Paquette made no statement in court.Paquette had hoped to apologize to Emily and did so to her mother outside the courtroom, asking for forgiveness, his lawyer, Glen Donald, said at the hearing.In court, Donald described Paquette’s upbringing in London, a difficult one marred by his parents’ alcohol abuse. He left home to go to school in Windsor, but was robbed and returned to London. He left home again while in high school.Paquette worked at menial jobs for a time, but had always wanted to be a police officer, Donald said.So Paquette earned his high school diploma at 22, graduated from Fanshawe College’s law and security program at the top of his class in 1991 and was hired by London police.In 2009, he was promoted to sergeant and, in 2012, received a citation from the chief.“Obviously, he comes here today before your honour completely humbled,” Donald said.Being on administrative duty isn’t easy on Paquette, he added.The Crown agreed Paquette had accepted responsibility and that the victim was grateful she wouldn’t have to testify.Justice John Skowronski noted that Paquette had assaulted Emily and made derogatory comments, but was remorseful and apologized to Emily’s mother outside the courtroom.He ordered Paquette to attend anger management or sensitivity training for involvement with people with mental health difficulty “if such exists,” and to perform 100 hours of community service.“Mr. Paquette, it’s clear that you take this seriously and that from all accounts, you have learned from this,” Skowronski concluded.“Hopefully, with proper training and insight on your part, we’ll never have you before the courts again. Good luck, Mr. Paquette.”“Thank you, sir,” Paquette replied quietly. “I appreciate the focus you are taking,” Angela Workman-Stark, a former RCMP superintendent and researcher in policy, told The Free Press during research for this story.“It is fair and balanced, seeking to understand what is happening.”The Free Press was putting the finishing touches to the story, seeking comment from police administration and the officers involved, when Paquette took the newspaper and its parent company to court.On April 3, Paquette served notice of legal action against Postmedia Network Inc., publisher of The Free Press, seeking to prohibit it from publishing the key elements of the story.The legal action sought an injunction prohibiting this newspaper from using any of the Crown’s brief — the video surveillance tape from the police station and the police witness statements — in a story about the assault.Postmedia objected to the proposed injunction.The surveillance videotape is central to the story. The video provides the complete story about the assault on Emily, with much more information than was provided in either the court hearing into Paquette’s assault charge or a later Police Services Act hearing.The video also shows the actions of the other officers — information the public has no other way of knowing.The police witness statements show what officers reported, and did not report, about the assault.Paquette also sought a court order requiring Postmedia to destroy any copies of the surveillance video and other documents in its possession.As part of the application, Paquette’s lawyer, Lucas O’Hara, said the proceedings against his client “have been the subject of extensive media attention, including the publication of numerous articles by The London Free Press.”Postmedia intended to use the surveillance video and documents “for the commercial purpose of generating interest in and traffic to the LFP’s content by publishing salacious material . . . to generate a profit,” the application contended.The balance between the public’s right to know and Paquette’s right to privacy would be struck by preventing publication of the videotape and documents, the application stated.Paquette would suffer “irreparable harm” if the injunction was refused, the application said.The application also served notice to the Attorney General of Ontario, representing the Crown’s office.Emily says she never officially was served with papers, but was contacted by phone by O’Hara, and questioned about her relationship with The Free Press.After 3½ months of negotiations, the application was settled out of court. The settlement allows The Free Press to tell this story.The London Free Press attempted to contact Paquette one last time, through his counsel, two weeks before publication of this series. A list of 36 questions was prepared for an interview.His lawyer, Lucas O’Hara, replied by email.“Given the history of the matter, and on the advice of counsel, Sgt. Paquette is going to respectfully decline the opportunity to be interviewed.”Read WE ARE THE COPS, Part 5: SilenceRead the whole series from the beginning by clicking here Because the matter was before the courts, no other details would be released, police said.Except for one detail: The victim did not complain at the time of the incident, police said.That fact was included in the news release to explain why there was a delay between the incident and the investigation into Paquette, a police spokesperson told The Free Press.Other possible explanations for the delay — the fact police did not report the assault in their official statements, or the fact the victim was facing charges herself — were not included in the news release.When a person is charged with a crime, a document called “an information against” is prepared by police and filed in court.Those public documents include the address of the accused. For example, when Emily was charged, her “information against” included her home address.Other London police officers facing charges recently have had their addresses listed on such documents.But Paquette’s address was listed as 601 Dundas St., the address of London police headquarters.That’s because the alleged crime took place at the police station and in the line of duty, a London police spokesperson told The Free Press.Paquette made his first court appearance Aug. 2, and the case took several months to proceed.After discussions about a resolution and a short delay to try to find an out-of-town judge, the case came to court at 11 a.m. Dec. 18, 2017.Court was told the case would be resolved in the afternoon two days later.The hearing was held as scheduled, at 2 p.m. Dec. 20, before a London judge.No media attended that hearing.The advance docket for Dec. 20 — a preliminary list of court cases that is sent to the media — did not include Paquette’s name.That’s not necessarily unusual. The advance docket was sent out Dec. 18, and it’s likely Paquette’s hearing that day finished too late to make it to the list for Dec. 20.A second