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To succeed in the unpredictable world of start-ups and business, entrepreneurs need more than just a good idea—they need strong leadership traits. 

Effective leadership is one of the most critical ingredients in an entrepreneur’s success. Without strong leadership, even the best ideas can fail due to lack of direction, poor team performance, or weak organizational culture.

Fortunately, leadership is not an inborn trait; it can be learned and developed, something Frank Newman, founder and CEO of Newman Human Resources Consulting, says can be done by promoting the ‘5Cs’ - connect, clarify, coach, courage and compassion.

“These are the five elements that really make a great leader and they're more important now than ever,” he says.

Connection

“By connection what I mean is building meaningful relationships with your team because without that emotional component, people are not going to follow the leader, they're not going to respect them. And more importantly, they're not going to trust them,” says Frank. “It’s really getting to know them on a more personal level; if we feel our bosses care about us, we will care more about our bosses and then we will care more about the company itself.”

He says leaders must also consider ways to connect with employees who may be working virtually and recommends using various tools, including employee surveys, to understand what people are thinking about. 

“It’s about finding other ways to connect and get information back because the more exchange of information you have, the more powerful that connection is going to be.”

Clarify

“What I have found in my experience is that so much of discomfort or lack of success in the world is because people are not clarifying expectations or goals or missions, so if employees are unclear on where the business is going, particularly right now, they're not going to be as effective,” says Frank, adding employees will make assumptions without clarification. “They'll have different expectations and then, sadly, we will disappoint them because we don't know what they want. It’s about taking time, particularly with all the chaos around us, to verify when it comes to objectives or roles.”

Coaching

“More and more we’re seeing the role of coaching is different from being a manager. A manager tells people what to do, a coach gives them the tools to do it,” says Frank, noting the importance to develop and support employees. “This is something that most people really appreciate when their boss takes the time connect with them. Obviously the more you coach, the more your staff are going to grow and it's going to be easier on the boss.”

Courage

“Leaders need to have the courage to make tough decisions, and decisions to change the team and the courage to ask for feedback. So often in business I see people who are afraid to make tough decisions and that has a lingering effect,” says Frank, adding it can be challenging. “It takes courage to ask for feedback and sadly I don't ask for very much myself because I don't like the story sometimes. I think in this day and age for a leader to be connected with the people to ask for that feedback is going to make a huge difference and sometimes, quite frankly, most people don't like to get feedback.”  He says when it comes to asking for feedback, it must be done in a positive way.

“It’s about creating connections and dialogue and being authentic leaders,” says Frank.  

Compassion

“We’re living in a very anxious and very fragile world these days, so people are naturally on edge. They're upset, they may be worried about their financial futures,” says Frank. “A compassionate leader will create that emotional bond with people and will be able to guide them wisely if they're doing some coaching. I think that's really going to make a difference if you can create a compassionate organization.”

He says for many people, work has become a ‘sanctuary’ away from the stress or pressures of home.  “If you can create a compassionate workplace that has a little bit of a sanctuary feeling so people feel safe there, that's important. I've had people that were having struggles at home, and say ‘I just want to come to work because work is sane’. Work is logical and there's no drama.”

Good leadership is not a fixed trait but a continuous practice. For entrepreneurs, developing strong leadership abilities is essential for building successful businesses, inspiring teams, and achieving long-term goals.

By cultivating self-awareness, improving communication, leading by example, building emotional intelligence, and committing to lifelong learning, entrepreneurs can grow into the leaders their ventures need. With persistence and humility, any entrepreneur can transform into a confident, capable, and ethical leader.

Steps towards developing good leadership traits

Cultivate self-awareness

Entrepreneurs must understand their own strengths, weaknesses, values, and motivations. By reflecting on their behaviours and decision-making patterns, they can identify areas for improvement. Entrepreneurs who know themselves well are better able to regulate their emotions, make authentic decisions, and inspire trust in others. 

Develop clear communication skills

Entrepreneurs must communicate their vision, goals, and expectations clearly to employees, partners, investors, and customers. This includes not only speaking clearly, but also listening actively. Good leaders are able to adapt their communication style to different audiences, making sure everyone understands the mission and their role in it. 

Lead by example

Entrepreneurs should demonstrate a strong work ethic, integrity, accountability, and resilience. If an entrepreneur expects their team to be committed and enthusiastic, they must show that same passion and dedication themselves. By consistently walking the talk, entrepreneurs gain credibility and respect. This inspires employees to follow their lead, creating a strong, values-driven company culture.

Build emotional intelligence

High-EQ leaders can handle interpersonal relationships judiciously and empathetically. They can manage conflict, give constructive feedback, and motivate diverse personalities. Entrepreneurs can develop their emotional intelligence by practicing empathy, becoming better at reading nonverbal cues, managing their stress levels, and reflecting on how their behaviour affects others. Learning to pause before reacting in difficult situations is one practical habit that can boost EQ over time.

Invest in continuous learning

Entrepreneurs face new challenges at every stage of growth — from launching a product to scaling a team to navigating market shifts. A commitment to lifelong learning helps entrepreneurs stay agile and effective. Entrepreneurs should actively seek out knowledge on leadership strategies, industry trends, and management techniques. They should also be open to learning from their own failures and mistakes.

Foster a collaborative mindset

Instead of trying to control every aspect of the business, they build strong teams, delegate effectively, and empower others to contribute their talents. Entrepreneurs can foster a collaborative mindset by hiring people with diverse skills and perspectives, encouraging open dialogue, and creating an environment where innovation and experimentation are welcomed. 

Practice resilience and adaptability

Strong leaders are resilient — they recover from setbacks quickly and use them as opportunities to grow. Entrepreneurs can strengthen resilience by developing a growth mindset, which means viewing challenges as learning experiences rather than failures. Building a support system of peers, mentors, and advisors can also help entrepreneurs navigate tough times with greater strength and perspective.

Focus on ethical leadership

Entrepreneurs must commit to acting with honesty, fairness, and transparency in all their dealings. Ethical leaders build trust with employees, customers, and investors — and that trust becomes a powerful competitive advantage. To develop ethical leadership, entrepreneurs should define their core values, create clear ethical standards for their companies, and hold themselves accountable. When mistakes happen, ethical leaders take responsibility, make amends, and use the experience to improve.

Develop decision-making skills

Good leaders can gather relevant information, weigh options, anticipate risks, and make timely, confident choices. To improve decision-making, entrepreneurs can use techniques like SWOT analysis (strengths, weaknesses, opportunities, threats), seek input from trusted advisors, and practice making decisions with incomplete information. Learning to balance intuition with data is also an important leadership skill.

Seek mentorship and build a network

By building relationships with experienced mentors, peers, and industry leaders, entrepreneurs can gain valuable insights, guidance, and support. Entrepreneurs should actively seek out mentors, join professional associations, attend industry events, and cultivate relationships over time. Learning from the successes and failures of others accelerates leadership growth.

The outstanding accomplishments of the local business community was in the spotlight at the Cambridge Chamber of Commerce’s 2025 Business Excellence Awards.  The awards were presented in front of a sold-out crowd of more than 300 business leaders and Cambridge/Township of North Dumfries officials at Tapestry Hall on May 22. The Business Excellence Awards is the Chamber’s premier event and has honoured the contributions and achievements of business leaders in the City of Cambridge and Township of North Dumfries since 2000, and features 11 award categories, nine of whom require nominations. In total, nearly 70 nominations were received.

