Margaret Page

MARGARET A. PAGE, DTM, PID

Candidate's Office: First Vice President

Region Number: 1

Toastmasters member since: 2003

Education: College degree Business Management/Accounting

Employer and/or position: Self employed - President - Beyond the Page Coaching and Training Ltd.

Served as district governor of district number: 21

Term of service: 2012-2013

In term as district governor, district achieved: Distinguished

Website: http://www.margaretpage4TM1VP.com

Toastmasters offices held and terms of service (international and regional level):

  • 2018-2019 2nd VP

Toastmasters honors and recognition (international level):

  • 2011-2012 Education & Training Award

Relevant work experience and how it relates to Toastmasters and your role as a Board Member:

As a Board member, I will apply the experience I gained from establishing and growing multiple businesses to facilitate the continued growth and success of Toastmasters. My entrepreneurial experience is relevant because the principles I followed to build my businesses are the same as the six Categories of Leadership Toastmasters endorses: Ethics, Critical Thinking, Leadership, Vision, Strategic Thinking and Finance. My business journey began with the founding of P.I.M Oilfield Services Ltd in 1977 to rent heavy equipment, including caterpillars, graders and packers, for the oil patch in Northern Alberta. After being in business for a couple of years, we began to see the bigger picture of what was possible, based on forces and events occurring in our area. We used our critical thinking skills to analyze opportunities and risks and decided to start another business in 1979: Precision Contractors. We began with a very limited but well managed budget and resources. Our vision became our reality and we grew to be the largest oilfield contractor in Western Canada. Understanding that strategic planning is an ongoing process with a long-term perspective, we continued our growth through the establishment of Lloydminster Spill Services Ltd. in 1980. Again, our skills in finance and critical thinking allowed us to analyze risks, pros and cons, and make decisions. We started with one truck and trailer to provide services to clean up oil spills and provide sand and gravel for oilfield lease roads. Expanding our vision to identify other opportunities, and applying critical thinking to analyze market needs, led to the founding of Quality Tire and Treading Ltd in 1990. We began as a manufacturing process to apply new tread to existing tires and soon expanded to selling new tires to leaders in the Oil and Gas Industry. Realizing that entrepreneurial skills can be applied to establish and grow different types of businesses and organizations, we began Champagne Stables in 1984 to raise, breed cattle and sell yearling horses for the Thoroughbred Racing Industry in Western Canada. At the same time. we purchased a small herd of cattle and later progressed to a purebred black angus herd of 160. We explored Japanese genetics to incorporate into the breeding program to produce a more flavorful product. Our success led to receiving the most prolific bull award from the American Waygu Society. Making the most of life’s ever expanding and unexpected opportunities, I shifted once again and applied my entrepreneurial skills to operating Serendipity Salons LLC, a hair care franchise located in La Vegas Nevada. Utilizing strategic planning, vision, critical thinking, leadership and finance principles to expand locations, hire employees and open new markets for the Great Clips franchise consistently resulted in winning awards for achieving the highest volume status in the Southwest region. I currently operate 3 businesses: Westminster Property Management Ltd, has managed commercial and residential property in Alberta and British Columbia since 2001. Etiquette Page Enterprises has provided training and coaching to corporations, executives and individual clients, to be more professional since 2002; and Beyond the Page Coaching, Ltd, which offers one-on-one coaching since 2004 to support individuals in achieving clarity and confidence to apply their skills to making a difference in the world. My experience has taught me that one doesn’t achieve and sustain success in business without applying the categories of leadership Toastmasters endorses and, most importantly, adhering to ethical core values that guide how we demonstrate excellence, show respect to all cultures and consistently act with integrity. I am confident that the knowledge I’ve gained, leadership skills I’ve developed and lessons I’ve learned in business are very relevant and applicable to the current and future needs of Toastmasters.

What experience do you have in strategic planning?

I applied the strategic planning skills I learned in business to grow the District I lead and helped support my Region. My approach in both has been to formulate and execute effective strategies to support organizational goals and objectives. In my own business, I make these decisions on my own or jointly with co-owners/shareholders. In the various leadership roles I have served in Toastmasters, I have understood the importance of involving others in planning and executing to create our future. Everyone has a role to play. Involving others creates opportunities to build support for a shared vision and builds buy-in for the activities required to turn the vision into our future. One of my greatest strengths is the ability to understand what is important now and what we must do today to realize our long-term vision. It’s important our members understand that strategic planning is an ongoing process and we need to remain flexible to adapt to opportunities that are created by the continually changing environment we live in today. We must respect and learn from our past, and understand that change is required to remain relevant in the future.

What experience do you have in the area of finance?