docket, published online the day before the Dec. 20 hearing, is no longer available for viewing. It’s unknown if Paquette’s case was listed.A hard copy of the docket, posted in court the day of the hearing, did include Paquette’s case.But media attention that day was drawn to a high-profile case involving a mother charged after her baby’s body was found in a dumpster.With no news reporters at the afternoon hearing, Paquette pleaded guilty to assaulting a woman in the detention unit.An agreed statement of facts describing the assault was read into the court record by Eric Costaris, the out-of-town assistant Crown attorney handling the case.We Are The Cops, extra: Did Sgt. Peter Paquette’s punishment fit his crime? Opinions differ READ IT HEREThe assault on the woman that is visible on video surveillance from the London police detention unit can be broken down into 12 separate actions: one punch, two kicks, three instances of stepping on her with full body weight, five instances of stepping or stomping on her neck, chest or head with one foot (one of those instances consisting of bouncing her body up and down six times) and one instance of jamming a forearm into her jaw.The agreed statement of facts included 10 of those actions, providing a fairly comprehensive account of the assault. But the straightforward language typical of statements created by compromise between Crown prosecutors and defence counsel softened the impact of some aspects. Some examples:Paquette bouncing the woman up and down six times, using his left foot on her neck, is described as “applying his body weight onto her neck.” Paquette jamming his arm into her jaw so hard the stretcher moved and her voice suddenly became garbled, is described as “applied his forearm to her left jaw area restraining her head movement.” When Paquette stepped hard on her abdomen with his right foot at one point, it’s described as “placed” his foot on her abdomen. Bruising was present, the statement said, but offered no details of the extent or location. The agreed statement of facts noted that at several points during the assault, other officers were restraining the woman.The woman — we’re calling her Emily — did not attend Paquette’s hearing.The weekend before the hearing, she was told to quickly prepare a victim impact statement, Emily says. She says she read it aloud to a family member.“I started crying. I just was, just really . . . I was so badly behaved.”Her victim impact statement differs from the usual ones presented in court.For much of it, she described how her own behaviour exacerbated the situation and how she worked to change her life.“I know it was inexcusable, intolerable and disgusting. I do not stand by my behaviour,” she wrote.But she didn’t stand by Paquette’s, either.“Trying to remember what happened when I was under the watch of Sgt. Paquette is like trying to recall a horrible nightmare that’s plot is slipping away as you wake into consciousness,” she wrote.“I can only remember the raw emotion that emits as panic, anger and fear. I can taste blood in my mouth and I remember my head feeling like it might explode. I recall commotion, thrashing about and trying with every part of me to escape what was happening.” Brice Hall/Postmedia Peter Paquette Four months later, Paquette was charged under Ontario’s Police Services Act with three counts of discreditable conduct, one count of insubordination and one count of unlawful or unnecessary exercise of authority in relation to the same incident.By Dec. 14, 2018, an agreement had been worked out between the police legal team and Paquette’s lawyer, and was presented at a hearing at London police headquarters.Another agreed statement of facts was presented and provided to reporters by London police. The description of the assault in this statement is 11 sentences long, describing six of the 12 separate actions that made up the assault.It does not mention Paquette bouncing the woman up and down six times with his foot on her neck.It does not mention that he stepped on the woman with his full body weight on three different occasions.It does not mention that Paquette told an officer to move his hand while stepping on the woman.It does not mention that officers continued to hold the victim throughout the assault.It mentions only one of five instance of Paquette pushing his foot onto the woman’s neck, chest or head.The agreed statement of facts says nothing about Paquette’s official witness statement, which did not mention the assault on the woman.The agreed statement of facts notes that the incident was investigated by London police, but not that the investigation began several months later and was prompted only by the request of the Crown’s office for surveillance video.Paquette had disclosed to police “relevant mitigating medical circumstances which have been taken into consideration as part of the joint resolution on penalty,” the statement said.At the time of the incident, Paquette was struggling with some personal stresses that contributed to his poor decision, his lawyer, Lucas O’Hara, said at the hearing.Paquette pleaded guilty to three counts: unlawful or unnecessary exercise of authority by using unnecessary force; discreditable conduct by virtue of being guilty of a criminal offence; and discreditable conduct by acting “in a disorderly manner or in a manner prejudicial to discipline or likely to bring discredit upon the reputation of the police force.”A Police Services Act charge that he used abusive language was withdrawn.So, too, was a charge that seems to relate directly to his silence after the assault. The charge of insubordination by failing “to provide a full and accurate account of the type and justification for any use of force that you applied on a prisoner in custody” was withdrawn.The assault seemed the focus of the punishment, not the silence after.London police spokesperson Roxanne Beaubien said police were unable to provide information about the discussion between the parties that led to the withdrawal of the charge relating to Paquette’s account of what happened.At the hearing, it was noted Paquette had one incident of informal discipline, for discreditable conduct, for an incident that occurred on July 18, 2015. The discipline was imposed May 30, 2017. Informal disciplinary decisions are not made public.It was also noted at the hearing that Paquette has received professional notices of merit, including a chief’s citation for bravery in a 2012 arrest.Paquette lost 200 hours’ pay, or five weeks’ worth. He maintained his rank as sergeant.He made a public apology to the victim and her family at the Police Services Act hearing.