Award recipients

Community Impact award: John D. Wright, developer and community builder

A successful business leader for many years, John D. Wright is one of those individuals who often flies under the radar but has managed to play a significant role in the evolution of Cambridge becoming a great community to live, work and play.  He was the driving force in the success of the legendary South Works Mall, which following extensive restoration work in the mid 1990s, became one of Cambridge’s most valued tourist attractions.

Along with his late father (Ken), the pair became big proponents of Drayton Entertainment to bring a professional theatre to town after paving the way by starting a professional community theatre company themselves. John also played a key role in bringing together a consortium of business leaders in the early 2000s who raised millions of dollars towards bringing the University of Waterloo School of Architecture to town. His commitment to creating opportunity and prosperity also reached beyond the downtown core by being a strong proponent of the creation of the Cambridge Butterfly Conservatory as well as a champion for the Chamber’s own Toyota Tour initiative at TMMC.

Chair’s Award: Linton Window & Door 

For 50 years, Linton Window & Door has stayed ahead by combining old-fashioned integrity with forward-thinking innovation. For this company, customer service isn't about making a sale—it's about creating relationships built on trust. Its commitment to quality goes beyond the industry standard, ensuring full labor coverage on its manufactured items for up to 25 years and offers a full-time service team—something no one else in the Cambridge area does. Linton is also an expert at employee retention offering not only competitive wages, strong health benefits and real career growth, but by supporting their team beyond the workplace. It is committed to ensuring its team feels valued and has created a work culture like no other by providing a gym and massage chairs to ensure their staff is well looked after. This is a company that builds to last.

Business of the Year 1-10 employees: Home Cleaning KWC Inc.

Professionalism and excellence are the key ingredients in the recipe of success at Home Cleaning KWC.  It’s founder jokingly credits her ‘picky mom’ for instilling values that celebrated exceptionally high standards of precision and attention to detail, something this company holds dear since it began in 2022. In that time, Home Cleaning KWC has quickly gained a growing list of satisfied clients who relish the unmatched service it provides which is designed to offer peace of mind, allowing them to focus on what truly matters—spending quality time with loved ones. Creating a healthy, stress-free environment for clients is a priority for this company. Their approach has resulted in not only a 40% growth in its client base sparking a massive sales leap but has allowed it to grow from a one-person operation to a 10-person team in less than three years.

Business of the Year 11-49 employees: VIG Computers

VIG Computers is driven by commitment to innovation, industry leadership, and community impact. Through a combination of sustainable business practices, technological innovation, and unwavering commitment to community development, this is a company that continues to lead in its industry while making a meaningful impact in the world. This commitment has seen it grow from a small local operation to a global leader in sustainable IT solutions, expanding its reach into the U.S., Mexico, and the Middle East. VIG Computers is a company that fosters an inclusive and dynamic workplace, ensuring that its team remains motivated and at the forefront of industry advancements. It’s also a company that gives back to the community in many ways, including by funding a fully equipped post-surgery recovery room at CMH, as well as providing low-cost refurbished computers to school boards provincewide.

Business of the Year 50 employees & over: Ayer Welding 

For nearly 60 years, Ayer Welding has continued to build a strong reputation for outstanding craftsmanship and exceptional customer service. Starting as a small family-owned business in 1967, it has continually diversified its services while staying true to its founding values and now operates from three locations. It has continually broadened its capabilities entering the U.S. market in 2017 and its dedicated team has continued to achieve success by exceeding its customers’ expectations and by taking pride in collaboration with various industries, providing innovative solutions and high-quality work. Its continued success can be attributed to its competent and knowledgeable staff, who thrive in the company’s positive work environment. Ayer Welding is an organization that treats each employee with kindness and compassion. Their staff is their family which make this a great place to work. 

Outstanding Workplace – Employer of the Year: Canadian Western Bank

Developing a dynamic and healthy workplace is essential for boosting employee morale and is something Canadian Western Bank (CWB) does very well. Creating a culture through innovative programming and ensuring all employees are valued and appreciated is its forte. This is a company that listens to its people and hires those who share its values of diversity, innovation, and excellence which in turn has made it a beacon for talented individuals as well as boosting creativity and collaboration. Employees are provided with tools to foster a positive team environment. These include the Teal Champion Recognition program that allows employees to honour colleagues who exemplify the company’s values, and its quarterly Pillars of Excellence Awards which results in cash awards and gift cards for the winners. CWB is a company that truly recognizes that everyone has different needs and finds ways to seamlessly accommodate them all.

Marketing Excellence: From Farm to Table Canada

Creating innovative partnerships has been key to the success for From to Table Canada. Three years ago, a very successful partnership with the Hamilton Tiger-Cats & Tim Hortons Field to distribute a cobranded popcorn and its focus on differing markets - stadium sales, retail, and e-commerce – resulted in phenomenal gains for this local company. However, it took things one step further this past year by creating a custom cobranded bag of kettle corn for the CNE – highlighting vintage rides and the famous Princess Gates. On the back, a QR Code brought buyers to the CNE's website where tickets could be purchased. As well, by providing samples to more than 30 media outlets, social media influencers, and even shipping cases of kettle corn to Toronto Mayor Olivia Chow's office who distributed the bags to staff at City Hall, this move resulted even more excitement for the historic fair and created credibility for From Farm to Table in the tourism industry. 

Spirit of Cambridge: New Hope Properties

Creating an even better community means a great deal to New Hope Properties.

For more than 30 years, this company has taken corporate leadership and the notion of social responsibility to new heights. Their interest was first ignited in 1997 after purchasing the former Artex Woolen Mill in Hespeler and then undertaking a nearly two-year campaign to completely rejuvenate the plant which now employs more than 100 people. Since then, New Hope Properties has brought new life to more than 20 derelict or near derelict industrial/commercial and residential properties creating a major impact on the Cambridge community. But their commitment to community extends beyond revamping buildings. Also, this company has made significant donations to Cambridge Memorial Hospital to support the WeCareCMH Campaign to support the capital and equipment needs of the hospital, the Royal Canadian Legion, and Lisaard House, along with donations to the local Salvation Army and Red Cross several times a year.

Young Entrepreneur of the Year: Cole and Kortnie Wigboldus of Doggie Stay N Play

Combining creativity, vision, and a love for animals has been key for Cole and Kortnie Wigboldus of Doggie Stay N Play. They have transformed a standard business idea into something unique by introducing a ‘kennel free’ environment in their dog daycare and boarding operation. Allowing their furry ‘guests’ the chance to socialize in wide-open spaces has created a stress-free environment that’s good for their health and they are constantly finding ways to improve their service. Doggie Stay N Play has a business vision where every dog feels loved and part of a community and continues to do everything it can to build strong relationships with pet owners, promoting responsible pet ownership. This vision inspires the daycare to be a leader in the pet care industry.

New Venture of the Year: Syed Health & Wellness Clinic

A commitment to compassion, and community impact has resulted in continued success for Syed Health & Wellness Clinic. This business prides itself on the unique technologies it offers, which are designed to address a wide range of health and aesthetic needs pertaining to many things, including hair removal, acene and scar therapy, as well as non-surgical facelifts. These technologies have ensured its clients benefit from safe, precise, and highly effective care.

But its impact extends beyond treating clients and into the community through the establishment of meaningful partnerships with local healthcare providers, including a skin cancer screening clinic in Guelph and the Family Dental Centre. These collaborations enable Syed Health & Wellness Clinic to provide holistic and comprehensive care, ensuring its clients receive support that extends far beyond the clinic’s doors.

