Feature Story

Brand: the last legal competitive advantage
Mike Welling helps companies benefit from the power of branding

Mike Welling, President and Brand Strategist at Toronto’s doug agency inc., has a word of advice for all companies looking to create a successful brand.

“The worst thing that happens with vision and mission statements created by companies is that they get very convoluted, and no one can remember them,” he says. “You’ve got to keep it simple.”

Welling has been keeping it simple, and simply memorable, for 22 years. He was Vice-President of Brand Development for consumer products manufacturer Unilever, where he created award-winning brand campaigns for Sunlight Soap, Lipton Tea, and other high profile products. As a consultant, he worked for such companies as Aeroplan and Harley-Davidson in positioning their brands to achieve competitive advantage. At doug agency, he develops campaigns for clients that include Clover Leaf Seafoods Inc., York University, Olympus, Magazines Canada, and the Art Gallery of Ontario (AGO). Along with Doug Robinson (Chairman and Chief Creative Officer), Welling leads the small agency of 27 people and he believes that great creative can build brands faster.

“Great brand communication isn’t about creative indulgence. It’s about helping get your message across more effectively,” notes Welling. “Our logo is a bar code because it reminds us that everything we do is actually about helping people build their business.”

Welling says that too many companies fail to realize that effective branding has to be developed and nurtured over the long haul. Creating an emotional bond with consumers, building a brand they identify with, is not a short-term investment. For companies that take the time to get it right, effective branding can provide a definite competitive advantage.
September 11, 2008, By: Lorne Chase
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Leadership in times of uncertainty

It is nearly impossible to escape from the unending stream of negative press as the world makes its way through a financial upheaval of unprecedented magnitude. While no one can predict with confidence what will happen next, it would seem likely that daily fluctuations in the global markets will generate a sense of volatility for some time to come. It is important to note that chief executive officers and others in senior management positions have no immunity from feelings of helplessness and apprehension fostered by these events. And yet, in these extraordinary times, people turn to their leaders for guidance and reassurance more than ever before.

The prudent CEO may ask, “What can I do or say to help the people in my organization cope with what has happened and what is to come?” This question acknowledges that the dynamics of current events are unique and may need to be approached in a different way. Based on RHR’s years of experience in leading change and what we know about the behaviours of those facing times of uncertainty, we have put together our insights regarding the specific challenges you may be currently facing as a leader.
Four key concepts you may find useful when leading people during times of uncertainty are: Inform, Connect, Guide, and Unite.
Article by RHR International
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Past Events and Featured Stories


Leadership in adversity
Patrick Kenniff discovered his personal strength as a leader during a highly visible crisis.

As the CEO of executive search firm Kenniff & Racine Inc., Patrick Kenniff routinely meets with successful leaders. Along with business acumen and leadership skills, he looks for specific qualities in those he interviews.
August 21, 2008, By: Lorne Chase
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The power of possibility thinking
Real Bergevin is a successful leader whose positive outlook overcomes adversity.

Real Bergevin exudes confidence. Listening to him you get a sense of someone who, if he ever has a moment of doubt, can vanquish those negative thoughts in an instant. Surprisingly, he wasn’t always this way. By his own admission, he lacked confidence and direction when he was younger.
April 03, 2008
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The Old, The New and The Green
Dr. Warren Jestin, Senior Vice-President and Chief Economist with Scotiabank Group, shared his annual global economic outlook with PEO members. During his distinguished career, Jestin has worked in the Bank of Canada’s Research Department and served on the C.D. Howe Institute’s Monetary Policy Council.
February 28, 2008
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Attracting, retaining and engaging key talent
A look at the leadership issues raised in a new Global Workforce Survey by Towers Perrin. In today’s workforce, key employees at all levels tend to jump ship more often than ever before, especially those with the talent, skills and experience that are in high demand.
February 14, 2008
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Investing in people
A How a corporate culture focused on individual employees created one of Canada's most successful investment firms.
November 06, 2007
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When Money Scares a CEO
Dodging the perils of having personal wealth - At a recent EOE meeting, Kurt Rosentreter, CA and Senior Financial Advisor at Berkshire Securities Inc. shared his insight and experiences helping CEOs manage and build their finances more effectively.
October 4, 2007
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Re-inventing vision and strategy
Peter Flattery took the bold step to transform his company's role and position in its market predicted failure.
September 13, 2007
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Achieving Value Based Management
Brent Wortman helps companies achieve their performance potential
August 14, 2007
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Business Practices Leading to Sustainable Growth
Mike Russill works with companies looking to benefit from going green
May 29 , 2007
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From Success to Significance
A personal epiphany alters the path of a successful leader, taking him from the world of wealth creation to the challenges of heading a non-profit charity.
July 24 , 2006
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