“I am and forever will be deeply sorry,” Paquette said.The Free Press waited until that hearing was complete before preparing to publish what we knew about the assault and silence of the officers afterward.The newspaper delayed publication, knowing the hearing would release some information to other media, out of fairness to Paquette, London police and the process of justice.Stories about what Paquette did, before his hearing, might have influenced the result.There was no way to properly assess the process if the story was published before the process was complete. The long fight to shed light on a police station assaultIt’s taken months and a legal fight to break secrecy around a 2016 incident at London police HQ that hurt a 24-year-old woman and saw a city cop plead guilty to assault.The day after he assaulted a 24-year-old woman in the London police station, Sgt. Peter Paquette attended the opening of a shelter for abused women in St. Thomas.If Paquette recognized then, or does now, the incongruity in that sequence of events, he’s not saying publicly.Paquette declined a London Free Press request to speak about this story in March.Story continues belowThis advertisement has not loaded yet,but your article continues below.That same month, he began legal action to limit the contents of this story by preventing The Free Press from publishing details of documents and a video the newspaper had obtained.Information about his case has been limited from the start.The first time the public learned about the assault was June 13, 2017 — eight months after it happened.London police issued a short news release, saying Paquette had been charged with assault after an incident at police headquarters on Sept. 6, 2016.Officers had begun investigating May 26, 2017, after receiving information about an officer’s conduct, the news release said.Paquette was placed on administrative leave. Angela Workman-Stark
Remember, the release candidate is not ready for primetime yet. Don’t use it on a production site.Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Click to print (Opens in new window)Like this:Like Loading…RelatedWordPress 4.1 Beta Version Available for TestingThe first WordPress 4.1 beta version was released last week, and is ready for download. Here’s your chance to set up a test site to check out the new features and improvements in the new version. According to the announcement from 4.1 release lead John Blackbourn, the 4.1 version is…In “WordPress”WordPress 4.1 Release Candidate AvailableThe first WordPress 4.1 release candidate has been released and is ready for download. Here’s your chance to test out the new features and improvements in the next version of WordPress. John Blackbourn, lead for the 4.1 development team, announced the release candidate, asking for help with testing before the…In “WordPress”Weekly Roundup of Web Design and Development Resources: August 29, 2014Welcome to the weekly roundup! If you’re new to the blog, each week I publish some of my favorite web design and development resources I’ve discovered on Twitter and from my reading articles and posts. In this week’s roundup, you’ll learn about the user experience decisions for Instagram’s new Hyperlapse…In “Web design & development links” The first WordPress 4.0 release candidate is out today, and ready for download. Here’s your chance to test out the new features and improvements in the next version of WordPress. According to the announcement from 4.0 release lead Helen Hou-Sandi, the team hopes to ship WordPress 4.0 next week. And they could use your help in testing WordPress. What’s New in WordPress 4.0?You’ll find many interface and user experience improvements in WordPress 4.0. Given my background with localization, I’m thrilled WordPress 4.0 allows users to select a language for installation. Here’s a few of the other 4.0 features you’ll find:New Media Library interface: grid viewPost editor improvements that will make editing your posts easierImproved interface for plugin search resultsWidget integration in the theme customizerGet Started Testing WordPress 4.0No better time to get started testing than today! If you find any issues, report them in the Alpha/Beta area of the support forums. To install WordPress 4.0 release candidate 1, you have two options:Use the WordPress Beta Tester plugin. Select “bleeding edge nightlies”.Download the release candidate zipfileAnd if you’re a plugin/theme developer, here’s a few things you’ll want to do:Test your plugins and themes to ensure they work with 4.0Update your plugin’s readme to show 4.0 supportAdd an icon for your plugin (new feature rolling out in 4.0 next week). The icon displays in the dashboard. If you don’t add an icon, it will be automatically generated, based on the colors in the banner image.
Play Your Part Ambassador Lynette Ntuli is breaking the mould for young women in business, mobilising youth leadership and igniting a passion for active citizenship and social cohesion through Ignite SA, her dynamic multimedia network of young South Africans.Passionate about youth development and leadership, Lynette Ntuli is a founding director and the chairperson of Ignite SA, a dynamic movement and online multimedia platform that mobilises young South African leaders.Staff writerThe founding director and CEO of Innate Investment Solutions, Lynette Ntuli has held executive roles at Motseng Marriott Corporate Property, Motseng Property Services and the Durban Business Enhancement Initiative. Her appointment as general manager of the Pavilion mall in Durban made her the first black woman to helm a super-regional shopping centre in South Africa.In 2014 Ntuli was named Glamour magazine Woman of The Year in business, and selected as one of the Top 200 Leaders of Tomorrow by the St Gallen Symposium, the world’s premier think-tank on leadership, politics and society. She is a World Economic Forum Global Shaper, and a 2014 Mandela Washington Fellow in the flagship programme of US President Barack Obama’s Young African Leaders Initiative.Ntuli has served as the chief executive of the Durban Business Enhancement Initiative, a business development initiative created by the corporate fraternity to leverage the organisational capacity of the private and public sector to boost growth, national and international trade and sustainability in economic sectors identified as priorities by the National Development Plan: infrastructure development and planning, manufacturing, ports and commodities.Passionate about youth development and leadership, Ntuli is a founding director and the chairperson of Ignite SA, a dynamic movement and online multimedia platform that mobilises