WoW Cambridge of the Year: Dr. Kevin Waddell at Townline Animal Hospital

Providing exceptional customer service is something Dr. Kevin Waddell and his staff at Townline Animal Hospital has always taken to heart, which isn’t easy considering their clients do not speak. But their clients’ owners have been doing a great deal of talking about the wonderful treatment their beloved pets receive. We all know that pets often become ‘part of the family’ and when it comes to ensuring they stay healthy, the recipient of this award is known for always going that extra mile for clients. According to one very satisfied customer whose dog – after having a very bad experience elsewhere – has blossomed by the treatment she continues to receive and now actually looks forward to every visit. The owner is also grateful for the extra time Dr. Waddell takes during every appointment to address concerns. 

The ongoing U.S. tariffs situation is widely covered in economic and political headlines, but one of its less-discussed casualties is the human resources (HR) department.

Although HR teams are not directly involved in trade negotiations or tariff enforcement, the consequences of tariff changes are creating an unexpected wave of challenges, from workforce disruptions to morale issues and talent management headaches.

It’s a situation, says Brad Ratz, Director of Growth Strategy and Customer Experience at H2R Business Solutions, has not gone unnoticed by companies like his that provide support to small and mid-sized businesses.

“It definitely shifts you from a proactive stance to a reactive stance as an organization,” says Brad, referring to the ongoing impact of tariffs and how businesses have had to adapt. “But I think in the last few weeks there has been some more stability.”

Tariffs, essentially taxes on imported goods, often lead to higher costs for raw materials, components, and finished products. For industries like manufacturing, automotive, electronics, agriculture, and retail, this has created enormous financial pressure. While executives and supply chain managers scramble to adjust pricing, sourcing, and operations, HR departments are left to manage the human side of the fallout.

Companies facing shrinking profit margins often respond with hiring freezes, layoffs, or restructuring. This leaves HR teams tasked with managing reductions in force, handling severance, conducting difficult conversations, and navigating legal risks—all while maintaining morale among the remaining workforce.

Assessment key for businesses

However, Brad says on the other end of the ‘doom and gloom’ side of the situation there has been an uptake in hiring as many companies capitalize on the ‘buy Canadian’ movement.

“As many companies are being impacted and may be modeling out some worst-case scenarios, we've got on the other side clients that say, ‘How do we even keep up with the amount of work that's being directed to us right now?’” says Brad, adding organizations must really start to think strategically when it comes to planning. “How do we navigate this uptick? Because the question then is how long is this sustainable?”

For companies forced to shift their strategies—such as relocating manufacturing out of tariff-affected countries—HR faces the complex task of redeploying talent. This might involve reskilling workers for new roles, managing transfers, or negotiating with unions. Retraining programs, once seen as long-term development initiatives, have become urgent necessities to keep pace with rapidly changing business needs.

Assessment, says Brad, is key when companies are faced with rapid changes.

“Take that pause and ask some questions and assess the landscape and what's happening. Once you've assessed, then it's time to start planning. What's best case scenario and what's worst case scenario?” he says. “I love the assessment piece because you’re acting off of real data and you're kind of eliminating some of that emotional stuff that's going to come in if you don't stop and do the assessment.”

Managers require support

Another hidden cost of the tariffs situation is employee anxiety. News of supply chain disruptions, rising costs, or customer losses spreads quickly through the workforce. Employees fear for their jobs, speculate about layoffs, and worry about the company’s future. Even if no cuts are made, morale can take a hit, leading to drops in productivity and engagement.

HR teams must invest time in internal communication to reassure employees, manage rumours, and maintain trust. They also need to support managers in having transparent conversations with their teams. In some cases, HR may introduce stress management programs or offer additional mental health resources to help employees cope.

“We've had a significant increase from a training and development side trying to equip leaders to help navigate the changes that are coming through this and support their teams,” says Brad, adding some smaller organizations may already have tools in place to assist. “If you do feel like your team is going to be affected in many different ways, what systems or tools do you already have access and available that can support our staff through this?”

Moving forward, companies need to recognize HR’s critical role in times of economic disruption. This means ensuring that HR leaders have a seat at the table during strategic planning, providing resources for employee support programs, and investing in workforce planning and training. Without this, the toll on morale, retention, and performance may far outlast the tariff wars themselves.

Speaking on a personal note, Brad says despite any shifts caused by tariffs, he is optimistic for the what the economic future holds.

“Canada is one of the largest economies in the world. On a global scale, we’re not small and there's lots of opportunity out there,” he says. “Typically, after any time of crisis, and I would classify this as crisis, that's usually when the largest level of innovation happens.”

Challenges faced by HR departments include:

Job security and layoffs

Tariffs can lead to declining demand in certain industries, potentially causing layoffs and hiring freezes. HR must develop strategies for managing workforce reductions while maintaining employee morale.

Reskilling and upskilling

As businesses adapt to changing market conditions, including tariff-related shifts in supply chains, HR may need to focus on reskilling employees for new roles.

Employee morale

The uncertainty surrounding tariff policies and their potential impact on jobs and the economy can negatively affect employee morale, leading to decreased productivity and engagement.

Compensation and benefits

Rising material costs due to tariffs can put pressure on company budgets, potentially requiring HR to adjust compensation structures and benefits packages to remain competitive.

Transparency and communication

HR leaders need to be transparent with employees about how tariffs may impact the business and provide support programs to help them navigate the changes.

Impact on healthcare costs

Tariffs could also lead to rising pharmaceutical costs, adding to the challenges already faced by HR in managing healthcare inflation, according to Businessolver.

Conducting an effective business meeting requires more than simply gathering people in a room or on a video call. Many meetings fall short of their potential due to common pitfalls that can undermine productivity, morale, and decision-making.

One of the most frequent pitfalls is the absence of a clear, defined objective. Without a specific goal, meetings often devolve into vague discussions with little direction. Participants may leave the meeting confused about what was decided or what actions are expected of them.

“It all comes down to proper planning,” says Linda Braga, Business & Executive Development Specialist with LMI Canada, which has provided leadership development for more than 50 years. “It’s about being effective and aware of your time and planning.”

Effective meetings begin with a clear purpose, whether it's planning, brainstorming ideas, solving a problem, or sharing updates. Having a focused agenda helps keep discussions on track and ensures that time is used efficiently, something Linda says is pivotal.

“Who is ensuring there is a plan and an agenda? Who is taking ownership of the meeting?” she says. “You have to show strong leadership and stick to the agenda. If something comes up, then you’re going to take that offline and have another meeting.”

Preparation needed

Time is a valuable resource, and poorly managed meetings can waste a significant amount of it. Meetings that start late, run over time, or spend too long on unimportant issues frustrate participants and reduce productivity. This often stems from a lack of preparation or failure to allocate appropriate time for each agenda item.

To avoid this, organizers should respect attendees' time by starting and ending on schedule and prioritizing discussion points according to their importance.

“Again, it comes down to managing time and knowing what works to fill the time that has been allotted,” says Linda, adding respecting set time limits is critical. “What’s the goal of the meeting? What are the talking points?”

She references the Pareto Principle, also known as the 80/20 rule, which suggests that for many outcomes, roughly 80% of the consequences come from 20% of the causes.