I have extensive experience in raising money and managing money. I co-founded a business with annual sales of $30M, managed the budget, reviewed financial statements and made financial investment decisions for the corporation. Being a business owner also required me to understand and monitor key financial performance indicators and their relationship to achieving business objectives. To survive and thrive in business I had to assess risks and benefits to set financial priorities. I also sat on a College Board with funding of $25M, the Loans Committee for the Community Development organization and obtained funding and donations for political campaigns and several non-profit organizations. I am seven classes shy of having my CPA and currently manage my own stock portfolio and coach investors.

What experience do you have in developing policies?

While serving on the Board of Lakeland College we moved from an operational board to a board using the Carver model of governance. All the policies in existence at the time needed to be recreated to be in-line with our new model of governance. I served on the Sea to Sky Riding Association and B.C. Liberal Women’s Commission whose responsibilities also included introducing and debating new policies to better serve the public.

What lessons did you learn from previous leadership positions?

I’ve learned the importance of building relationships before pushing for results and setting expectations at the beginning on how we will work together to minimize conflict and challenges.  Creating the vision (3-5 years), developing the strategic plan to reach the vision, realizing this is an ongoing process of balancing a long-term perspective with day-to-day needs, setting short term goals, continual reinforcing of the mission, focusing on the “why” and communicating clearly and concisely the “how,” increases understanding, alignment and commitment to a shared vision. I’ve also learned that recognition and celebrations are vital keys to achieving desired performance and letting everyone know what they do makes a difference and contributes to our success.

What experience and key strengths would you bring to the Board of Directors?

My experience with Toastmasters, other community organizations and operating my own businesses has strengthened my leadership, collaborative and team building skills. I am a visionary and innovator, but also prudent. My ability to analyze risks, identify opportunities for growth, set priorities and involve others in the decision making process will allow us to focus on what’s important today, while planning and positioning our organization to continue to grow and adapt to changes required to serve our members now and in the future.

Why do you want to serve as an international officer/director?

I want to be part of shaping the future success of our movement and organization. Given the external realities and their impact on us; we need to become more agile in changing and simplifying how we operate to attract and retain new members for the long term. I want to be part of building a stronger team by elevating our core values and reducing conflict. I would like to provide equitable services around the world, create greater brand awareness and have world-class leadership development.

What volunteer experience do you have outside of Toastmasters?

•Director for Sunshine Coast Community Foundation, Fund Development Chair •Director Sunshine Coast Community Futures, Loans Committee •Communication Chair, Sunshine Coast Relay for Life, Canadian Cancer Society •Member of the Sea to Sky Liberal Riding Association •Member of the BC Liberal Women’s Commission •Member, Virtual Community Leadership Team for the International Coach Federation (ICF) •Vice Chair, Arts, Culture & Heritage Advisory Committee, District of Sechelt •Member, Sunshine Coast Rotary Club and Rotary Club International •Co-host | Clearly Coastal, Public Broadcast Program •Board Member, Lakeland College Alberta 1995-1997

Have you worked with other Boards of Directors outside of Toastmasters?

Board Member Lakeland College – While serving on this Board we had an economic slump and the Government cut 10% of our funding. Difficult decisions were made that impacted three diverse groups of stakeholders that were affected: students, staff and support. Also, while serving on this Board was the first time I created a strategic plan in a group. We created the strategic plan during a retreat weekend where we first looked at what the world might look like 50 years from now, then 25, 10 and 5. At the same time we narrowed down the scope from world, to country, to city, to college. Board Member and Loans Committee - Sunshine Coast Community Futures Development Corporation. This was a great experience in being able to provide lost cost funded to projects that were viable and would benefit the community. This decisions required the ability to access management strengths and future needs of the community. Board Member and Fund Development Chair – Sunshine Coast Community Foundation – This was a fabulous experience of a Board that was operational in nature and worked well as a collaborative team. Not only did this Board model great servant leadership each Board Member also contributed a significant amount of money to cover organization expenses. I learned much about fundraising, technology to manage fundraising and grant giving.

In your opinion, what are Toastmasters International’s major objectives and how would you work to achieve them?

Our major objective is to be the first-choice provider of high value, dynamic experiential communication and leadership training. The strategic plan will define the steps to get us there. We must recognize and demonstrate respect for geographical and cultural differences and their impact on individuals and the organization. We can achieve this by ensuring we have the international engagement and communication required to truly operate as a global organization.

Additional information about candidate:

I am an investor, coach, trainer, grandmother. I believe in self-care, staying fit and eating healthy. I read a book a week and have eclectic interests. I take at least three classes a year on various topics to continue to develop myself. Other values I hold near and dear: team, responsibility and commitment to family.