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The use of effective feedback is a key tool business leaders can use to improve employee performance, strengthen relationships, and create a positive workplace culture because it helps employees understand what they are doing well, where they need to improve, and how their work contributes to organizational goals.

Delivering feedback effectively can motivate employees and increase engagement, as well as support continuous learning and professional development. However, ineffective, or poorly communicated feedback can result in confusion, reduced morale, and lower productivity. 

“Effective feedback is all about setting people up for success, but many leaders forget that,” says Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership. “So, sometimes they make mistakes that cause feedback to be unwelcome.”

She not only encourages leaders to consider the ‘3Vs’ – verbal, vocal and visual - when it comes to the way in which feedback is delivered, but to keep their own motive in mind as to why it is being delivered.

“If you're offloading because something they did irritates you, you've now made it about you and that is no longer constructive feedback,” says Julie. “Feedback should always be honest, helpful, and never hurtful. If someone shuts down during a feedback conversation, it's likely your delivery that needs adjusting.”

Feedback must include expectations

Besides delivery, the timing of when feedback – either positive and negative - should be given is also important because waiting for an annual performance review to discuss important issues reduces its impact since employees may no longer remember the situation or have opportunities to improve.

Providing feedback soon after a specific event gives employees the opportunity to process the comments in relation to their actions and make immediate improvements and demonstrates that leaders are actively engaged in supporting employee success.

“Anytime business leaders notice behaviour they appreciate, let them (employees) know so that they know what's working and what to do more of,” says Julie. “We know that when we are rewarded, we do it again. And as soon as they do something that isn't either meeting expectations or is jeopardizing their success, have that conversation as soon as possible.”

She recommends when instigating those type of conversations, it’s important to focus on the issue at hand, describing ‘observable behaviours’.

“We’re not getting into what they were thinking. We’re not asking them about their attitude or commenting on it, their traits or character, or assumptions about intent, because none of that is feedback. That is psychoanalyzing, and nobody wants that at work,” says Julie, adding leaders should try to clarify their positions and outline expectations for any employee to make it less personal.

“I’m not saying that feedback isn’t going to be personal, but as much as you can, talk about your expectations and what success looks like for that employee.”

Strengthening communication and trust

Providing feedback in this way can strengthen communication and trust between leaders and employees and assists in creating a workplace culture where employees feel comfortable discussing challenges, asking questions, and sharing ideas.

When feedback is presented by leaders respectfully and consistently, they demonstrate genuine concern for employee growth rather than simply evaluating performance which in turn helps build stronger relationships, increases trust, and encourages collaboration within teams.

Julie says using inclusive language to deliver balanced feedback allows leaders to be honest and helpful, but not hurtful and does not invalidate any positive feedback, and that active listening is always essential.

“The heavy lifting does have to be done by the leader,” she says. “If leaders want their people to listen to them, they have to listen first and model the behaviour they want to see. Openness breeds openness and distrust breeds distrust, so if you prove to your people that you hear and understand them, they are more than happy to grant that same courtesy to you.”

Tips for providing effective feedback

Be timely and specific

Immediate feedback helps employees understand the connection between their actions and the outcome. Also, focus on clear examples rather than making vague comments. 

Focus on behaviour, not personality

Address actions and performance rather than personal traits. This keeps feedback constructive and avoids making employees feel personally criticized.

Balance positive and constructive feedback

Recognize achievements while also discussing areas for improvement. Employees are more motivated when they know their strengths are appreciated.

Use respectful and professional language

Deliver feedback calmly and respectfully. A positive tone encourages employees to listen, learn, and respond without becoming defensive.

Encourage two-way communication

Allow employees to share their perspective, ask questions, and discuss challenges. Effective feedback should be a conversation, not a lecture.

Offer practical solutions

Don't just identify problems but provide guidance and suggestions for improvement. Clear action steps help employees know what to do next.

Set clear goals and expectations

Work with employees to establish measurable objectives and timelines for improvement. This gives employees direction and helps track progress.

Recognize good performance regularly

Celebrate successes and acknowledge effort, not just mistakes. Frequent positive feedback boosts confidence, motivation, and employee engagement.

Follow up on progress

Check in regularly after giving feedback to monitor improvement, answer questions, and provide additional support. Ongoing feedback reinforces learning and demonstrates commitment to employee development.

The following column by Cambridge Chamber of Commerce President and CEO Greg Durocher appears in the fall edition of our INSIGHT Magazine. 

Have you ever heard the phrase: “We’re stronger together”? I thought so because it’s a common mantra all successful campaigns, organizations and projects carry with them.

Right now, it is more important than ever that we remain together in support, in determination and in hope as the trade war with the U.S. drags on.

I have heard comments lately such as: “Prime Minister Mark Carney is trying to ruin Canada”, and that he is “intentionally not working with U.S. President Donald Trump to solve the trade dispute” and that he is “delusional in his pursuit to move trade away from the United States”, or “He promised a pipeline a year ago and no construction of a line has started.” 

I have a few questions for these folks. For starters, why would it benefit the PM to ruin the country he oversees? That’s like a president of a company “trying” to bankrupt his own company.

Secondly, do those people have their heads so far buried in the sand that they don’t remember that in 2016 Canada finally signed the Canada-European Union Comprehensive Economic and Trade Agreement (CETA) with the EU and that it will eliminate 99% of the tariffs. 

Since then, we have never really embraced that agreement, which is the largest single market trade agreement we have signed and now Canada is finally opening those doors. Perhaps this is something we can ‘thank’ our neighbours to south for inspiring us.  

Intense negotiations required

As for the pipeline, hmm, you know I am reminded of a quote first written by author Maurice Switzer: “It is better to remain silent at the risk of being though a fool, than to talk and remove all doubt of it.” 

Creating a pipeline to carry natural gas or oil isn’t the same as someone running a hose to their neighbour’s house to connect them with water while theirs is on shutdown. It requires intense negotiations, which have already begun for a new pipeline in Western Canada, as well engineering progresses, and pathways prioritized.

We’ve already been sending millions of barrels to Japan via the Trans Mountain Pipeline (TMX) in B.C., and for a little over a year have been sending LNG (liquefied natural gas) to Asian markets via the port in Kitimat, B.C.

While I will be the first one to call out stupid from our government, I don’t believe we have been unfair to the U.S. and haven’t been hiding from them and not negotiating. Here is why: more than 60% of the oil the U.S. imports comes from Canada. They need it and it’s not an option for them to lose.  

Matt Randolph, better known as ‘Mr. Global’ on his popular YouTube channel, is an American oil and gas expert who consistently and emphatically states the U.S. must have our oil and if we replaced them as a customer, it would be a massive issue for our southern ‘friends’. 