young South African leaders to network and debate on issues to do with business, leadership, education, society, the economy and development, through a number of different programmes and partner-led initiatives.She is also a globally recognised professional speaker on a large variety of business and socioeconomic subjects.Ntuli’s other awards and accolades received include the Cosmopolitan Fun Fearless Female Award in 2008, Destiny magazine’s Woman to Watch in 2009, and the Mail & Guardian’s 200 Young South Africans 2012. She was also featured as one of the “Under 30 and on Top” by O – the Oprah Magazine in 2009.She is actively involved in a number of organisations including the Business Women’s Association, International Women’s Forum, Women’s Property Network, Institute of Directors SA, South African Property Owners Association, South African Council of Shopping Centres (and the South African Institute of Black Property Practitioners.She has served as vice chair of the Durban of the Businesswoman’s Association, as a SIFE – Students in Free Enterprise/Enactus national and World Cup final round judge (Malaysia 2011), Retail Development and Design Awards 2009 judge, a Green Building Council of SA technical working committee member for the development of the Retail Green Star Tool, and a South African Council of Shopping Centres KZN committee member.
Aretha Franklin was on to something. She sang it loud and proud, “All I want, honey, is a little respect.” And that applies to work as well. The number one reason people leave a job? A disrespecting boss. Not lack of money. Lack of respect. What if joy was a leader’s responsibility? A skill required. An expectation of good leadership. A competency no less important than thinking strategically or leading change. What is joy? Great delight or happiness caused by something good or satisfying (thank you, dictionary.com). Could work really be the source of delight and happiness? Yes! And as leaders, we have an opportunity to fuel it. So why should this be our job as leaders? As columnist Steven E.F. Brown summed it up in the San Francisco Business Times, it’s all about “karma.” Here’s a snippet from his recent article: “To understand karma you just need to think about why you don’t pee in your own bath. Because you’re the one who has to sit in it! If you are an unhappy, cruel, ungrateful person, you make the people around you similarly unhappy, cruel and ungrateful, and you have to live among them.” That’s why joy is our job as a leader. Because who wants to spend the majority of each day working in a miserable, disrespectful, crappy environment? Create delight, joy, satisfaction, respect, and you get to work in it too! Still not convinced? Here are a few more reasons to choose joy as a competency: People watch you to determine how to act (called, “social cognitive theory”). Happy employees make happy customers (which generate more money). High retention and low engagement are costing you thousands of dollars. You deserve to love your job, too. So what would joy look like as a leader competency? Creating a vision with/for the team Partnering with people for their success (not yours) Intentionally listening to people’s upsets (that’s without looking at the phone even once!) Addressing conflict as a repairable “missed expectation” Considering others’ ideas Approaching mistakes as opportunities to learn Communicating the “why” Getting to know people personally Showing appreciation and recognizing efforts daily (not once a year on a performance review) Staying curious instead of jumping to judgment Treating people like new friends Remembering that people want to feel like the world really does revolve around them Helping people connect the dots between their job and the difference they make with their work What does all of this require? Courage and confidence to be remarkable. And relentless kindness. No exceptions.
As we reported in our recent May-June edition, the Women of Loss Prevention survey, sponsored by Tyco Retail Solutions and Protos Security, offered a comprehensive look at how women view their current roles in our industry, how they feel they are perceived as industry professionals, the role they feel gender and gender bias has played in their ongoing career opportunities, and the responsibility that every LP professional has to remain accountable for their own career growth and development.The goal of the survey was to offer an objective window into the thoughts, ideas, and opinions of the women of LP regarding these key areas, open doors for additional discussion, and perhaps spark fresh thoughts and ideas on how we can best address these topics to further enhance our LP teams.Yet as important as it is to mount these critical discussions, our efforts only bear fruit if that dialogue leads to action.- Sponsor – In this follow up to our article, we look to further digest and interpret response to the survey. As part of this process, we felt it vital to hear the voice of industry leadership, including how today’s leaders reacted and responded to the results.To help us find the answers, we canvassed loss prevention leadership to garner their insights and opinions on the subject. We compiled those responses to provide both general consensus and specific views on the ways that they see the role of the women of loss prevention, some of the hurdles that we will face in the process, the skills and resources necessary to power the transference, and how that will drive the future of the industry.The Wheels of ChangeThe recent past has provided us with a massive wave of growth, changes, and challenges across the retail industry. The way that we shop, the products we buy, and even the way that we pay for goods and services are changing in ways that we never would have imagined just a few short years ago. Yet the common assessment is that this is merely a glimpse of what lies ahead. And as the gap broadens between where we were and where we’re headed, the role of loss prevention will continue to evolve as well.But how will it change—and to what extent—remains largely unanswered. As we’ve all learned, real growth requires much more than just the passing of time and is largely the product of open minds. Each and every one of us must reach out, discover, and accept the need for change within ourselves.The complexity of the subject should remind us that there is never one side, one opinion, or one solution. A shared responsibility and a shared accountability have brought us to where we are today. This is just as true with the way that we react and respond to each other, recognizing our commonalities and accepting our differences