“When it comes to a problem with sales, that principle applies to everything,” says Linda. “But when it comes to productivity, it’s the same.”

A poorly facilitated meeting can quickly become chaotic or unproductive. Without someone to guide the discussion, keep things on track, and ensure that all voices are heard, meetings can veer off-topic or become dominated by side conversations.

Skilled facilitation helps maintain focus, manages time wisely, and resolves conflicts constructively. 

“You have to have someone who is going to take control of the meeting,” says Linda. “And it’s not about cutting anybody off, but everyone needs to respect time which is the most valuable asset.”

Follow-up required

However, sometimes business leaders can hold too many meetings, resulting in ‘meeting fatigue’. When meetings are scheduled too frequently or without real necessity, they become a drain on productivity. Employees may come to view meetings as interruptions rather than valuable touchpoints.

To avoid this, businesses should regularly assess whether a meeting is truly necessary and explore alternatives like shared documents, project management tools, or short check-ins.

“It’s like being on autopilot,” says Linda, referring to those ‘regular’ meetings that may not be required. “It’s about implementing new habits and ensuring the time you’re spending is on those high payoff activities that are getting you closer to your goal or main objectives.”

A common failing in meetings is the lack of follow-up. Decisions may be made, or tasks assigned, but without proper tracking or accountability, progress can stall. People may leave without clarity on who is responsible for what, leading to miscommunication and unmet deadlines.

Every meeting should end with a clear summary of action items, responsibilities, and deadlines. Experts recommend sending a follow-up email with minutes or task lists reinforces accountability and helps keep everyone aligned.

“You don’t want passive attendees,” says Linda, adding having people leave meetings motivated and engaged is key. “There are digital tools out there that can help with action items after the meeting.”

Tips to make your meetings more productive and efficient

Define a clear purpose
Are you solving a problem, brainstorming new ideas, or updating the team on progress? Define the goal and communicate it clearly in the meeting invite. This helps attendees understand what’s expected and whether they need to be involved.

Prepare an agenda and share it early
It should outline topics for discussion, who will present them, and how much time is allotted for each. Send it at least a day in advance, so participants can come prepared with ideas or questions. A well-structured agenda prevents meetings from veering off course.

Invite the right people
Only include individuals who are directly involved or impacted by the topics on the agenda. Having too many attendees can lead to confusion and unproductive discussions, while excluding key people can result in delays or missed decisions. Be selective and intentional with your invitations.

Start and end on time
Respect everyone’s time by starting and ending the meeting as scheduled. Waiting for latecomers or allowing meetings to drag on lowers energy and reduces productivity. If you anticipate needing more time, schedule a follow-up meeting rather than extending the current one.

Establish ground rules
This might include guidelines like staying on topic, limiting side conversations, and using respectful language. Encourage active participation but make sure one person doesn’t dominate the conversation. A balanced discussion fosters better decision-making.

Take notes and assign action items
Designate someone to take notes or use a collaborative tool to document decisions and next steps in real time. Clearly identify who is responsible for each action item and set deadlines. This ensures accountability and provides a reference for future meetings.

Use technology wisely
For virtual or hybrid meetings, ensure that the technology works well. Test audio, video, and screen sharing ahead of time. Use collaboration tools like shared documents or chat features to keep everyone engaged. Keep in mind that tech issues can disrupt flow, so have a backup plan.

Follow up
After the meeting, share a summary with notes, decisions, and action items. This reinforces what was discussed and helps everyone stay aligned. Following up also gives attendees a chance to ask questions or clarify anything they missed.

An open-door policy is a vital tool for business leaders who want to foster transparency, trust, and effective communication within their organizations. 

When managed correctly, it can boost morale, improve collaboration, and increase productivity. However, it must be implemented thoughtfully to avoid potential pitfalls such as misuse, leader burnout, or undermining formal processes.

“One of the main things that leaders need is information to make decisions. So, an open-door policy is good in terms of acquiring information or getting the knowledge that you need,” says Professor Douglas Brown of the Faculty of Arts Department of Psychology at the University of Waterloo. “But then the downside is if you take the open-door policy too far that it potentially makes your employees less able to engage in problem solving themselves. Potentially, it creates a bottleneck in terms of decision making. If everyone's bringing every decision to you, you become essentially a choke point in getting things done.”

When employees feel that they can approach their leaders at any time for advice, feedback, or to voice concerns, it can lead to a high frequency of meetings or conversations, many of which may be trivial or not urgent.

Leaders may find themselves bogged down with constant disruptions, which can detract from their ability to focus on high-priority tasks. This not only affects their productivity but may lead to burnout, as leaders struggle to juggle management responsibilities with being constantly available.

Micromanaging can derail leaders

“Managers and leaders have their own jobs to do and if they're being inundated constantly with having to make all kinds of decisions in the short run then that's distracting them from doing things that are more strategic that need to get done,” says Professor Brown, adding delegating responsibilities is key for business leaders. “But one of the biggest derailers of managers is being a micromanager and being unable to delegate.” 

When employees are constantly encouraged to approach their leader with every issue or concern, it can lead to dependency and over time, employees may begin to rely on their leader to make decisions for them, rather than fostering independence and critical thinking. This dependency can stifle innovation and initiative, as team members may not feel empowered to solve problems on their own.

Leaders may find themselves spending more time providing solutions to issues that their team should be capable of handling independently, leading to inefficiency and slower decision-making.

“So, is your open-door policy a symptom of something more problematic about your own leadership style?” asks Professor Brown, adding the first thing a leader should ask is if an open-door policy is working for them. “They have to reflect on information that they're getting themselves as well as through observing their teams. Do you feel stretched as an individual? Do you feel stressed out and is this a consequence of these constant interruptions that you're getting because you're being asked to make all kinds of small insignificant decisions?”

He says hybrid work situations can exacerbate the situation.

Clear boundaries needed

“I think in these virtual environments in many ways it's psychologically hard because you don't have control and information and so you have this level of uncertainty of what are people doing which makes it psychologically hard on you,” says Professor Brown, adding leaders must move away from the mentality that leadership isn’t about walking around keeping tabs on employees but creating structures that allow leaders to collect the information they need. “But you also can’t give people free control to do anything they want. It’s kind of a balancing act because you don’t want to completely rob people of their freedom and autonomy.”

To mitigate these risks, leaders should establish clear boundaries, encourage independent problem-solving, and ensure that they are still focusing on long-term strategic goals. With the right balance and structure, an open-door policy can be a powerful tool for fostering a healthy, communicative, and productive work environment.

Professor Brown says structural changes may be required to achieve a more productive environment.

“Maybe I don’t provide enough role clarity for people as a leader? Or maybe I’m very inconsistent in my delegation? Or maybe I have a decision-making process where everything must run through me?” he says. “Those are all structural things I think are easy to change if they accept this may be the source of the problem.”

How a business leader should effectively deal with an open-door policy:

Clearly define the policy

Leaders should communicate the purpose of the policy—encouraging open communication, quick resolution of concerns, and building stronger relationships. It should also include guidelines on what types of issues are appropriate for open-door discussions (e.g., ideas, feedback, ethical concerns) and when more formal channels should be used (e.g., HR complaints or legal issues).

Maintain availability, but set boundaries

Leaders need to strike a balance between being accessible and staying productive. While it’s important to be approachable, setting realistic boundaries around availability helps prevent disruptions. For example, a leader might designate specific times for walk-ins or encourage scheduling brief check-ins to manage time more effectively. This also signals that while the door is open, time and focus are respected on both sides.