Also, about 60% of the aluminum the U.S. buys from us comes from Quebec, and they can’t build more smelters in their country to make it because they don’t, and won’t, have the hydroelectric power to fuel the process. 

Trump doesn't accept advice

As well, uranium for U.S. nuclear hydro plants comes from Saskatchewan, and of course so does the potash for their farmers’ fertilizer. 

And finally, nickel from right here in Ontario and a host of other rare earth minerals go into their aerospace industries and the making of electronic components. 

So, when Trump keeps say he “needs nothing” from Canada, I’m not exactly sure what he is talking about because those specific products aren’t just ‘nothing’.

But how can Canada go back to the table and negotiate when Trump continues to publicly state claims that are fiction? The U.S. negotiators know we know that they need all these things from Canada, so therefore, it has not been Carney who is avoiding negotiations but Trump. 

DJT knows nothing about trade and doesn’t accept advice, preferring instead to give orders which his ‘boot-lickers’ just follow. You can’t negotiate with that type of person, unless you can get him to admit he lied or didn’t understand, and this will never happen because Trump believes he is always right. 

If he actually cared about the American people, we could just halt all exports of those products to the U.S. and by noon the trade war would be over. But we all know Trump would rather let his own country tumble before that happened. My concern is that we will try and cut a deal, but it won’t be a good deal for us, and we’ll pay for it forever.

However, I remind myself that Mark Carney receives his marching orders from a special advisory group of business leaders who have explicitly told him, “No deal is better than a bad deal.”

The economic power of small to medium-sized businesses in Canada should never be underestimated. 

According to Innovation, Science and Economic Development Canada (ISED), of the 1.10 million employer businesses in this country close to 1.8 million (approximately 98%) of those are SMEs. As well, nearly 60% of Canadian businesses employee only one to four people. Close to home, approximately 94% of the 3,539 businesses in Cambridge are SMEs and employ nearly 35,000 people.  

But despite their size, in the past year small businesses nationally generated roughly 47% to 50% of Canada’s private-sector gross domestic product (GDP), making them the backbone of employment and providing a substantial contribution to production, exports, and regional economic activity. They drive community success, which is why they are being recognized during Small Business Week (Oct. 19-25).

In fall edition of our INSIGHT Magazine, several local small business owners shared their stories in recognition of October as Small Business Month:

‘You get to be creative and the sky’s the limit’ - CINIS MARKETING

Ashley Gould’s journey from insurance analyst to entrepreneur and digital marketing expert began in 2007, when she launched Cinis Marketing from her home in Ayr.

Her transition was sparked when she was introduced to emerging platforms such as Facebook and Kijiji as potential advertising tools. With an English degree from the University of Waterloo, Ashley quickly discovered she enjoyed digital marketing more than her corporate role.

“They (company) put these ‘new’ things called Facebook and Kijiji on the side of my plate as potential advertising tools and since I had an English degree thought I could probably figure them out,” she laughs. “In the end, I liked doing that more than my job.”

After having her two daughters, Ashley returned to school to study marketing. At a time when formal digital marketing programs were scarce, she turned to Hootsuite Academy, earning her Hootsuite Certified Professional designation. Encouraged by her husband, she decided to turn her growing knowledge and passion into a business.

It was through a connection she made while still in university and working at a Waterloo shoe store that helped kickstart this new venture. 

“My best friend Becky (Collins) worked there with me. Then she went into the footwear industry, and I went into insurance,” recalls Ashley. “She was very aware of what was happening with digital marketing since the fashion industry took to it very early on, and because she wanted her products to get in front of people, she became my first client.”

This provided Ashley with inspiration to take her career to new levels and helped her grow Cinis Marketing, a name derived from the Latin word for “ash,” her long-time nickname.

Ashley says support from the Cambridge Small Business Centre helped her identify and address gaps in her business knowledge and encourages aspiring entrepreneurs to create a flexible five-year outline and take advantage of community business resources, including the Chamber of Commerce. 

“Without a plan, you can really end up floundering,” she says.

The Cinis Marketing team specializes in helping small and medium-sized businesses nationwide develop effective marketing strategies and choose the social media platforms that best reach their target audiences. As well, since AI continues to reshape marketing, Ashley has expanded into website development and written a book about the subject, emphasizing that technology should support - not replace - human creativity.

“I use AI a ton, but it can’t be that final product. It just helps that brainstorming process,” she says. 

While entrepreneurship can be tough, Ashley values the freedom and creativity it provides and remains excited about Cinis Marketing’s future.

“The pro is you get to be creative and the sky’s the limit. Whereas if I worked from nine to five, and my job was very structured, that creativity wouldn’t be able to turn into things,” she says.

‘I want our reputation to be built on doing good work’ - RMS GLASS

Sean Davidson’s mission to ensure RMS Glass remains a respected, long-lasting family business developed from a piece of advice he received early on: to succeed in business, you need to understand every aspect of it.

“That’s kind of been my focus,” he says, referring to his work as Customer Liaison at RMS Glass, which provides precision installations.

Founded by his father, Tim, in 2008, RMS Glass began operating from the family home before expanding into several industrial units over the years at 385 Dundas St. N. in Cambridge. 

“I was helping him whenever I could,” says Sean, recalling those early days of RMS and whose title incorporates the first initials of his name and those of his siblings – Rebecca and Matthew.

Sean says his experience working as a valet at Langdon Hall helped him develop valuable communication and people skills, and while studying Business Administration Management at Conestoga College, he deliberately took on presentation roles in class to improve his confidence.

“That really increased my communication skills,” he laughs. “But I was never really a ‘school’ guy and always felt that I learned more outside of school by talking to others and learning to do things on my own.”

He joined RMS full time in 2018, followed by his sister in 2020. Rebecca manages bids, scheduling and invoicing, while Sean and his father focused on installations and glazing. His brother, Matthew, eventually became the lead installer before leaving to pursue an opportunity in Alberta. His departure pushed Sean into a larger leadership and installation role.

“That was a big hit for me because he (Matthew) was leading the installs and I was helping him and also doing all the business stuff,” says Sean. “But then I had to gravitate towards being the lead installer so that’s what I’ve kind of been juggling.”

More recently, Sean hired two installers who have helped strengthen the company and believes finding employees who share the company’s vision is critical to small-business success.

“It’s all about finding just the right people who believe in the vision and believe in you as a leader and want to be there and want to learn and get better and that is exactly what these guys have been doing,” he says.

Today, RMS Glass primarily serves Cambridge, Kitchener, and Waterloo, while also taking on larger projects in other areas, including Toronto. 

“I want our reputation to be built on doing good work and treating people properly and standing by the work we do,” says Sean, who advises aspiring entrepreneurs to keep learning, improving and, above all, never quit. “You have to realize that it takes a couple of years or a handful of years to get to the point where you want to be.”