for the betterment of all involved.The Role of Women in the WorkforceAccording to the Equal Employment Opportunity Commission (EEOC), women’s presence in the labor force has increased dramatically since the mid-1960s, with 57 percent of women currently participating in the American workforce. According to the Bureau of Labor Statistics, women represented 47 percent of the total labor force in 2017.As the nation’s largest private-sector employer, the retail industry supports over 42 million American jobs. Yet while there have been strides made in retail management positions, women hold only 37 percent of executive positions, and in loss prevention those numbers are significantly lower. Less than 6 percent of retail CEOs are women.The National Retail Federation’s (NRF) 2018 Nation Retail Security Survey (NRSS) found women account for 25 percent of LP management positions, showing slow and steady progress when compared to 19 percent in 2008. However, NRF research further indicates that 47 percent of women in retail hold a manager title, revealing a clear disparity in LP in contrast to our other retail peers.Is this a product of education? Not according to the National Center for Education Statistics, which reveals that women earn more degrees than men, with women earning more than half of bachelor’s degrees (57%), master’s degrees (59%), and doctorate degrees (53%) in the United States. Women are investing in their future, helping to raise the bar for the entire industry.Lisa LaBruno“In my experience with our member companies at RILA, I’ve seen firsthand that women can find success in loss prevention, and in fact, it’s a field with an incredible path for growth,” said Lisa LaBruno, Esq., senior vice president of retail operations for the Retail Industry Leaders Association (RILA). “This survey supports that notion, as well. But with that in mind, there is no question that the industry has a long way to go to achieve greater gender equality and diversity within our ranks. We know that those conversations are taking place now at retail companies, and it’s part of our mission at RILA to help encourage and facilitate the industry’s progress from that perspective. Given these commitments, we’re optimistic that the future of retail—one shaped by diversity of thought and inclusion—is in our sights.”Recruiting and Developing TalentIn response to the survey results, we asked industry leaders if they felt that retailers are doing an effective job of recruiting and developing female talent in loss prevention. While the response was mixed and most feel that significant strides have been made, most also agree that this remains an area of opportunity. In general terms, industry leadership believes that the inclusion of women in loss prevention-and more specifically leadership roles-is a critical aspect in the future of the profession. Several believe their companies are doing a good job of recruiting and developing women but feel this isn’t a consistent practice across the industry and others may not emphasize this effort as much as they should. Others believe there is also disparity between policy and practice in many cases.Here are some of the comments offered by industry leaders:“The inclusion of women is critical, but it has to start with the LP leadership. As we take on the challenges in retail today and in the future, we need diversity of thought and a mindset to look for solutions that are not founded in the status quo.”“Generally, I think retailers are doing a good job in this area, but there are still some pockets where there is very little female representation. I don’t think retailers are doing a great job with developing females beyond middle-management positions. There are still far too few women in senior levels of leadership in retail loss prevention.”“The best leaders learn to identify talent, ask the right questions to confirm that talent is genuine, and then take the right steps to secure and develop talented individuals. That’s true regardless of gender or any other distinction. I believe this is a skill that many believe they have, but most lack, and that greatly contributes to the problem.”The Blind SpotMany women believe that a “good ole boy” network still exists in loss prevention that somehow excludes women and/or others outside of the group. We then asked industry leaders for their thoughts on this issue.While some wouldn’t specifically refer to it as a “good ole boy” network, every industry leader who responded stated they feel that while there has been a significant improvement in recent years, a subculture remains that appears to carry an exclusive bias, intolerance, misconception, or misunderstanding of others. There are those who tend to network and interact within their own group, a niche environment that lacks broad acceptance or inclusion. Most also agree that this is true throughout the business world and not exclusive to loss prevention.Reviewing the many comments on the subject that were made as part of our survey, it could be more specifically inferred that most women making these comments simply didn’t feel included rather than deliberately excluded. There was a general perception that little effort is being made to change certain habits, rethink some events to make them more inclusive, welcome new faces, or otherwise modify behaviors to create a more inviting environment for women.“During conferences and similar occasions, who is gathered together at the events?” said one industry leader. “It’s many of the same people over and over again. We don’t often make the effort to include women or newer professionals.”This points to one of the most powerful reasons for the lack of progress in this area. We all have blind spots when it comes to certain perceptions, and it’s difficult to solve problems that we don’t see or understand clearly. We’re comfortable with the status quo and don’t feel the urgency to change. This can most certainly include gender diversity.For example, many men may believe women are well represented in leadership, when in fact there are far fewer than they think. Further, many men don’t fully grasp the barriers that hold women back at work and aren’t fully aware of the need for change and as a result are less committed to the issues that women face or the hurdles that can stand in the way. By the same respect, women may make certain assumptions as well, perhaps misinterpreting a lack of understanding with a lack of empathy.Of course, there are those who simply resist change and don’t feel they should change or that they have to. There are those who prefer to hold firmly to past norms and those who choose to find fault in the behaviors of others rather than considering flaws in their own way of thinking. There are also those who use excuses as tools of destruction rather than using reflection as an agent of change.But for most of us, awareness is the first step. Whether reflecting on our own habits or learning to recognize it in others, we need to resist the trappings of finger-pointing and focus on modifying behaviors—including our own. Both men and women need to swallow the pill and get better.Here are some additional comments from industry leadership:“I don’t think our teams hear enough from the leaders in our industry. We have to make people feel more than included. We must give them a sense of belonging.”