Overview

ICAB's Aboriginal Leadership Exchange was based on the understanding that all participants share a common experience of engagement in leadership where each participant brings different strengths and backgrounds to the respective organizational contexts in which they lead. In the spirit of ICAB's vision and guiding principles, this rich diversity of experience and wisdom was at the foundation of the Leadership Exchange experience.

ICAB's vision is a vibrant BC economy where Aboriginal and non-Aboriginal people prosper together.

ICAB believes that open-minded dialogue leads to mutual understanding and positive action. In order to nurture this dialogue:

• ICAB provides a safe and respectful forum for frank discussion, the exchange of ideas and the sharing of experiences;
• ICAB welcomes and values the diverse perspectives offered by its members.

ICAB believes that the behaviour of individuals impacts the reputation of Aboriginal and non- Aboriginal business relations. Given this, all ICAB members are expected to act and conduct business in an ethical manner, and to demonstrate thoughtful respect for one another in all their business dealings. Every ICAB member commits to displaying leadership in ethical behaviour by following these fundamental practices:

Cooperativeness - supports the development of business relationships through cooperation and collaboration.

Equality - recognizes the individual rights of all members of the community in accordance with the Canadian Charter of Rights and Freedoms.

Truth - makes accurate claims, use only competent testimonials, and strives to be open about business practices.

Integrity - conducts business and interacts with consistency based on personal moral values.

Participants were chosen to participate in ICAB's Leadership Exchange because they agree with ICAB's vision and principles and because they:

• head a company or community with interest in Aboriginal/corporate relations in British Columbia;
• guide their company or community and have the ability to translate learning outcomes and experiences into action;
• make fundamental and directive decisions related to Aboriginal/corporate relations;
• exert a profound influence on the corporate culture in their community or corporation;
• embody this culture visibly to their peers, communities, employees and stakeholders;
• take responsibility for change in their community or corporation and lead a team tasked with implementation; and
• represent their community's or corporation's interests, values and beliefs to governments, associations and the public at large.

ICAB thanks all sponsoring members.

Silver

Bronze

The Cohort

The Leadership Exchange provided a perspective generally not accessible. It was an invitation to you by your partner to come inside and to look out rather than in.

In order to ensure open and rewarding dialogue, participants were teamed up so they were not connected through specific business interests and were free from the pressure to represent their community or corporation.

Participants' commitment to their exchange partner created deeper understanding for each other and when assisted by LSG facilitators lead to the creation of a safe, experience- rich and very personal exchange of knowledge.

Previous Cohort

Chief Kim Baird
Tsawwassen First nation

Ian Anderson
President, Kinder Morgan Canada

Chief Willie Charlie
Chehalis First nation

Donald McInnes
Vice-Chairman and CEO, Plutonic Power Corporation

Chief Harold Aljam
Coldwater Indian Band

Graeme Barrit
President, Coast Hotels and Resorts

The Program

The Leadership Exchange consisted of six distinct stages and each stage represented an important aspect of the overall experience. Participation in all stages  ensured a rewarding learning experience for all involved.

1. Preparation: Your Contribution to the Leadership exchange

During the preparation phase we invited participants to begin the Leadership Exchange journey. To this end we asked that they share information about themselves, take time to read the pre-readings and answer some brief questions.

Individual engagement and participation in the Leadership Exchange was crucial to adding value to the learning experience of all those involved and to supporting each other's learning. In the experience of LSG, individual engagement with learning began with planning and preparation before attending the Leadership Exchange.

2. Professional Considerations

• Personal/Professional Biography - What is important for other participants to know about you? 

• Community or Corporate Description or Profile - What is important for others to know or understand about your community or corporation? 

3. Personal Considerations

• What has motivated you personally and professionally to participate in the Leadership Exchange?
• What do you hope to learn from this experience?
• How might the Leadership Exchange influence you in your leadership role?
• How do you anticipate that your participation will have an impact on your community or corporation?

Typical Schedule

Beedie School of Business, Simon Fraser University

Segal Graduate School

500 Granville St., Vancouver V6C 1W6

Tel. 778-782-5255  Fax. 778-782-5153

Email: henrikss@sfu.ca

Coaching and Logistical Support

Each participant had the opportunity to draw on the LSG facilitator as a resource in the planning, experiencing and debriefing of the Leadership Exchange visits.

ICAB assisted in coordinating schedules, travel arrangements and provided travel itineraries and supporting documentation.

Contact Informaton

Marlane Christensen

President - Industry Council for Aboriginal Business (ICAB)

Suite 600 - 100 Park Royal
West Vancouver, BC
V7T 1A7

email: marlane.christensen@icab.ca

Beedie School of Business, Simon Fraser University
Segal Graduate School
500 Granville St., Vancouver V6C 1W6

 Tel. 778-782-5255  Fax. 778-782-5153

Email: henrikss@sfu.ca

Segal Graduate School of Business