‘Who doesn’t love a grilled cheese sandwich?’ – FO'CHEEZY FOOD TRUCK 

Tim Macpherson has taken a very different road to entrepreneurship.

The Hespeler resident, who now drives a bright orange and yellow Fo’Cheezy Food Truck, spent several decades working in banking before becoming a transport truck driver. 

But after nearly a decade on the road, he decided to make another career change and joined the Fo’Cheezy business earlier this year.

“I worked in banking for twenty-five years for the Bank of Montreal and was downsized as a branch manager in Brantford,” he says, explaining joining the transportation industry was exactly the change he needed. “I just got tired of the whole corporate rat race, and I needed something that was radically different. Driving gave me that.”

Fo’Cheezy has operated food trucks throughout Waterloo Region for more than a decade and is now expanding through franchising. Tim’s territory covers Cambridge and Hamilton, although most of his work takes place in Cambridge.

With support from his girlfriend and business partner, his two children and several employees, he spent his first summer behind the wheel serving grilled cheese sandwiches at festivals, corporate events, and community gatherings.

“I’ve really been working hard at it this past summer and learning some lessons and having fun with it most of the time,” says Tim, noting his favourite sandwich is the pulled pork grilled cheese (Fo’Smoke). 

He says the goal is to offer comfort food while accommodating a wide range of dietary needs, including gluten-free, dairy-free, vegetarian and Halal choices.

“Who doesn’t love a grilled cheese sandwich?” laughs Tim.

Running a food truck, however, involves much more than preparing sandwiches. Besides driving the truck and serving customers, Tim also manages the staffing, accounting, food ordering, licensing, event applications and logistics.

The truck’s streamlined operation allows ingredients to be prepared in a commercial kitchen, vacuum sealed and then grilled and assembled on-site which allows the Fo’Cheezy team to serve large crowds efficiently and avoid running out of food. The work can involve extremely long days, with events sometimes running until midnight, followed by cleanup and preparation for the next day. 

“There’s are a lot of little pieces to deal with, but that’s what I find interesting because there is always something to be thinking about, an issue to solve,” he says. “I think if I was simply standing there just making sandwiches all day I would be bored.”

Tim credits his former banking career for giving him the skills needed to run his own business and encourages other entrepreneurs to take the risk.

“I spent months looking at numbers, slicing and dicing them,” he says. “At the end of the day, I was way off on almost all of them but I’m still glad I stepped in and did this.”

‘It’s the fear that’s going to hold you back’ - THE PAINT RIOT

Amy O’Brien-Gulka, the architect behind The Paint Riot, has turned her love of art, customer service and recreation into a thriving creative business where making a mess is encouraged.

Opened for just over a year in Cambridge’s south end, The Paint Riot offers glow-in-the-dark splatter paint parties for people of all ages.

Amy says the experience is less about artistic ability and more about letting go, having fun and being comfortable making a mess.

“It doesn’t require any real creativity,” she jokes, describing the spaces where clients don protective goggles and gear to cover canvases in fluorescent paints using their hands, squirt bottles, reusable balloons, and even water guns. “The only thing they require in there is the ability to let go and just get messy and know that it’s okay to make a mess.”

Amy, who holds college degrees in journalism and media arts, has built a career in retail and customer service, holding management positions with several major companies. After moving to Cambridge with her husband, Brad, 11 years ago, she continued exploring different career paths while raising their son.

“I have raging ADHD so usually after about a year or two, it becomes time to move on and I need to find something fresh and new,” she says.

During the pandemic, she turned her attention to art, creating splatter watercolours and selling her work on Etsy. She later returned to the recreation industry but eventually decided to pursue her own business idea centred on creative self-expression through paint.

Encouraged by Brad, Amy developed The Paint Riot and found the ideal location in a former flooring store on Oxford Street.

“Even though I had other places willing to rent to me, there was something about this place,” says Amy, who enlisted the assistance of her father to personally transform the space into the colourful world she had envisioned. 

Since opening, the business has expanded beyond splatter parties to include guided painting and craft nights, children’s painting classes, local artist consignment space and Amy’s own paint-by-number kits. 

“There are some people who do not want to get messy and would rather paint a picture, or do crafts,” she says, noting the importance for entrepreneurs to have the ability to adjust when needed. “Don’t be so married to your plan that it becomes detrimental to the business’ success. Try new things and if those don’t work, try something else.”

Despite the challenges of running a business, Amy says she would not trade entrepreneurship for anything. 

“Anybody who has started a business knows how much work it takes. But you must keep going until the business becomes something,” she says. “It’s the fear that’s going to hold you back. You can’t have a successful business if you’re afraid to start that business.”

How Cambridge handles its stormwater billing has surfaced during the 2026 municipal race as a notable issue for not only for residents, but for many members of the business community and commercial property owners who contend separating the fee from the property tax levy since July of 2025 has resulted in confusion and created a burden for small businesses.

City of Cambridge officials say the fee, which is tied to hard surfaces – like roofs and parking lots - that generate runoff, provides fair and proportional funding to improve and maintain the stormwater network for the whole community.

According to the City’s 2026 annual rates listed on its website, residential property owners now pay a flat fee ranging from $49.75 to $497.50 per acre, while non-residential property owners pay a flat fee of $244.79. However, larger non-residential properties now pay a rate of $755.15 per acre.

For Valet Car Wash owner Mike Black, the fee structure has left him perplexed and exasperated at how the decision came about, especially since his Cambridge location is not connected to the city’s stormwater system but is still required to pay the charge. 

This translates into approximately $175 a month but comes in addition to the roughly $10,000 he pays annually to pump out the dry well (which collects excess surface water) he was required to install at a cost of $100,000 at Valet’s Eagle Street North location in 1990 because the city did not have enough sewer capacity to hook up the business to the storm drain system. 

“Is $175 bucks going to kill us? Probably not,” he says. “But it’s the principle of the thing.”

It’s a sentiment echoed by stormwater advocate Denis Lanno, who has lived on River Road in Hespeler for the past 26 years, and founded a grassroots organization called Citizens-United to draw attention to the issue after he and an elderly neighbour received large bills under the new system in July 2025 despite receiving few city services in their area.

More transparency needed

“A portion of my property is on a floodplain and my property slopes away from River Road, so there’s no way runoff ends up anywhere,” he explains. “It runs down my property and gets absorbed into the soil or into Irish Creek which runs through the back of my property.”

While Denis acknowledges that property taxes collected from residential and commercial property owners to support infrastructure and services – regardless if these property owners directly benefit – is the principle behind how municipal government works, he says simply moving the charge from one bill to another muddies the water.

“If the total amount being collected from taxpayers has increased, then this is not merely a change in billing methodology,” he wrote in a recent letter to a City official. “It represents an increased financial burden. That distinction is fundamental.”