Be fully present

When employees do come through the door, leaders must give them their full attention. Listening actively and without judgment builds trust and encourages honest dialogue. It’s important to acknowledge concerns and follow up with appropriate actions. Even if the answer is “no” or change isn't possible, employees will appreciate transparency and sincerity.

Encourage a culture of communication

An open-door policy should complement—not replace—a broader culture of communication. Leaders should regularly engage with employees at all levels, foster team dialogue, and promote peer-to-peer communication. Encouraging open dialogue in meetings, anonymous feedback channels, and regular one-on-ones can support the policy and make employees feel heard beyond just the “open door.”

Avoid micromanagement or bypassing hierarchies

One challenge of an open-door policy is that it can unintentionally bypass middle managers or create confusion around decision-making authority. Leaders must reinforce the importance of chain-of-command and support managers rather than undercutting them. When appropriate, employees should be encouraged to resolve issues at the closest level before escalating them.

Act on feedback

The effectiveness of an open-door policy depends heavily on what happens after the conversation. If employees regularly share concerns or ideas and nothing changes—or worse, there's retaliation—trust erodes quickly. Leaders should document key themes from conversations, follow up, and implement improvements where feasible. Even small changes based on employee input can reinforce the value of the policy.

Model openness and integrity

Finally, leaders should model the values they want to see—honesty, humility, and openness to feedback. If leaders are defensive, dismissive, or inaccessible, the policy becomes symbolic rather than functional. Being authentic and approachable sets the tone for the entire organization.

The political landscape of the United States has always had ripple effects beyond its borders, particularly in Canada. The two countries share not only economic ties but also social, cultural, and psychological interconnections. 

In recent years, particularly during Donald Trump’s first, and now second presidency, Canadians have reported increased levels of stress and anxiety related to the political climate south of the border. From threats of tariffs to talk of annexation and aggressive foreign policies, these developments are more than just headlines—they’re mental health triggers.

“Unfortunately, right now in particular, our world is very unsettled,” says Helen Fishburn, CEO of the Canadian Mental Health Association, Waterloo Wellington Branch. “We’re feeling it in every part of our lives and the ground we're walking on is literally changing day by day.”

Throughout the pandemic, she says the CMHA experienced a 40% increase in call volumes pertaining to mental health issues which have not returned to pre-pandemic levels creating a ‘new normal’ level, which has only been exacerbated by Trump’s talk of tariffs and annexation.

Beyond the economic implications, there is a psychological toll in witnessing long-standing alliances become strained. Canadians often view the U.S. as not only a close neighbour but also a partner in shared democratic and cultural values. When that relationship feels uncertain—especially when threatened by economic aggression or nationalist rhetoric—it can lead to a sense of instability, helplessness, and even identity confusion for some.

People feeling anxious

“We’ve seen another uptick in calls and concerns, but that's not unusual for us when the world is unsettled and things are happening in our community that people feel very anxious and worried about,” says Helen. “It’s a tough world that we're navigating right now.”

She says it’s important for people to take responsibility for their own mental health, which can be difficult when it comes to navigating negative posts on social media.

Paying attention to yourself is key she says.

“Ask yourself, ‘What are the things that I'm doing to cope right now?’, especially if you're in one of those sectors that's really impacted by tariffs like the automotive industry, food, construction, agriculture, forest and mining,” says Helen. “We have to be a little more vigilant about our mental health.”

First and foremost, she says we have a responsibility to try and manage the stress that we're experiencing in our lives in a way that's healthy and productive.

“But there are times that we lose our ground, and we just don't always catch it,” she says.  “However, you can see it sometimes in other people sooner than you can see it in yourself.”

In workplaces, she says it’s important for employers to recognize when an employee may be struggling, looking for various signs such as sudden absenteeism, significant tiredness, or introverted behaviour from someone who has always been more extroverted. She notes that approximately $51 billion annually in Canada is lost due to mental health issues in the workplace.

Connection good for mental health

“First of all, the most important thing is to actually name it and talk about the stress we're under,” says Helen. “Talk about the impact of all the things that are happening in the world, most of which we don't have any control over, and really identify that and create opportunities for employees to talk about it.”

She says setting healthy boundaries is important, ensuring employees can disconnect from their workplace and encouraging them to access EAPs (Employee Assistance Programs), or provide pamphlets and information through email that can benefit them. 

“Continue to regularly encourage people to connect as they need to, and then have managers check in with their staff in a very kind of informal, non-judgmental way,” says Helen, adding employees must also not be made to feel they are being monitored. “But it can go a long way when your manager just says, ‘How are you doing with all this? How are you managing? Is there anything you need?’”

At the CMHA, which has approximately 450 staff members working across nine offices, staff meet several times a year, plus an online forum is used where employees are encouraged to ask questions. 

Supports are available

“You need to find multiple ways to keep your employees engaged because those are the kind of things that keep people feeling connected and grounded,” says Helen, adding how important this can be considering hybrid workplaces. 

For those workplaces that require mental health supports, she says the CMHA has many resources available, including its ‘Here 24 Seven’ service where people can access assistance for themselves or a family member via a toll-free number (1-844-Here-247), or by visiting www.here247.ca.

“Just call us and we'll help you figure out. We're always available to help people and make sure that they get to where they need to get to it,” says Helen, noting the economic impact mental health has on businesses can’t be ignored.  “We continue to be very underfunded across the mental health sector as it relates to healthcare in general. We're struggling to meet the needs that's out there and know the need just continues to rise and be even more intense.”

Methods business leaders can support the mental health of their teams:

Foster an Open and Supportive Culture

By normalizing conversations and showing vulnerability—such as discussing stress or burnout—they help reduce the stigma. Encouraging open dialogue, offering empathy, and actively listening to employee concerns create a safe space where people feel comfortable seeking help.

Provide Access to Mental Health Resources

Organizations should invest in resources that support mental well-being, such as Employee Assistance Programs (EAPs), therapy services, wellness apps, and mental health days. Leaders should ensure employees are aware of these benefits and encourage their use without fear of judgment or career repercussions.

Promote Work-Life Balance

Leaders can model healthy work habits by setting clear boundaries, taking time off, and respecting employees’ personal time. Flexible work schedules and remote options also help employees manage stress and balance responsibilities.

Train Managers to Recognize Signs of Distress

Managers are often the first to notice changes in behaviour or performance. Providing them with mental health training helps them recognize warning signs and approach sensitive conversations with care. Empowered managers can guide team members to appropriate resources and support early intervention.

Create a Culture of Recognition and Purpose

Leaders should regularly acknowledge employee contributions, celebrate successes, and clearly communicate how individual roles support organizational goals. A sense of purpose can be a powerful buffer against stress.

Encourage Breaks and Downtime

Leaders should encourage regular breaks, manageable workloads, and discourage a “grind” culture. Even small gestures, like encouraging walking meetings or designated no-meeting hours, can make a difference.

Lead by Example

When leaders openly prioritize their own mental health—taking time off, using wellness benefits, practicing mindfulness—they give employees permission to do the same. Authentic leadership builds trust and encourages a healthier workplace dynamic.

Continuously Evaluate and Improve

Supporting mental health is an ongoing effort. Leaders should regularly gather feedback through surveys or listening sessions and adjust policies and practices accordingly. What works for one team may not work for another, so flexibility and responsiveness are key.