“I do think a good ole boy network still exists. As one of the few women in leadership, when asked to participate in an industry function, lead a session, or comment for an article, I’m usually relegated to a subject matter considered traditionally more female.”“I wouldn’t refer to it as a ‘good ole boy’ network; however, I think that there exists a tight network that has a certain standard that they follow, and breaking into that network can be difficult regardless of gender. It’s important leaders make decisions with their eyes and their minds open. It’s changing, but we still need to keep moving in the right direction.”Leaders Stepping UpPromotions and other advancement opportunities should always be based on merit, productivity, commitment, potential, flexibility, ingenuity, and other performance-based factors. Overcoming disparities requires that we develop strategies that focus on engaging all talented individuals in growth opportunities regardless of gender or other nonperformance issues.When asked what steps retailers can take to develop female talent for LP leadership roles, industry leaders offered many suggestions:Create a forum for minority and female leaders to share their concerns, successes, and needs with a direct pipeline to senior leadership.Set specific goals and identify measurements of success. Accountability has to start from the top and reach every level.Take personal accountability to identify talent and assign mentors.Look for developmental opportunities that put everyone in the mix for promotions.Educate your talent on both linear and nonlinear career paths. Stretch assignments both within and outside the department.Support them in industry developmental programs like the Loss Prevention Foundation and Wicklander-Zulawski.Support diversity training for leaders at every level.Take real steps to ensure that hiring, promotional, and developmental decisions are based on merit, potential, and commitment, and hold leaders accountable.Use depth charts, forecasting plans, and other initiatives that serve to support our talent.Conduct more career conversations with top talent to ensure they know there is potential for them for next steps.Support opportunities for additional exposure by putting talent out front as speakers, presenters, and subject-matter experts at conferences and events.Denounce double standards for behavior, including and especially in social situations.Be intentional and purpose-driven in the effort.Owning It as IndividualsWhile it’s important for retailers to step up and support their teams, no one, regardless of gender or any other nonperformance trait or characteristic, should expect their company to do the legwork for them. Ultimately, we are all responsible for our own growth and development as well as our actions, decisions, and performance.Even when we’re good at what we do, that doesn’t necessarily mean that we will excel—or even be successful at the next level. Promotions always involve additional responsibilities and different skill sets. Similarly, tenure doesn’t necessarily translate into experience. For example, if someone performs the exact same job for five years without looking for ways to develop or grow, do they have five years of experience or one year of experience repeated five times? Every true leader must be able to see this in themselves and be able to identify those same abilities in others when making these decisions, just as every individual must refine their skills as they climb the ladder.Each one of us needs to find our place. We must learn to understand our own strengths and opportunities, accept our limitations, embrace the gifts we have to offer, and determine how we want to use them. We think differently. We learn differently. We apply information based on our own personal experiences. We must be thoughtful, respectful, open-minded, and patient enough to make the best decisions for ourselves, our families, and our careers.We asked leaders what advice they would give women or anyone else wanting to get ahead:You have to be good at what you do. That cannot be taken for granted.Capability is the bottom line. Mission accomplishment, leadership, inspiration, and communication are critical attributes, not seniority.Be engaged, passionate, and authentic. Take advantage of opportunities and showcase your talent.Be a sponge for education and learn to stand on the shoulders of others through programs like the industry certifications.Be flexible, mobile, confident, assertive, and persuasive. Learn to take calculated risks.Diversify your interests. Explore every opportunity. Be open to everything.Distinguish yourself, volunteer for assignments that no one else wants to take, and learn as much about the business as possible.Demonstrate leadership, respect your partners and peers, and show that you can be successful.Intellectual curiosity, guts, and professionalism are next-level skills. Know your business and be able to speak to it.Express your desire and ambition for career advancement. Don’t assume that others are aware of your career aspirations.It’s never wise to blindly accept the status quo. The world is always changing, and we have to be willing to change with it.Work harder than those around you and self-market in a way that demonstrates that ability.From LP agent to director, you have to believe in yourself and your skill sets. This must come from you because it’s up to you.Some additional comments from industry leaders included:“Opportunities to get ahead should always be based on merit, but sometimes it’s also our ability to impress those qualities on others and voice our interest and desire to get ahead. I agree that there are times when a promotion might not be perceived as fair, and surely there are times when they’re not. But it’s also important that we’re willing to reflect on ourselves and try to figure out what we might have done differently or better. These decisions aren’t made on the spur of the moment, and attempting to narrow it down based on gender or any other nonmerit distinction can also be a self-serving rationalization rather than a true factor in the decision process.”