Denis has created a website and online petition, as well as distributed flyers, not only calling for more transparency from the City regarding stormwater billing but urging that the fee be rolled back into the property tax envelope.

“I think that’s the most equitable and fairest way to deal with it,” he says. “If the property tax rates go up, then it’s very visible.”

In terms of greater transparency, Cambridge Chamber of Commerce President & CEO Greg Durocher says he supports having a separate fee – similar to what is in place in surrounding municipalities (KW and Guelph) - to ensure businesses and taxpayers know exactly how much is being budgeted towards stormwater management.

“There is more transparency behind it if they are separate,” says Greg, adding it would also help when comparing property tax rates with other municipalities. “If we were comparing, which we have often done in the past with Kitchener and Waterloo, our taxes would appear to be much higher if we didn’t separate them, so I think to do this only makes sense.”

City acknowledges concerns

However, he does have concerns surrounding the financial impact when the fees were separated last year after the City’s first ‘strong-mayor budget’ was approved.

“When it made the transition from within the property tax envelope to external from the property tax envelope, there was no void left in the property tax file from taking that out,” says Greg. “That is not transparency.”

The City has acknowledged these concerns in the media since the implementation of the new billing system and has promised a review will take place in spring 2027.

In the Chamber’s recent series of candidate videos for the 2026 municipal election (click here), Mayor Jan Liggett said City staff will review the system looking for potential errors and submit a report. 

“They’re (staff) not coming back with recommendations,” she said, noting the necessity of good stormwater management due to the increasing intensity of storms. “We will take that report and look at that review and decide what needs to change.”

Until then, a rebate process remains in place allowing commercial property owners to apply for a credit up to 50%, providing they meet specific criteria regarding peak flow and volume reductions, and water quality treatment. 

Despite this many commercial property owners, including Mike, have said they find the process confusing and cumbersome, often requiring documentation that’s not easily available, such as the engineering documents pertaining to the installation of Valet’s dry well in 1990.

“That was done over 35 years ago. The City made us do it and they would have the drawings,” he said, adding as a result he wasn’t able to complete the rebate application which would only cover a fraction of his costs. “I don’t have any impact so I should be getting a 100% rebate not 50%.”

Mike says he’s concerned where this could lead and fears fees for other services, like snow removal, may also be separated.

“Are they going to start billing separately for all these things?” he says.

It has become an unwelcomed scenario for many businesses the Ontario Chamber network is aiming to change.

Business owners/operators arrive one morning to discover thieves, typically under the cover of darkness, have smashed open electrical panels, gutted HVAC units, or tipped over transformers in effort to obtain the copper wire and utility components within and various metal fixtures.

These types of thefts began to gain attention approximately 20 years ago as global copper prices jumped, and later resurged in the mid-2020s due to do additional economic shifts.

Today, with the barrage of global technology booms, such as renewable energy, electric vehicles, and artificial intelligence (AI), copper market prices have reached record highs making it a tempting commodity for thieves since they can easily strip away the plastic insulation and sell the bare wire to scrap yards.

Ontario accounts for approximately 58% to 63% of all copper thefts in the country, with industrial zones and regional municipal hubs – including Cambridge, Hamilton, Milton and Niagara – being identified by authorities as ‘hotspots’ for this criminal activity. Authorities say repeated targets in these areas include utility poles and commercial outdoor storage.

In Waterloo Region, well over $150,000 worth of copper wire was stolen in the last two years according to police netting thieves only a few dollars per pound but costing businesses thousands of dollars in terms of damages, repairs, construction delays, production stoppages and insurance premiums.

In effort to curtail a rise in these crimes, the Waterloo Regional Police Service (WRPS) conducted an initiative this past summer led by its South Division Crime Suppression, Analysis and Response team.

From mid-June to July 8, team members spent time providing business owners and construction site managers with security suggestions and additional officers were deployed to keep closer tabs in areas where copper thefts were more commonly reported, namely in the city’s north end and in Galt.

Policy adopted by Ontario network

“The initiative created meaningful engagement with local businesses, including stakeholders within the metal recycling industry,” says WRPS Superintendent Greg Hibbard, noting the extensive engagement it generated through a comprehensive social media campaign. “Overall, the campaign increased awareness of the impacts of metal theft, strengthened partnerships with affected sectors, and created opportunities for ongoing collaboration between police, businesses, and the broader community to address this issue.”

As well, Cambridge MP Connie Cody introduced a private member’s bill in March of this year to push for a crackdown on scrap yard dealers that buy or traffic stolen copper wire punishable by a fine of up to $10,000 and a jail sentence of up to two years. The bill, entitled Protecting Canada’s Essential Infrastructure Metals Act, has yet to proceed through full debate or committee voting stages.

In absence of any concrete legislation, the Ontario Chamber network has stepped up by calling for the implementation of a standardized metal recycling framework provincewide by adopting a policy at its 2026 AGM earlier this year in Ottawa. 

The policy – entitled Turning Scrap into Strength: Provincial Metal Recycling Framework – was submitted by the Chamber of Commerce Brantford-Brant and co-sponsored by the Cambridge Chamber of Commerce.

After receiving approval from the Ontario Chamber network, it is now contained within the policy compedium of the Ontario Chamber of Commerce which it utilizes to advocate the Province of Ontario to implement changes that can benefit businesses.

“Coming into your business or workplace and discovering you’ve fallen victim to this type of crime not only creates a sense of violation but can be a huge blow for these businesses in terms of costs and time,” says Cambridge Chamber President & CEO Greg Durocher. “Hopefully, having this new framework in place will benefit many businesses who already have enough to deal with, especially as the trade war with the U.S. continues.”

Consistent provincial rules

The policy outlines several tasks and recommendations for the Province to undertake and implement to create this framework and preserve municipal authority. These include:

• Municipal-provincial co-ordination: Working with AMO (Association of Municipalities of Ontario), OBCM (Ontario Big City Mayors), and ROMA. (Rural Ontario Municipal Association) to align municipal licensing and salvage-yard bylaws with provincial requirements;
• Provincial standards: Create a consistent framework defining high-risk/prohibited materials, licensing requirements, and core enforcement and reporting tools;
• Stronger transaction controls: Require dealers to verify government-issued ID for restricted-metal transactions, keep electronic records for two years, and provide records to police using a standardized template;
• Traceable payments: Require non-cash, traceable payments for copper and other high-risk materials;
• Ongoing oversight: Publish annual data on metal theft and enforcement results, and regularly update the list of restricted/prohibited materials with input from municipalities, utilities, and industry.

The overall goal of these recommendations is to create consistent provincial rules, better transaction traceability, and stronger enforcement against metal theft, while maintaining an appropriate role for municipalities and consulting with the scrap metal industry.

