Dianne is an accomplished and well-respected business professional with a unique blend of competencies gained from her work in business communications, corporate training/coaching, career development and adult education. She brings a wealth of knowledge in leadership, human resource development, team building and corporate coaching. Dianne now shares her experience in her on-line courses and  guidebook collection “The Supervisor’s Safari Guidebook Series”.

If you’ve ever been thrown into a situation where you didn’t know what to do or who to ask for help, you’ll identify with Dianne’s experiences.


Throughout my business career, I worked for several supervisors – a few great ones but mostly they were mediocre or downright toxic! As a motivated producer I was frustrated with the general lack of support, but I came to realize that most supervisors lacked proper training and a mentor to help them to successfully lead people. When I became a supervisor, I was shocked by some of the difficult situations I faced, which gave me greater empathy for what all supervisors have to deal with. These experiences inspired me to start my own training/coaching business, which specializes in helping supervisors and managers acquire the essential skills to successfully lead successful teams.

“I learned how critical supervisors are to the bottom line and success of every organization.”





Post-secondary education in Business Administration, Career Development and Business Coaching.

Professional Certification in Adult Education, Advanced Sales, Teleclass Leadership, Public Speaking and Mediation Skills.

Certified Facilitator for the “Coaching Clinic for Managers” through Corporate Coach University (CCUI).

Qualified Administrator and Trainer for Myers-Briggs Type Indicator (MBTI) Levels I and II, True Colors Personalities, Personality Dimensions, DISC and the Strong Interest Inventory.

Current business associates include a website production manager, a marketing director, a communications & graphic design consultant, a personal coach, and other consultants in human resources development.

Dianne gained invaluable experience in her career, both as an employee and as a corporate trainer and coach. Her client base spanned several industries, from which she gleaned in-depth knowledge of their organizational cultures and business needs. They are listed below.

The industries Dianne has worked with include…


  • Telecommunications
  • Marketing & Advertising
  • Travel Agency & Airlines
  • Construction
  • Safety Training & Compliance
  • Oilfield Services & Supplies
  • Universities, Colleges & School Boards
  • Manufacturing Companies
  • Seniors Healthcare Industry
  • Not-for-Profit Agencies
  • Research & Lab Testing Companies
  • Worker’s Compensation Board
  • Public Libraries

Municipal, Provincial & Federal

  • Agriculture
  • National Defense
  • Corporate Services
  • Indigenous Affairs
  • Children’s Services
  • Advanced Education
  • Department of Justice
  • Economic Development
  • Healthcare & Wellness
  • Information Technology
  • Public Works & Infrastructure
  • Forestry & Fisheries


Dianne’s Leadership Journey


My journey through leadership has been a life-long quest. Since childhood I have been fascinated by the actions of leaders including my parents, teachers, sports coaches, supervisors, and senior management. Progressing through school and into the workplace, I became acutely aware of how the behaviors of positional leaders impacted the morale and productivity of those around them. I observed how they treated people, how they modeled the way and how they inspired (or demotivated) others.

In my early career I worked for a number of supervisors in the “corporate Jungle”, where I experienced a wide range of leader behaviors – the good, the bad and the mediocre. I was a highly motivated and self-directed producer and often frustrated by the supervisors who were disengaged or self-serving. The best supervisors in my books, were the ones who genuinely cared about my success and encouraged me to up-skill and take on new challenges. For these leaders I gave my best and consistently exceeded their expectations.

“I quickly learned how critical supervisors were the bottom line of every organization!”

Eventually I aspired to move up into a leadership role. In preparation I furthered my education, volunteered for supervisory duties, and mentored with other leaders. When I became a supervisor, I approached the role with great enthusiasm and commitment to succeed… but nothing prepared me for the “wildlife situations” that lurked in the shadows of the corporate jungle!

First Wildlife Situation

In my first months as a new supervisor I was delegated the task of discipling an employee who was having an affair during work hours – and had been for years under company surveillance. My manager had not addressed the situation and when I asked him for guidance, he replied “You figure it out Dianne, that’s what we pay you the big bucks for!”. Knowing this would be a sensitive situation in a unionized environment, I reached out for help at human resources, union services and with counselors at employee assistance. Armed with good advice I was then able to confidently address the situation. Unfortunately, the employee refused to change his behavior and we had to let him go. This situation proved a rough start as the new supervisor, and it took some time for the team to accept me.

Second Wildlife Situation

In my next supervisor’s job, I was delegated the task of dealing with a long-term unionized employee, who had been embezzling funds to support her gambling addiction. Again, my new manager failed to support me, so I drew on my previous experience on how to deal with a difficult situation in a unionized environment. Thus, I was able to handle the embezzlement charges and guide the employee into addiction counseling.

Third Wildlife Situation

A few years later I was recruited by a private company to expand and supervise a new sales team. The existing long-term employee on staff had been handling sales in the past and she resented my coming in from outside, a very normal reaction. She also thought she was a shoo-in for the supervisor’s position and unfortunately management had not prepared her for this change. I could certainly empathize with her sense of betrayal and I worked with her to help her develop her leadership skills by becoming the team lead and up-skilling so she could take over my position when the time was right. Regardless of what I tried she refused to cooperate and proceeded to buck the system, harass me and other sales staff, and manipulate the owners for special privileges. This is where I learned to how to stand firm addressing behavioral issues and how to diplomatically liaise with management to be proactive in the process!

In summary, I cut my teeth on some very sensitive and difficult situations with little guidance from my managers. It was from these experiences that I realized how ill-equipped new supervisors are when they transition from the front lines into a leadership role – and how much they need coaching along the way! Thus, I started my own business with a focus on arming supervisors and managers with the skills and tools to successfully lead people.