“There is no doubt that where you work and for whom you work will have an impact on your opportunities for advancement. But you control what you do and how you do it. Everyone needs to do the job, be present, show up, go above and beyond, own everything you do for better or worse, reject entitlement, embrace inclusion, be a team player first, and pick your battles. If you embrace these simple rules, gender shouldn’t matter.”Mentorship ProgramsWhen asked whether organizations, or the industry in general, should support mentorship programs, industry leaders made it very clear where their thoughts lie. Every leader we asked offered an unequivocal “yes.”This subject sparked significant discussion from industry leaders as they reflected on the importance of mentors and sponsors as part of their own career development and advancement. Several named specific individuals, while others chose to offer their own experiences. What was most clearly offered was that our industry leaders strongly believe in the value of these programs and recognize the value of mentors and sponsors as part of career development.“I’ve had mentors and sponsors in my life that knew more about my potential than I did. Every organization should have a program, and they should invest time and money into it.”“I wouldn’t be where I am today if it weren’t for those that saw some raw potential in me, challenged me, counseled me, and stuck with it. If the company you’re with doesn’t have a formal process, do it informally—or more importantly, lobby them to implement one. Having a mentor is absolutely critical in today’s relationship-driven world.”Further, there was a consensus that the women of loss prevention should seek out all types of mentors, underscoring the importance of having mentors from outside the loss prevention profession as well. Women should seek out both men and women to serve as mentors, sponsors, and “life-skill coaches,” and should also search for opportunities to serve as mentors themselves.Bob Moraca“I was very excited to review the results of the women of LP survey and your findings,” said Bob Moraca, MBA, CPP, CFE, vice president of loss prevention with the National Retail Federation. “The NRF loss prevention community has been supportive of the women in LP movement for close to two decades. With strong female leadership, we have proudly developed several programs to enhance the growth of women in the loss prevention profession. Over the years we have developed a mentoring program, hosted women-centric professional development calls, and NRF proudly hosts the largest gathering of women in the industry at our ‘Women in LP Luncheon’ at NRF PROTECT every year.”Moraca added, “Our entire industry owes a rousing debt of gratitude for the success that the diversity of experience, talent, thought leadership, toughness, and vision our women in LP bring to the LP community. We need to continue to mentor and encourage our emerging women leaders upward into the management ranks, where they can make a greater difference and continue their professional development.”The Value of DiversityDiversity provides our country with its unique strength, prosperity, and resilience. By recognizing and embracing our human differences, we learn to better understand each other and the unique contributions that those differences can provide. These same attributes serve us in the workplace as well, with the rich and varied individual characteristics of people and the wide spectrum of traits that make up who we are creating a positive and nurturing work environment that maximizes the potential of all employees.With the opportunity for different insights, varied opinions, and better solutions, gender diversity is the absolute lifeblood of retail and is critical as we look for the best ways to serve and interact with our customers and employees. As the blending of our society continues, there is an ongoing need to modify our way of thinking to effectively deal with the issues of communication, tolerance, adaptability, variety, and change.Unfortunately, a majority of women who participated in the survey (72%) believed that there are gender biases that remain in the loss prevention industry today. And while most LP leaders feel that there have been significant improvements, most also believe that those gender biases remain. Gender biases do exist across every aspect of our society. Men and women think differently. For the most part, we’re raised differently. We have different expectations, social norms, habits, and biology, and that just scratches the surface. But as is true with every other aspect of our lives, we need to learn to better embrace our differences rather than allowing those differences to create a gap between us.Diversity encompasses not only how we perceive others but also how we perceive ourselves. Those perceptions will have a direct impact on how we perform individually and how we interact with each other. Our goal should be to build a culture of respect where the attitudes and actions of people will encourage mutual understanding, creating an environment where people of all attributes can be valued and successful in the workplace.Venus and MarsThere may be a million ways to celebrate our differences, but there are a million and one reasons to praise how we are the same. The world is changing, and the rules are changing along with it. This is a time of tremendous evolution in almost every aspect of who we are and what we do. It’s true that there was a time when many of the lines were much clearer. But it’s just as true that some of those lines were wrong, unfair, and unjust.By the same respect, the door has to swing both ways. Throughout the survey, there were many comments made by women that might also appear demeaning and inappropriate to men. For example, we shouldn’t make blanket statements like, “Men are better than women in leadership roles.” However, we also shouldn’t make blanket statements like, “Women make better interviewers than men.” The latter can be equally unjust and inappropriate, widening gaps rather than closing them.Everyone wants to be respected. We want to be treated fairly and as equals. If we want to create an environment in loss prevention that’s inclusive for everyone, we have to be open-minded, but we also must be patient and understanding. As we blend as a country, we are also blending on social, personal, and professional levels, and all of us have to play our parts. We must face these issues head-on and find solutions that benefit us all.Moving ForwardComplicated problems aren’t typically solved with a survey and a single discussion. We have to increase awareness in a way that’s fair and objective, hold meaningful conversations that address the real issues, and move to action in a way that’s positive and productive.It’s truly been an industry effort to bring us to where we are. From those who took the time and effort to help us construct our survey, to the incredible women who shared their thoughts and opinions, to the tremendous industry leaders and sponsors who offered their guidance and support, and to all who have voiced their commitment and passion to the women of loss prevention, you have our gratitude. At the end of the day, we all want the same thing. We just need to find the best way to get there.EDITOR’S NOTE: To download the full survey results, go to LossPreventionMedia.com/free-reports. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