“The Cambridge Chamber is proud to play a role in bringing this framework into the spotlight and is hopeful it will create a positive impact,” says Greg.

The WRPS also continues to do its part, noting even though its campaign has ended metal thefts remain an ongoing suppression priority for the department.

“Businesses play a critical role in preventing metal theft,” says Superintendent Hibbard. “WRPS encourages organizations to implement target hardening measures, apply Crime Prevention Through Environmental Design (CPTED) principles, maintain high-quality CCTV systems capable of capturing identifiable images, promptly report suspicious activity, and share surveillance footage with police when incidents occur.”

Since the U.S.-Canada trade war escalated after talks broke down in August, the Chamber network, including the Canadian and Ontario Chambers, have been feverishly active advocating for business, providing information and bridging the gap between businesses and the government.

It’s an important role that hasn’t gone unnoticed by the local business community as it continues to navigate these turbulent economic times.

“We rely and depend on the Chamber of Commerce to provide us with awareness and provide us with information about the available (financial) programs from all levels of government,” says Abbas Khan, President and CEO of Air Power Products Limited in Cambridge. “I think what’s really important is the lobbying aspect and the timeliness of getting responses so we can make small businesses feel comfortable knowing what’s on the immediate short term, midterm and long-term horizons in terms of relief.”

It’s a sentiment shared by Cambridge Chamber Commerce President and CEO Greg Durocher, especially as the trade dispute continues to rollercoaster between the two nations.

“There's been a disconnect continually because of the real lack of ability for the federal government and its bureaucracy to directly connect with businesses on the streets and boulevards of our communities, basically on any issue,” he says. “We (Chamber) can bridge that connection, not unlike what we did with the COVID rapid screening kits, where we connected the federal government supply with the small businesses that needed the material.”

It’s a welcomed connection for a company like Air Power Products Limited, which designs, manufacturers and distributes industrial air compressors, air dryers, gas separation systems, and vacuum systems, and has been a staple in Cambridge’s manufacturing community since 1980.

Tariffs damaging businesses on both sides of border

While not directly impacted by U.S. tariffs since nearly 99% of its sales are domestic, the company is affected when Canada reciprocates since steel is its prominent raw material and it purchases tanks from two American companies – Samuel Pressure Vessel Group and Manchester Tank & Equipment Co. 

“When Canada reciprocates and puts whatever ‘X’ percentage of tariffs on U.S. incoming goods, it affects us on the purchasing side,” says Abbas. “So, we have seen astronomical price increases over the last year and half, to two years, in the area of steel anyway and now with these tariffs, we have to figure out a way to pass them on or negotiate with our customers.

"But we’re fortunate because there are only two primary suppliers of these kinds of tanks, everybody must buy from them, so we haven’t lost a competitive advantage because of that because everyone buying from them are facing the same challenges. If there were Canadian manufacturers making those tanks, that would be our first choice.”

To offset challenges like these affecting businesses, the Chamber network – specifically the Canadian Chamber of Commerce which the Cambridge Chamber is a member of - has consistently argued that tariffs are damaging to businesses on both sides of the border and has pushed for negotiated solutions rather than prolonged retaliation. 

Diversification and lifting internal trade barriers key

The Canadian Chamber has also been communicating the concerns of Canadian exporters and importers to federal policymakers, particularly about the effects of tariffs on manufacturing, supply chains, investment, and competitiveness.

Also, the Chamber network, both the Canadian and Ontario Chambers, have been helping companies understand which products are subject to U.S. tariffs, how the rules apply and what the changing trade measures mean for their operations. This has become increasingly important as the tariff regime has become much more complicated.

As well, the Chamber network has been pushing for diversification and driving home important messages to both federal and provincial leaders that Canada needs to reduce its vulnerability to the U.S. market by expanding trade with other countries and, importantly, by removing internal trade barriers within Canada. The latter would make it easier for Canadian companies to sell domestically when U.S. access becomes more difficult.

“The governments of Canada and Ontario cannot be held responsible for the misguided, illegal actions of another country,” said Ontario Chamber of Commerce President and CEO Daniel Tisch, in a press release. “They will, however, be judged on how well they make good on their promise to build a more dynamic economy: incentivizing business investment, expanding interprovincial and international trade, building infrastructure, developing a skilled workforce, and making it attractive for high-potential businesses to grow and sustain themselves in Canada. We are making exciting progress but must now move even faster.”

Creating a skilled workforce remains a priority

The need to develop that skilled workforce is paramount, says Greg, noting the urgency for the federal government to overhaul the LMIA (Labour Market Impact Assessment) program which he describes as arduous, expensive, and slow, in meeting the needs of the business community, especially for SMEs which drive approximately 63% of Canadian employment.

“The (federal government) should be engaging with the Chamber network from coast to coast to hold roundtables, to hold discussions about this so we can help businesses looking for people navigate the LMIA process, whether it's called that or it's something else, with a lot less red tape and paperwork,” he says. “I would contest today we still don't have on immigration system that is truly based on economics and we need to go back to the foundation of that.”

Abbas agrees, noting since the pandemic ended, there has been a struggle finding employees with the necessary skills.

“The desire to work was a lot less,” he says, referring to the post-COVID labour landscape. “We need people with hands-on experience. Someone with a PhD with no experience is not the skill set we’re looking for.”

Chamber network at work

Practical information: The Canadian Chamber of Commerce has built a Canada–U.S. Trade Tracker and toolkit with trade data, tariff exposure information, templates and guidance for businesses communicating with U.S. partners. The CCC has also introduced its Canadian Business Resilience Hub that brings together tools, insights and resources to help businesses navigate instability, adapt to changing economic and trade conditions and find opportunities to compete and grow. The Cambridge Chamber also provides important information and a list of resources at chambercheck.ca.

Government advocacy: The Canadian Chamber of Commerce is feeding business concerns directly into federal decision-making, including through the Prime Minister’s Advisory Committee on Canada-U.S. Economic Relations and the 2026 CUSMA review.

Market diversification: Both the Canadian and Ontario Chambers of Commerce are encouraging businesses to reduce dependence on the U.S. by developing other export markets and strengthening domestic supply chains. The CCC has also undertaken international missions, while the OCC points businesses toward programs such as CanExport and Trade Commissioner Service support.

Ontario-specific support: The OCC is collecting direct reports from affected businesses, connecting them with government programs, and providing practical SME guidance on pricing, contracts, suppliers, inventory, customs compliance, and tariff exclusions.

There is little doubt the 2026 municipal election on Oct. 26 will help shape the local conditions required for businesses to operate and thrive over the next four years.

As the start date – Sept. 26 - for advanced and online voting nears, business leaders should be asking themselves what do the ideal candidates bring to the table?

For most, that question should not just centre on which ones promise to lower taxes or bring more development, but rather whether the candidates understand how municipal decisions affect investment, employment, productivity, and the competitiveness of the community.