When an entrepreneur starts a business, they often find themselves wearing many hats, often taking on such jobs as CEO, accountant, marketer, and even the IT technician.

However, trying to do everything yourself can take a toll on your mental and physical health – and, eventually, your business growth, which is why experts recommend outsourcing certain tasks.

“I think a lot of entrepreneurs think they don't have the money for it, or they feel like they can save money by doing it themselves,” says Carrie Thomas, founder, and CEO of Nimbus HR Solutions.  “But all it takes is being tripped up one time over something, like an HR issue, and you realize you should be reaching out.”

One of the primary reasons businesses outsource is to save money since hiring full-time employees for every task can be costly, considering salaries, benefits, training, and office space.

But outsourcing allows businesses to tap into skilled professionals at a fraction of the cost which can lead to significant reductions in operational expenses, enabling companies to allocate resources more effectively.

Streamlined approach

As well, outsourcing non-core activities, businesses can focus on their core competencies, leading to increased efficiency and productivity. This can allow employees to devote more time to strategic initiatives, innovation, and revenue-generating activities rather than administrative or repetitive tasks. This streamlined approach ensures that key business functions run smoothly without unnecessary distractions.

“Having to outsource means you can have subject matter experts available to you for a fraction of the price, who can help you and kind of level up your business,” says Carrie, describing how finding an accountant to help handle finances was one of the first things she did when starting her company. “Maybe you have a bookkeeper do fractional CFO, or maybe you could do the books yourself but with guidance from an accountant?”

Outsourcing provides businesses with access to specialized expertise that may not be available in-house. Many outsourcing firms are dedicated to specific industries, meaning they have the latest knowledge, tools, and best practices.

Whether it's IT support, digital marketing, legal services, or customer service, outsourcing allows companies to leverage the expertise of professionals who excel in their respective fields.

Reach out to other business leaders

But finding the right sources can be difficult, which is why Carrie suggests entrepreneurs reach out to other business leaders for potential contacts and advice.

“For myself, I spoke to other business owners and asked them what accounting service did they us, or didn’t use,” she says. “This can be really valuable.”

Outsourcing, especially when chosen based solely on cost savings, can sometimes lead to subpar quality. Some vendors may cut corners, use less experienced staff, or fail to meet the company's expectations. As a result, quality could suffer and businesses may face customer dissatisfaction, negative brand perception, and even additional costs to correct errors or redo work.

When it comes to finding a potential outsource, Carrie says business leaders should treat the process as a job interview.

Choose reputable partners

“You’re interviewing them to be your partner in a certain component of your business,” she says. “So do the homework and ask those difficult questions. ‘Why did you lose a client?’, ‘What was your worst client situation and how did you handle it?’”

Carrie also recommends trying to stay away from using the services of friends or family when starting out in business.

“It’s so easy to go people we know. I think that’s OK to a point, but I think when you have family or people you know that are involved, it’s business and you don’t want to blur the lines,” she says. “If it becomes a business relationship, you have to be clear on what the expectations are and be clear on what the deliverables are and if they’re not, then you can have another conversation.”

To minimize potential downsides, companies should choose reputable outsourcing partners, establish clear contracts, and continuously monitor performance because a well-balanced approach can help businesses leverage outsourcing while avoiding its pitfalls.

Benefits of outsourcing

Cost Savings

By outsourcing, companies can access skilled professionals at a lower cost, often in countries where labor expenses are significantly reduced. This allows businesses to allocate resources more effectively and invest in core operations.

Access to Global Talent

Outsourcing enables businesses to tap into a global talent pool, ensuring access to highly skilled professionals without geographical limitations

Increased Efficiency and Focus on Core Activities

By outsourcing non-core tasks, businesses can focus on their primary objectives and strategic goals. This leads to improved efficiency and a stronger competitive edge.

Scalability and Flexibility

Outsourcing offers businesses the flexibility to scale operations up or down based on demand. This is especially beneficial for businesses with seasonal fluctuations or those experiencing rapid growth.

Access to Advanced Technology

Many outsourcing providers invest in the latest technology, software, and tools to remain competitive. This is particularly valuable in areas like IT, cybersecurity, and digital marketing, where staying ahead in technology is crucial.

Risk Management and Compliance

Outsourcing can help businesses mitigate risks, particularly in areas such as legal compliance, cybersecurity, and regulatory requirements. This is particularly important for businesses operating in highly regulated sectors like finance and healthcare.

When should a business outsource?

Overworked Employees and Decreased Productivity

If your employees are constantly overburdened with tasks outside their core responsibilities, it may be a sign that outsourcing is needed. Overworked staff can lead to burnout, decreased morale, and lower productivity. 

Rising Operational Costs

Businesses looking to cut costs without compromising quality often turn to outsourcing. Hiring external specialists can reduce the need for in-house infrastructure and long-term employee commitments, leading to substantial savings.

Lack of In-House Expertise

As businesses expand, they may require specialized skills that their existing team doesn’t possess. Outsourcing allows you to access top-tier professionals without the costs of recruitment, training, and salaries.

Declining Customer Satisfaction

If customers are experiencing long wait times, poor service quality, or unresolved issues, it may be time to outsource customer support. Happy customers lead to repeat business and positive brand reputation.

Difficulty Scaling Operations

For businesses experiencing rapid growth, scaling operations efficiently can be challenging. Whether it's manufacturing, logistics, or administrative support, outsourcing provides flexibility, allowing you to expand or downsize without major disruptions.

Falling Behind on Innovation and Strategy

If your leadership team spends too much time managing routine administrative tasks instead of focusing on strategic growth, outsourcing is a logical solution. Non-core functions like bookkeeping, IT maintenance, and HR services can be outsourced, freeing up time for business leaders.

Compliance and Security Concerns

Businesses operating in industries with strict regulatory requirements, such as healthcare and finance, must ensure compliance with laws and data security measures. Outsourcing to specialized firms with expertise in compliance and cybersecurity can help mitigate risks and prevent costly legal issues.

Corporate social responsibility (CSR) has become a critical aspect of modern business strategy, transcending the traditional goal of profit maximization. It represents a company's commitment to ethical practices, environmental stewardship, and positive contributions to society. 

In an increasingly interconnected world, stakeholders—from consumers to investors and employees—are placing higher expectations on businesses to operate responsibly.

“In today’s world, social responsibility continues to play a bigger role in consumers’ decision making of where and who they want to shop from or work with,” says Brittany Silveira, Marketing Manager at Grosche International Inc. “However, for some organizations, social responsibility remains a checkbox rather than a core value.”

For more than a dozen years the Cambridge-based kitchenware company which has operated as a social enterprise not only offers quality products but has provided thousands of people worldwide with clean drinking water through its Safe Water Project. 

“Businesses that integrate social responsibility into their DNA—like Grosche does—see long-term benefits. It's about creating shared value and using your business as a force for good: positively impacting society while fostering brand loyalty and resilience,” says Brittany, who shared some of her insights at our annual Small Business Summit held this past fall at The Tap Room in Tapestry Hall.

Workers seek purpose-driven employment

It’s a mindset that has become more prevalent for many businesses.

Some do it, according to Daniel Waeger, Associate Professor, Canada Research Chair in Corporate Governance at Lazaridis School of Business and Economics Policy, because they are a consumer facing business and realize it’s important to their clientele, and others see it as a way to charge a higher price.

“Often times it’s also just the values of the leadership,” he says, adding employees themselves are also a driving force for many businesses to become more socially responsible.