This week we took a look at free collaborative whiteboard apps, such as ZigZag Board (pictured above) and SyncSpace. Check them out and let us know which one you like best. IT + Project Management: A Love Affair This week Oracle released an iPad client for its virtual desktop infrastructure (VDI) environment. It joins Citrix and VMware in offering tablet support for VDI. We’ve made the case before that VDI will continue to play a role in the enterprise, even in the post-PC era because it will enable users to maintain a consistent desktop across multiple devices. However, another approach is possible: making important files accessible from the cloud, and syncing application states across devices (which is what WebOS aims to do). It will be interesting to see how this plays out.iPads for Field TechniciansTechWorld ran an article today about a lifecycle management application from Siemens. The app has been around for a couple months, but that isn’t the interesting part. What’s interesting is how the use case for tablets:The advantage to carrying the lightweight iPad, which is connected to the Teamcenter data wirelessly, is that technicians can stay in place on the large machines being serviced, rather than having to climb down a ladder and find a workstation to call up the information, Taylor said.“iPad support is now an enterprise requirement,” writes RedMonk co-founder and analyst James Governor in a post about both the Oracle app and the TechWorld article. “From an architecture standpoint it makes little sense for enterprises to develop their own iPad apps – but when it comes to consuming them they’re demanding native from vendors.”iPads for Point of SaleAlso, Information Week looks at another common use case for the iPad: point of sale systems for retailers:Microsoft currently holds about 87% of the market for so-called Point of Sale, or Point of Service, operating software. But retailers’ desire to arm employees with mobile gadgets through which they can provide and receive customer information while, say, on a showroom floor, has them eyeing tablets.All the reason for Microsoft to get Windows 8 out the gate as soon as possible.5 Free Collaborative Whiteboard Apps For the iPad The iPad isn’t just a hot new consumer device, it’s also an increasingly popular tool for business. Each week we take a look at the new or updated business apps for the iPad, and highlight trends in how tablets are being used in the enterprise.It was a short business week in the U.S. and there were few new application releases this week. But there was one that caught or eye: Oracle Virtual Desktop for iPad. We also found some interesting articles on use cases for iPads in the workplace.Oracle Virtual Desktop Client for iPad Tags:#enterprise#mobile Related Posts klint finley Cognitive Automation is the Immediate Future of… Massive Non-Desk Workforce is an Opportunity fo… 3 Areas of Your Business that Need Tech Now
T-Mobile has agreed to pay a $40 million settlement to end a Federal Communications Commission investigation that found some of its customers weren’t able to complete calls to certain rural areas.The investigation started in 2016 when the FCC heard from a few customers and rural telephone companies in Wisconsin that some calls originating on T-Mobile phones weren’t reaching phones in three rural areas. As the FCC investigated, it found seven more areas with the same issues and found the company hadn’t fixed the issues after learning about them.Exacerbating the rural woes, it seems some customers thought their calls were going through and the other person just wasn’t answering. Since 2007, T-Mobile had been inserting ringing sounds on the caller’s end when service was slow and a connection hadn’t actually been made to the recipient’s phone, according to the settlement documents.In 2014, the FCC enacted a rule prohibiting telecom providers from using false rings, which disguise poor connections. T-Mobile, the settlement said, continued the practice on some out-of-network calls, totaling hundreds of millions of calls every year.T-Mobile said Monday that the false-ringtone issue was an unintentional oversight that was fixed in January 2017.”T-Mobile is committed to all of our customers across the country,” the company said in a statement.T-Mobile’s coverage has historically been stronger in urban areas. As it starts implementing its new low-band spectrum, which it won during the federal spectrum auction last year, it is expected to improve coverage in rural areas.As part of the settlement, T-Mobile will make plans for dealing with rural call issues, including working with immediate providers in those areas to improve connections. It will report issues and solutions to the FCC.T-Mobile, which had revenue of $40.6 billion last year, has paid previous fines as part of settlements with the FCC. It was fined $17.5 million in 2015 after two 911 outages, and it paid $48 million in 2016 to settle an investigation over claims that marketing campaigns for its unlimited-data plan were misleading. This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only. ©2018 The Seattle Times Distributed by Tribune Content Agency, LLC. Bellevue, Wash., telecom T-Mobile has been cited by the federal government for using fake ring tones on some customers’ calls—sounds that made the caller think the phone was ringing on the recipient’s side, when it really wasn’t. T-Mobile fined $48M over slowing ‘unlimited’ data plans Citation: T-Mobile to pay $40 million after using fake ring tones on some customer calls (2018, April 17) retrieved 18 July 2019 from https://phys.org/news/2018-04-t-mobile-million-fake-tones-customer.html Explore further