“Fiscal responsibility is a given,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “The one question they should be asking any candidate they chose is what’s their view on economic development and investment in the economic growth of the community. Whether you’re a B2C business or a B2B business, you need to hope your community has a strong focus on growth.”

Supporting small business growth was one of the key criteria outlined in the Canadian Federation of Independent Business’ recent Municipal Affairs: CFIB Advocacy on Municipal Issues report.

The first-ever 'report card' also compared cost and regulatory burdens and ‘small business friendliness’ among 66 municipalities nationwide in effort to determine which have been most effective in attracting and supporting small business growth.

Cambridge placed 56 on that list, compared to Waterloo and Kitchener which ranked considerably higher taking the 9th and 10th spots. Brantford was ranked at 17, with Guelph taking the 27th spot.

Attainable housing important

Taking these results into consideration, it’s clear that having municipal leaders in Cambridge who can navigate the intricacies of local politics and the needs of businesses is vital.

The best candidates may not necessarily be ones who are ‘pro-business’, but should understand that a financially sustainable, well-planned, efficiently governed municipality creates the conditions in which businesses, workers and communities can prosper together.

“If you’re a B2C business, obviously you want to have more people in the community that will buy your products, and if you’re a B2B business, like a manufacturer, you want to have more people in the community that not only can backfill when people retire from your business but also have certain skill levels,” says Greg, adding the important need for not only affordable, but also attainable housing.

“If it’s a young person trying to get into the housing market for the first time, they need attainable opportunities. But you also want to make sure you have a level of housing that attracts higher income earners as well. You want that housing to be attainable as well because making it more desirable to live here from a cost perspective will bring the brightest and best minds to our community to work.”

Besides housing, he also recommends business leaders question candidates on their vision surrounding investment in the city’s infrastructure maintenance and the growth of that infrastructure.

Chamber campaign champions civic engagement

“Another thing business leaders, of not necessarily smaller businesses, but medium to large-sized ones, should look at is a politician’s viewpoint when it comes to investing in the arts, culture and sports in the community,” says Greg. “It’s things like parks, arenas, sports fields, theatres, dance studios and museums that will attract people. It’s about building a livable community.”

To help ensure business leaders and their employees have an opportunity to get involved with the municipal election, the Chamber launched its Vote Remote campaign in mid-August in hopes of boosting voting turnout.

According to AMO (Association of Municipalities of Ontario), only 27,689 of Cambridge’s 95,921 eligible voters cast a ballot in the 2022 municipal election, which represented 28.87% of the population and was below the provincial average of 32.9%.

Vote Remote gives business leaders an opportunity to champion civic engagement in their workplaces in a non-partisan way by providing a toolkit to help them celebrate, and acknowledge the importance of voting, and encourage their employees, especially younger voters, to embrace the convenience of online voting. Workplaces are encouraged to share their efforts on social media using the hashtag: #VoteRemoteCambridge.

Click Vote Remote to learn more and how the Chamber can assist.

“We want to make sure the brightest and the best people will be around that council table doing the things that we need done,” says Greg.

Things business leaders need to look for in candidates

Fiscal responsibility - not simply low taxes

Candidates should be able to explain how they would manage property taxes, user fees, infrastructure spending and municipal debt. 

A serious approach to infrastructure

Ask candidates which infrastructure projects they consider priorities, how they would pay for them, and whether municipal growth is being matched with the infrastructure needed to support it.

Faster, more predictable planning and approvals

Candidates should understand zoning, official plans, and development approvals - and support processes that are transparent, timely and predictable while still respecting legitimate planning requirements. Municipal land-use decisions directly influence where offices, shops and industry can locate. 

An actual economic-development strategy

Ask what candidates would do to attract investment, retain existing employers, revitalize commercial districts, support entrepreneurs, and make their municipality competitive for new jobs. 

Practical transportation and downtown policies

Candidates should have thoughtful positions on roads, parking, public transit, active transportation, construction disruptions and downtown revitalization. The right approach will differ between a downtown retailer, an industrial employer, and a rural business.

Recognition that business owners are taxpayers and community members

Business owners should look for candidates who understand the relationship between commercial activity, employment, municipal revenues, and community services. Property taxes are a significant part of the equation: municipalities establish the municipal portion of property-tax rates, while businesses can face different tax treatment depending on their property class. 

Competence and accountability

Do they understand the municipality's budget? Do they read staff reports? Can they explain trade-offs? Will they consult businesses before major policy changes? And can they acknowledge when an attractive idea simply isn't affordable?

The importance of emotional intelligence in leadership became very apparent during the COVID-19 pandemic as many organizations were presented with unprecedented uncertainty and disruption, as well as fear.

As a result, leaders were expected to show greater empathy and support the well-being of their employees as workplaces were forced to navigate remote working and rapidly changing conditions due to this worldwide shift.

Fast-forward several years and business leaders are now faced with a volatile economic and politic climate which may require an even higher degree of emotional intelligence in the wake of rising inflation, financial instability, geopolitical conflicts, technological disruption, and various workforce expectations.

This prolonged environment of uncertainty has transformed emotionally intelligent leadership from an important crisis-management skill into a strategic necessity.

As the pandemic crisis unfolded, business organizations faced largely shared and immediate challenges which united their employees for a common cause requiring leaders to prioritize health and safety, while trying to maintain business continuity.

However, the challenges today are less predictable with employees facing a litany of issues, including financial stresses due to the rising cost of living, burnout, mental health concerns, job security, and worries surrounding the impact of artificial intelligence and automation.

Trusted relationship critical

“Nobody works to live, they live to live,” says Vivian Ingram, Clinic Manager at Atlas Therapy in Cambridge which provides an assortment of mental counselling services.

She agrees that in this post-COVID-19 world there are more expectations when it comes to the workplace and notes the next generation of leaders now entering management positions are cognizant of issues facing employees, such as those struggling to find child-care. 

“Now that you’re in a management position, you may see how it is for your employees because it’s just as hard for yourself,” says Vivian. “So, I think there is more leniency, rather than there is emotional intelligence.”

Having a strong and trusted relationship between leaders and employees is critical, especially when hybrid and remote work arrangements are involved. Today’s employees expect more flexibility and psychological safety from their leaders which if not provided can lead to higher turnover, lower engagement and more difficulty attracting new talent.

Vivian says that trust can be built when leaders communicate honestly with their employees.

“With open and host communication, you can’t just go with the problem you need to also have the answer or at least the steps to the answer,” she says, noting that having performance plans in place can assist leaders and their employees. “Recognizing where people are and where they need to be, as well as that communication and the kind of empathy that goes into that is really driving a lot of managers nowadays.”