Today's workforce values purpose-driven employment. Employees, particularly younger generations, prefer to work for organizations that align with their values. CSR initiatives, such as community engagement programs or efforts to promote diversity and inclusion, create a sense of pride and belonging among employees.

Moreover, companies that demonstrate social responsibility often experience higher retention rates, as employees are more likely to stay with employers who contribute to the greater good.

“I would say over the last five to ten years, it has shifted quite a bit more to the employee side,” says Daniel, noting employees are also willing to hold a business accountable when it comes to upholding their CSR commitments even more so than the public. “As you soon as you make commitments towards your employees, they know what’s going on inside the firm, so they are in a better position than the media to hold you to your words and to hold you accountable to a certain extent.”

CSR strategies attract investors

While CSR requires investment, it often leads to long-term financial benefits.

Studies have shown that socially responsible companies tend to perform better financially over time. Ethical practices reduce risks, such as legal issues or reputational damage, which can be costly.

Additionally, CSR initiatives can open new revenue streams, such as eco-friendly product lines or partnerships with like-minded organizations. Investors also favour companies with robust CSR strategies, as these are seen as more sustainable and resilient in the long run.

For the next generation of business leaders, Daniel says he has seen a difference in the attitude among the people he instructs when it comes to putting CSR at the forefront of their business ambitions.

“People used to go to business school to become rich,” he says. “I think the considerations of the public good or of the common good are more central today than they were before. And I do think that it’s overall a good thing if there is a civic attitude.”

Brittany agrees and believes the notion of social responsibility is not a foreign concept anymore, but that its implementation still widely varies.

“The challenge lies in shifting it from an afterthought to a strategic priority,” she says. “I believe this transition is crucial for businesses aiming to stay relevant and meaningful.”

Reflect on company values

In terms of taking that first step to CSR, Brittany says a business must reflect on its values and the values of its consumers.

“Basically, what do you want to stand for beyond profitability? Brainstorm and identify causes that align with your mission and resonate with your team and customers,” she says. “From there it’s about creating a plan, starting small and measuring your efforts. Begin with one or two meaningful projects rather than spreading yourself too thin. Whether it’s reducing waste in your operations, launching a give-back program, or volunteering in your community, ensure your efforts are manageable and measurable.”

From there, Brittany says a company can then embed these values into its business model and share its efforts with the community both internally and externally.

For some businesses, like Grosche, becoming a Certified B Corporation may become the next logical step. Being one signals a business's commitment to balancing purpose and profit. B Corps are companies verified to meet high standards of social and environmental performance, accountability, and transparency.

“This certification assures employees, customers and stakeholders that you’re not just talking the talk. You’re actually making a real difference,” says Brittany. “This credibility and the give back component to your business is a great competitive advantage that can also attract top talent and increase customer loyalty.”

10 ways a business can actively embrace CSR:

Promote Environmental Sustainability

Reduce waste through recycling programs and sustainable packaging.

Transition to renewable energy sources and improve energy efficiency.

Implement water conservation initiatives and reduce carbon emissions.

Practice Ethical Sourcing

Ensure suppliers follow fair labor practices and humane working conditions.

Source raw materials sustainably to avoid environmental degradation.

Partner with vendors who share the company’s ethical standards.

Encourage Diversity and Inclusion

Establish equitable hiring practices to foster a diverse workforce.

Support underrepresented groups through mentorship or leadership programs.

Create a workplace culture that celebrates inclusivity and equity.

Support Community Initiatives

Sponsor local events or donate to community programs.

Encourage employees to volunteer by providing paid time off for service.

Partner with non-profit organizations to address local social issues.

Invest in Employee Well-being

Offer competitive wages, comprehensive benefits, and work-life balance initiatives.

Provide professional development and training opportunities.

Prioritize mental health through access to resources and support systems.

Champion Ethical Business Practices

Adopt anti-corruption policies and ensure transparency in operations.

Uphold consumer rights by delivering honest advertising and high-quality products.

Maintain strict compliance with labor and safety regulations.

Educate and Raise Awareness

Create campaigns to educate employees and customers about social or environmental issues. Collaborate with schools and universities to promote sustainability or ethics education. Use social media to amplify causes aligned with the company’s CSR goals.

Develop Sustainable Products and Services

Innovate products that are environmentally friendly or socially beneficial.

Reduce the environmental impact of production processes. Offer services that address societal challenges, such as renewable energy solutions.

Engage in Fair Trade Practices

Support fair trade-certified products and suppliers. Promote economic growth in developing regions by purchasing goods directly from small-scale producers.

Ensure fair compensation throughout the supply chain.

Measure and Report CSR Impact

Regularly assess the effectiveness of CSR initiatives using KPIs. Share progress and achievements through transparent reports. Use feedback to continuously improve CSR strategies.

As businesses navigate an era of rapid technological evolution, shifting workplace dynamics, and global interconnectedness, preparing your workforce for 2025 demands strategic foresight. 

The key to success lies in fostering adaptability, embracing technological advancements, cultivating a culture of continuous learning, and prioritizing employee well-being.

“Whether it's the benefits program, whether it's salaries, the expectations of employees have gone up and I think also to the expectation of the business culture,” says Frank Newman, owner of Newman Human Resources Consulting. “I think people are making more and more decisions based on workplace culture.”

He says since the pandemic, the continuing trend of creating a strong workplace will become even more apparent in 2025 and beyond as potential employees look for reasons why they should work for a particular company.

Strong communication

“If a business owner can't answer positively what it's like to work there, then that’s going to be a problem,” says Frank. “As an employer, you have to look at your internal culture and determine what is it like. Are we behaving as we say we are? What are our values? And because it's still a competitive world out there, how do we differentiate ourselves?”

Ensuring your company brand is on target is key when it comes to navigating the current hiring environment, which he believes has become less civil since the pandemic in terms of the way some potential employees disrespect a company’s time, in some cases by not even showing up for a scheduled interview.

“I think as people we've got used to a little bit lower standard. So, as an organization, if you want to be the preferred employer or even the preferred partner to work with as a business partner, you need to up your game a bit because that's going to put you in good stead for the long run,” says Frank, adding sending a ‘thank you’ response to potential candidates just for applying is one way to make a positive impression.

“You want to make sure you increase your communication standards because everything is now subject to online reviews. The whole review concept is important - whether it's employee reviews or whether it's customer reviews – and to be aware and make sure you check them monthly because you don't know what people are going to say about your business.”

Safe environment needed

Good communication with employees also remains key, he says, noting in wake of the pandemic mental health issues continue to be an ongoing issue for many companies.

“The latest trend now is to make sure you have an employee assistance plan that can help with mental health and other counseling needs people have,” says Frank. “We live in an age of stress. It’s about having some tools for people to access, such as mental health professionals, or even just making sure that employees feel comfortable sharing.”

Creating a psychologically safe environment is a big part of developing a mental health strategy that works, taking into consideration the various pressures employees are under at work and at home.

Frank recommends conducting a pulse survey as a way to quickly collect feedback from employees to gauge their impressions of where the company stands at the moment. Depending on the size of your workforce, he says sitting down for a coffee and an informal chat can also be just as effective. 

“It’s about keeping an ear to the ground in terms of what your employees are feeling and facing,” he says. “We don’t want tone deaf business owners; that’s not going to cut it these days and I think people are looking for more humanity from their business leaders.”

