based Stress Reduction
(MBSR) program said, “Mindfulness is
about being fully awake in our lives. It is
about perceiving the exquisite vividness of
each moment. We also gain immediate
access to our own powerful inner resources
for insight, transformation, and healing.”
Mindfulness forces us to
reflect on and acknowledge
our feelings rather than
ignore or react to them.
Zara Rasquinha is a Business Analyst in the
BPS Supply Chain Programs Branch at
Supply Chain Ontario.

11. 11
“A Day In the Job Of…”
Ilan Muskat
Web Editor
Every day, millions of people and millions
of dollars’ worth of goods move safely,
efficiently and sustainably across Ontario
via highways, on transit, boats or bikes.
They use public infrastructure overseen
by the Ministry of Transportation (MTO).
The communications branch of MTO is pri-
marily responsible for providing individu-
als with the up-to-date information that
they need to make sure their plans for
commuting are effective. This includes
keeping the ministry’s website current
with all relevant information, and this is
what the Web Editor does. This is my job
and here is what I do on any given day.
First things first, it’s 7 a.m — time to fire
up my blackberry! I may need to know
of a critical piece of information, even
before I hit the road! Then, travelling by
local transit, I head to the Editorial and
Corporate Services Unit where my com-
puter sits connected (through the OPS’
firewalls) to MTO’s web servers.
To get over those little speed bumps
that may come our way, I take a mo-
ment to contemplate what Simon Sinek
recommends us to ask ourselves in his
book Start With Why, “Why did we start
doing what we’re doing in the first place,
and what can we do to bring our cause
to life?”
I aim to ensure that every little task I do
will make a positive difference to the
people of Ontario. I pull up the current
list of priorities which includes some day
-to-day work, long and short-term pro-
jects and goals for our team.
(Continued on page 12)
By Ilan Muskat

12. 12
If there aren’t any immediate meetings, I
check the shared Web Editor mailbox. Our
small and mighty team of two web editors and
a manager is authorized to respond to web
requests. As the acting Web Team Lead, I
check and prioritize any new requests for
changes to our website. Some are likely to be
urgent and unplanned. I flag these for imme-
diate action and assign the rest to my team
members with specified due dates and times.
I update the unit’s shared
project list with the re-
quests. This helps the
team keep track of all cli-
ent requests directed to
MTO Communications and
ensures that every re-
questor gets a response to
their estimate or query.
Our web team is dynami-
cally supported by three
students through the sum-
mer internship program. This program pro-
vides opportunity for student involvement
with the Ontario Public Service. I usually as-
sign students to long-term projects so they
can excitedly apply their learning and training
to tangible workplace tasks, while the web
team focuses on short-term projects. Their
internship can potentially lead them to future
roles with the web team. Mentoring and guid-
ing them to perform and deliver is a very re-
warding experience for me.
After a short lunch break, I get busy review-
ing the statuses of assigned tasks. I review
changes and upload them to the testing web
site for our clients in the MTO program areas
to view and to provide feedback. Once clients
review and approve the updates, I update the
project list and push the changes to the MTO’s
public site. Voila! The MTO website is now
current — ready with relevant and accurate
information for all Ontarians.
I strongly believe in networking and make it a
point to meet up for coffee with former col-
leagues once every two weeks. We use this
opportunity to catch up with professional up-
dates at either end, learn and grow and offer
professional guidance
and advice (as need-
ed.) This helps me stay
in touch with friends
and build professional
and personal relation-
ships.
By now, you may have
noticed a pattern in my
behaviour. All my ac-
tions are aimed to
serve through commu-
nication — from Ministry to the public, from
my unit to our clients, amongst members of
my team or across my network. This is my
“Why.” In my job, at the end of the day, I feel
satisfied that I’ve done my part to connect
people, both inside and outside the Public
Service!
My job allows me to help keep people and
goods moving. I help provide the information
they need to commute safely, efficiently, sus-
tainably and effectively across Ontario. I
serve the public with pride and passion every
day.
(Continued from page 11)

13. The winner of the previous TOPSpot quiz is Katherine Jin at MOECC
Congratulations!
TOPSpot Quiz
13
Most employees spend approximately 40 hours working each week; this equates to half
of our waking life! It is no surprise that our work environment has a powerful influence
on our emotions and feelings, affecting how we communicate, perform and relate.
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 September 4, 2015
By Bella Desa
1 Sadness, fear and boredom are examples of:
a) Positive emotions b) Negative emotions c) Attitude
d) Behavioural intentions e) Values
2 Which of these represents beliefs and feelings and is typically reflect-
ed in behaviour?
a) Attitudes b) Values c) Personality d) Moods e) Perception
3 When interacting with co-workers, customers or suppliers or others,
employees are expected to abide by:
a) Display rules b) Their expected level of job satisfaction c) Their true emo-
tions d) Their moral intensity e) Their level of emotional dissonance
4 The ability to monitor one’s own and others’ feelings and emotions
and to use this information to guide one’s thinking and actions is
referred to as:
a) Emotional intelligence b) Value alignment c) Individualism d) Collectivism

14. TOPS Profile
Tomorrow's Ontario Public Service (TOPS) was created in 2004 by professionals from across the Ontario Pub-
lic Service, with the aim of providing networking, mentoring and learning opportunities. It has over 4,500
members from across the province—and is growing every day. TOPS is led by an Executive Team composed of
volunteers from several ministries. Eleven of these members are on the Provincial Executive and about a hun-
dred volunteers are active at any given time across the province. Its mission is to foster an inclusive culture of
engagement, learning, leadership and professional development in the OPS.
Lead Editor:
Samantha Glave
Design and Layout:
Samantha Glave
Lavenya Rajendra
Writers:
Editors:
Photo Credits:
All other images courtesy of the writer or are part of the public domain
TOPSpot is brought to you by the TOPS Communications and Marketing Committee.
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