Employees more willing to remain with employer

Balancing business performance and the well-being of employees has become pivotal for leaders, many of whom are faced with difficult decisions due to economic pressures affecting the organization, such restructuring, workforce changes and budget reductions.

Having the capacity to embrace a heightened sense of emotional intelligence lets leaders communicate these tough decisions more honestly, demonstrating compassion and strengthening trust.

As a result, employees may be more willing to stay committed to the organization if they are convinced leaders are communicating with integrity and care about their concerns.

“It’s remembering there’s the company that you need to lead,” says Vivian, noting having a healthy bottom line must remain paramount. “But that company is based on the people and if your people aren’t happy, the company is not going to be happy at the end of the day.”

Tips to strengthening emotional intelligence

Practice active listening

Leaders should give employees full attention, avoid interrupting, ask clarifying questions, and summarize what they’ve heard. This demonstrates respect and improves understanding.

Develop self-awareness

Regularly reflect on their emotions, strengths, weaknesses, and leadership style can assist manager and leaders. Journaling, mindfulness, or seeking feedback can help identify emotional triggers and blind spots.

Manage emotional reactions

Taking a moment to think before reacting can help leaders remain calm, objective, and professional under pressure.

Show genuine empathy

Try to understand employees' perspectives and challenges. Acknowledge their feelings without immediately offering solutions or judgments.

Seek and accept feedback

Encourage honest feedback from colleagues, peers, and team members. Treat constructive criticism as an opportunity for growth rather than a personal attack.

Communicate with transparency

Share information openly, explain decisions clearly, and be honest about uncertainties. Transparent communication builds trust and reduces employee anxiety during change.

Build strong relationships

Invest time in getting to know team members personally and professionally. Regular one-on-one conversations help build trust, engagement, and collaboration.

Strengthen conflict resolution skills

Address disagreements early, remain impartial, and focus on finding solutions that meet the interests of everyone involved rather than assigning blame.

As economic sanctions, supply-chain disruptions, and changing trade relationships become increasingly complex, it has become imperative for Canadian companies to develop a knowledge of export controls as an important part of managing business risk.

This is extremely imperative for those businesses involved in international trade, technology, defence, manufacturing, agriculture, and other regulated industries.

Canada regulates the export of certain goods and technologies through the Export and Import Permits Act (EIPA) and the Export Control List (ECL), which can include military and strategic goods, dual-use technologies, nuclear-related materials, and certain agricultural and other products.

During the last year as the Federal government responds to national-security, technological and economic-security risks, the need to understand not only what they export but also where it goes and who uses it, became even more important to businesses.

In 2025, one of the major changes occurred as Canada expanded controls on advanced technologies when new controls were introduced for areas including semiconductor manufacturing, quantum computing, temperature-coating technologies, and advanced metal additive manufacturing, such as sophisticated 3D-printing equipment.

These controls mean that companies exporting certain high-tech products or technology may now need permits where they previously did not.

Another big development came into play when Bill C-15, which received Royal Assent in March 2026, amended the EIPA to give the government authority to control exports or imports when necessary to protect Canada’s economic security. 

Another change is the continuing evolution of Canada’s ECL through international agreements. 

These developments increase compliance costs and risks for businesses since companies may need stronger product-classification procedures, screening of customers and end users, record-keeping, employee training and monitoring of regulatory changes. 

The Chamber asked former Cambridge MP Bryan May, now a Senior Strategic Advisor with Bondy & Associates, a Cambridge-based boutique government-relations and strategic advisory firm, about issues surrounding export controls: 

Q.  How will changes to Canadian export control regulations affect the ability of businesses to sell internationally?

BM.  Honestly, the trend is toward more friction, not less. Global Affairs Canada put out an updated Guide to Canada's Export Control List that came into force on May 1, which folds in commitments Canada has made through multilateral regimes up through January. That part's fairly routine. Some new items got added, like certain lasers, helium turbo expanders, and specific chemicals, while a handful of other controls got removed. The bigger deal is that Canada is also pushing its own controls further than the multilateral baseline. 

There's a proposal out for consultation that would add new controls on semiconductor and advanced manufacturing technology, and if it goes through, exporting those items anywhere outside the U.S. would need an individual permit, with no blanket general permits available. So if you're in that space, you're looking at permit by permit, destination by destination approval rather than the streamlined process you might be used to. There's more coming too. I’ve read that trade lawyers expect Canada to eventually get authority to control goods it considers critical to its own supply chains once a pending amendment to the Export and Import Permits Act goes through.

Q.  What impact will foreign export control changes have on Canadian companies in global supply chains?

BM. This is where U.S. policy honestly matters more day to day than anything Canada is doing itself. The U.S. rolled out a new tiered approach to Section 232 tariffs on steel, aluminum, and copper products in April, and separately, a June executive order is ramping up customs scrutiny. U.S. Customs wants more ownership and business affiliation info from importers, bond requirements are going up, and Canadian companies don't get a pass just because of CUSMA.

On top of that, CUSMA itself is going through the formal review that started on July 1, so there's real uncertainty about whether the terms governing cross-border trade could shift. If you're plugged into a U.S. or allied supply chain, you can get caught up in all this even when nothing you're doing directly triggers a Canadian control. A customer's compliance problem or a foreign supplier's re-export restriction can still stall your shipment.

Q. How can businesses stay compliant with emerging tech like AI and cybersecurity products?

BM. This is probably the trickiest area right now because Canada doesn't have a dedicated AI law yet. The old AI and Data Act died in early 2025, though a replacement bill is expected sometime this year.  So, for now AI related exposure runs through the general export control list and this idea of a "deemed export”.  If you give a foreign national access to controlled technical data, even though a cloud platform or a screen share, that can count as an export. Global Affairs Canada put out specific guidance on how export permitting applies to controlled technology stored or moved through the cloud, worth reading closely if your product involves models, source code, or technical data that could brush up against controlled categories. 

The practical advice I’m hearing from trade lawyers is consistent; update your compliance procedures to cover intangible transfers, lock down access to controlled tech with role-based permissions and encryption, keep logs of who's touching shared drives and cloud storage, and train your engineering and business development people, because an informal conversation or a demo can trigger obligations without anyone realizing it.

Q. What are the legal, financial, and reputational risks of non-compliance, and how do you mitigate them?

BM.  I’m not a lawyer so take the following with a grain of salt, and I’d recommend any of the companies involved consult a lawyer who’s a trade specialist. It's a real risk, not just theoretical. Violating sanctions is a criminal offence, enforced jointly by CBSA and the RCMP, and enforcement has quietly been ramping up. CBSA's counter proliferation unit has been doing exporter risk analyses and trade verifications throughout 2025, and just looking at Russia related shipments alone, CBSA has reviewed over 1,500 shipments since the invasion, handed out 14 fines, and flagged several for seizure. 