A continued trends towards hybrid work situations could also play into that sense of humanity as employers look for ways to engage with their online workforce.

“You’ve got to make sure you are finding ways to leverage that and build those connections when people are isolated at home,” says Frank, noting that many employers continue to see a surge in potential applicants when it comes to offering hybrid work. “Managers must think about that and what it does to their recruiting.”

Investing in leaders

He says trusting your employees promotes growth and productivity, and that mistrust erodes confidence.

“What companies should be thinking of now is really investing in leaders. So, it’s important to make sure your leaders are connecting with their people and being authentic,” says Frank. “Most people leave an organization not because of work, but because of the boss.”

He says trust also works in both directions, especially when it comes to companies maneuvering through the current economic and political turmoil facing businesses in North America.

“It’s really about planning ahead and also letting your employees know that you’re taking things seriously and have plans in place to deal with these issues, because sometimes they are not aware of what management is doing and that may create some uncertainty,” says Frank, noting when it comes to the future, a strong AI strategy to assist employees boost their productivity is also a key consideration. “Companies should be leveraging that as much as possible.”

How businesses can prepare their workforce for the challenges of the near future:

1. Embrace Technological Integration

The workforce of 2025 will operate in a tech-driven environment. Businesses should:

• Invest in Training: Equip employees with skills in artificial intelligence (AI), data analytics, and automation to remain competitive.
• Encourage Digital Literacy: Ensure that all employees, regardless of their role, are comfortable using digital tools.
• Leverage Collaboration Platforms: Utilize tools like Slack, Microsoft Teams, and project management software to streamline communication and project execution.

2.  Prioritize Employee Well-Being

The pandemic highlighted the importance of mental health and well-being. A healthy workforce is a productive workforce. Companies should:

• Implement Flexible Work Models: Offer remote, hybrid, or flexible hours to enhance work-life balance.
• Provide Mental Health Resources: Offer counseling services, wellness programs, and stress management workshops.
• Encourage Inclusion: Build a diverse and inclusive culture where employees feel valued and respected.

 3. Focus on Reskilling and Upskilling

As technology advances, certain skills will become obsolete while others gain prominence. To stay ahead:

• Identify Skill Gaps: Use skills assessments and workforce analytics to pinpoint areas for improvement.
• Offer Continuous Learning: Provide access to online courses, certifications, and on-the-job training. 
• Promote Leadership Development: Groom employees for future leadership roles through mentorship and coaching.

 4. Foster Agility and Innovation

The ability to adapt to change and innovate will be critical in 2025. Encourage:

• Agile Mindsets: Train employees to thrive in uncertain and dynamic environments.
• Collaborative Problem-Solving: Create cross-functional teams to foster diverse perspectives and solutions. 
• Employee Empowerment: Give employees autonomy and a voice in decision-making processes.

 5. Leverage Workforce Analytics

Data-driven decisions can significantly enhance workforce management. Businesses should:

• Monitor Performance Metrics: Use analytics to track productivity, engagement, and retention.
• Predict Trends: Anticipate future workforce needs based on current data. 
• Customize Experiences: Tailor learning and development initiatives to individual employee needs.

 6. Commit to Sustainability

The workforce increasingly values companies that prioritize environmental and social responsibility. Businesses should:

• Integrate ESG Goals: Align corporate strategies with environmental, social, and governance (ESG) principles.
• Engage Employees: Involve the workforce in sustainability initiatives and green practices.

The end to the recent Canada Post strike came as welcomed news to many businesses but it has inevitably raised concerns about the reliability of one of Canada’s primary delivery services.

While strikes are not uncommon, the disruption they cause can have lasting effects on stakeholder confidence. For many businesses, especially small and medium enterprises (SMEs), this disruption may have eroded trust in Canada Post as the overall impacts continue to be tallied. 

“This has been totally devastating to us and our 900 customers,” says Frank Mosey, owner of Tstone Mailing Inc., a Cambridge-based direct mailing business. “Currently, we have lost about 250K in revenue and that pales in comparison to what our customers are experiencing.”

He is not alone. According to Canadian Federation of Independent Business (CFIB) President Dan Kelly, smaller firms had been losing $100 million per day with a total damage of $1.6 billion since the month-long strike started Nov. 16.

“Nearly three-quarters of small firms report they will reduce their dependence on Canada Post going forward, making it even more challenging for the corporation to operate in the future,” he was quoted by the Financial Post.

Reliability an issue

To restore confidence, Canada Post will need to demonstrate its reliability in the months ahead. Proactive measures, such as transparent communication, operational improvements, and compensatory programs for affected businesses, could help mitigate lingering concerns.

“There’s no question about it, there is a lot of Canadian businesses that aren’t going to have faith in the Canadian postal system any longer and they are going to try and find alternative solutions; whether it’s through technology or whether it’s through other services that are available,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “I think the message to Canada Post is ‘you’d better fix what’s wrong’. Canada Post can't keep losing $750 million dollars a year and continue to operate and really needs to figure out how to do things better.”

While he believes Canada Post workers deserve a wage increase and to participate in a fair negotiation, he says the impact of this labour dispute reached the critical stage very quickly and that support for the 55,000 striking Canada Post workers rapidly waned as the strike dragged on. 

Key bargaining issues have centred around potential expansion into weekend deliveries, with the two sides at odds over how to staff the expansion, plus wage increases, a cost-of-living allowance, and more job protections. Canadian Union of Postal Workers (CUPW) members resumed operations Dec. 17 under the terms of the current collective agreements until May 22, 2025.

Businesses need predictability

During the strike, the Canadian Chamber of Commerce network sent two letters to Labour and Seniors Minister Steven MacKinnon and Public Services and Procurement Minister Jean-Yves Duclos, calling for intervention from the Federal Government to end the walkout. The letters were signed by Chambers and Boards of Trade nationwide, including the Cambridge Chamber.

“According to Statistics Canada’s Canadian Survey on Business Conditions, 90 percent of businesses that recently experienced supply chain obstacles expect those difficulties to either persist or worsen over the coming three months,” the second letter dated Dec. 11 stated. “Businesses need predictability in our supply chains, and yet another labour disruption has unfortunately continued the alarming trend of work stoppages limiting Canada’s ability to deliver goods. This issue extends far beyond gifts and holiday cards; it affects the viability of small businesses and families’ livelihoods.”

Greg agrees and says Canadian businesses should not be held responsible for Canada Post, especially if talk of a potential bailout surfaces if the Crown corporation can’t make the necessary repairs to its financial house.

Shipments continue to shrink

“I think Canada Post has to be responsible for itself. Canadian businesses will support it if it takes that responsibility and does the things it needs to do in order to become profitable, or at least break even,” he says.

In terms of finances, according to its 2023 Annual Report Canada Post recorded a loss before tax of $748 million, compared to a loss before tax of $548 million in 2022 and predicts larger unsustainable losses in the future unless structural challenges with its operating model are addressed.

Also, the postal service’s share of the parcel market has fallen to 29 per cent from 62 per cent before the COVID-19 pandemic, as Amazon and other competitors seized on skyrocketing demand for next-day doorstep deliveries. Canada Post’s shipments have shrunk by nearly a quarter since 2020 to 296 million parcels in 2023.

“Businesses are fed up with government agencies and institutions who leave them in a lurch at a very difficult time and they’re going to try find solutions that will give them a permanent fix to the problem,” says Greg. “I’m sure there are many Canadian businesses that have already done that.”