There's also a co-ordination angle that's easy to miss. If your company gets flagged for enforcement in another G7 country, Canada is increasingly likely to also come knocking, because the G7 countries are sharing information more actively, and Canadian authorities are specifically watching for sanctions evasion through shell companies and roundabout trade routes. On the mitigation side, it's not glamorous but it works.  Know your classification, screen your counterparties on an ongoing basis rather than just once, restrict who internally can access controlled data, and if you find a problem, talk to trade counsel about self-disclosure sooner rather than later. It tends to go a lot better than getting caught cold. 

Q.  How should businesses prepare for future export control developments?

BM.  A few things worth keeping an eye on: that EIPA amendment that could bring in critical supply chain controls, the sanctions and anti-money-laundering rules tightening up, partly driven by an FATF evaluation of Canada back in June, and the fact that Global Affairs Canada merged its Trade Controls Bureau and Sanctions Bureau, which suggests these two areas will move together more than they have in the past. If I were advising a business right now, I'd say don't treat your export compliance review as an annual thing anymore. Given how fast this is all shifting, quarterly check-ins on the Canada Gazette and Global Affairs bulletins are probably more realistic.  Also, having a senior leader on your team accountable for staying on top of these potential changes would be wise.

The adoption of artificial intelligence (AI) continues to accelerate among Canadian businesses at an increasingly rapid rate, according to Statistics Canada, which shows 19.2% of them using it to produce goods or deliver services in 2026 representing a 12.2% hike over 2025 and a significant 13% increase compared to 2024.

But despite the uptick, experts say the adoption level of AI in Canada is not universal, something the Diversity Institute’s Dr. Wendy Cukier, one of Canada's leading experts in disruptive technologies, innovation processes and diversity, says highlights a clear paradox.

“We’re (Canada) globally recognized for our leadership in the development of AI tools, and we know there’s been a huge investment in AI R&D,” she said. “But we’re low in terms of both the use of AI as well as our commitments to AI literacy and training, and some of this is the structure of our economy.”

Canada ranks 44th out of 47 countries in AI training and literacy, and businesses often rely on existing staff for its implementation. 

Dr. Cukier outlined issues surrounding the adoption of AI in business during a recent webinar hosted through the Ontario Chamber of Commerce’s Skills Bridge program entitled ‘Building an AI-Ready Workforce’.

During her address, she outlined data pertaining to AI’s use in businesses, including the readiness among Canadian SMEs (small and medium-sized enterprises). The data she presented indicated that younger businesses have higher AI adoption rates (78%) versus their more mature counterparts (48%), and that SMEs in larger urban areas (78%) are more AI prepared than those in rural settings (55%). As well, larger SMEs – those with more than 100 employees – are more likely to be ‘enthusiastic’ AI users. 

AI literacy important

“We are a country of small businesses, and small businesses typically don’t have the resources or sometimes the expertise needed to move things forward with new technologies,” said Dr. Cukier, noting that improving productivity is a key driver for SMEs when it comes to implementing AI. “Large corporations, for the most part, are investing in AI in order to reduce costs, and that often includes reducing headcount. What we see with small to medium enterprises, in contrast, is they’re trying to do more with less.”

Many businesses are already using AI for data analytics, text analytics, chatbots and natural-language processing. Stats show that data analytics was the most common AI application being used by 36.6% of Canadian businesses in 2026 who have adopted artificial intelligence in effort to save employees time and allow them to focus on more complex or creative work.

However, when it comes to AI adoption in businesses, Dr. Cukier explained the importance of not only having a certain level of literacy about these new technologies, but a clear understanding of how they will be of benefit to the business.

“When you’re thinking about the AI innovation process in your organization, the first step is not, ‘Here’s technology, it’s cool, let’s use it’. It’s what are the business problems that are a priority or what are you actually trying to accomplish, so that you identify where the opportunities are and assess whether or not the technology makes sense.”

She warned about the potential pitfalls of allowing tech experts to dictate AI adoption for businesses.

“One of the dangers of leaving AI adoption to the technologists is often they love the technology for its own sake rather than really thinking about what are the corporate objectives or goals that we’re trying to accomplish,” said Dr. Cukier, explaining there are certain questions that should be considered. “What do we know about our organizational culture that will either drive or impede adoption? What is it we need to do to get people to start using this technology?”

She described an ‘AI Competency Framework’ devised in 2025 by the Diversity Institute divided into three layers:

• Basic AI Literacy: Knowledge of core AI concepts, along with familiarity with generative AI tools, and AI in value chain awareness of key ethical considerations.
• AI Innovation Skills: An understanding of how AI is used in different industries and having competence in using AI technologies for content generation and analysis, plus mid-level expertise working with datasets.
• Deep AI Skills: Knowledge of AI development frameworks and models and advanced knowledge of AI applications in specific fields, as well as a deep understanding of ethical AI development.

“We think the real emphasis needs to be for small and medium enterprises is the middle layer, what we’re calling ‘AI Innovation Skills’,” said Dr. Cukier, explaining this layer provides many opportunities for people across disciplines and different parts of the organization. “You have to think about processes, and behaviours and you have to think about policies and so on. It’s really important to recognize that this requires some technology knowledge for sure, but also change management expertise.”

Practical AI training tips 

Start with the “why”

Explain how AI can help employees save time, improve productivity, analyze information, and make better decisions. Employees are more likely to adopt AI when they understand its business value.

Teach AI fundamentals

Make sure employees understand what AI can and cannot do, including concepts such as generative AI, hallucinations, bias, and limitations.

Provide hands-on training

Don't rely exclusively on presentations. Give employees real tasks—such as drafting emails, summarizing documents, brainstorming ideas, or analyzing data—and let them practice using AI.

Teach effective prompting

Show employees how to give AI clear instructions, provide context, specify the desired format, and refine responses. Prompting should be treated as a practical workplace skill.

Create clear AI policies

Employees should know what information they are permitted to enter into AI tools. Establish rules around confidential information, customer data, intellectual property, and sensitive company information.

Emphasize human oversight

AI-generated content should not automatically be considered accurate. Train employees to fact-check important information, review calculations, and use professional judgment before acting on AI recommendations.

Train by job function

A salesperson, accountant, HR professional, and software developer will use AI differently. Provide general AI training first, followed by role-specific examples and workflows.

Identify AI champions

Select employees who are enthusiastic about AI and give them additional training. They can help colleagues experiment with tools, share successful use cases, and encourage responsible adoption.

Measure results

Track whether AI training improves productivity, quality, employee satisfaction, or customer outcomes. Use those results to determine what training should be expanded or changed.

Make training continuous

AI tools and capabilities change rapidly. Instead of treating AI education as a one-time course, provide ongoing workshops, refresher sessions, internal examples, and opportunities for employees to share what they're learning.