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A toxic employee can have far-reaching negative effects on the workplace, impacting not just individual coworkers but the entire organizational culture and overall productivity.

Toxic behaviour may include persistent negativity, manipulation, bullying, gossip, insubordination, or a lack of accountability, all of which could damage the reputation of the business.

“If you’re a company that has high turnover rates, a lot of that often has to do with the environment,” says Stephen Mitchell, President of Innersee Initiatives Inc.,  a Cambridge-based consulting firm that focuses on group and leadership development and organizational transition. “Is it a toxic environment I’m working in? I don’t enjoy coming to work and that can be within what I do at work and within the people I work with. Are they creating the environment that I can’t fit in or assimilate into?”

Quite often, organizations may have employees who are quick to react and as a result, other employees or even those in leadership roles, feel intimidated to make practical suggestions or be more productive because they get drawn down.

“That’s kind of like bullying,” says Stephen, adding it can work the opposite for a more introverted employee. “Maybe you’re not as driven so you don’t work as hard if your work environment allows you to get away things, such as leaving early. You may not intentionally be creating a toxic environment, but other employees may resent it.”

One of the most immediate and visible effects of a toxic employee is the decline in team morale. Their behaviour often creates tension and mistrust among colleagues. 

Erosion of trust in management

For example, if an employee frequently gossips or undermines coworkers, it can lead to a toxic atmosphere where people feel the need to watch their backs instead of collaborating openly. This can reduce team cohesion, increase conflicts, and make it difficult for employees to work together effectively.

Toxic employees can also erode trust in management if their behaviour is allowed to continue unchecked. When coworkers see that bad behaviour is tolerated or ignored—especially if the employee is high-performing—it can lead to feelings of unfairness and resentment.

This perception of favouritism or negligence can further demoralize staff and lead to disengagement.

Stephen says leaders who do not react to situations like these and allow them to simmer could result in further complications.

“Not addressing it is the reason why you’re going to start to see higher turnover,” he says, adding speculation in the workplace can be even more harmful, especially surrounding the roles employees play in the organization. 

Stephen refers to workshops he has facilitated with clients in which employees with different duties are paired with each other to participate in a ‘fun exercise’ in effort to create an open dialogue and create a better understanding of each other’s roles.

Communication key for success

“Communication is key to everything,” he says. “I think that one of the biggest things leaders and managers forget is the importance of communication. It is important to communicate the health of the business and communicate the direction of the business.”

Stephen says the economic pressures many businesses are facing due to the geopolitical climate makes this even more imperative. 

“We have all these questions around what’s going to happen next. What’s going to happen with these tariffs? Are we going to have a job next year? What is our action plan for new markets and looking for new business?” he says, adding how easy it is for gossip to spread. “Make sure that as a leader you’re communicating where the direction of the business is taking everyone.”

Stephen also recommends the need for leaders to acknowledge the work of employees, which can be a boost to their mental health.

“As leaders we get focused on making sure the next job comes in or that paycheques are going to be there at the end of the week,” he says. “But we forget sometimes that recognition goes a long way to retaining associates.”

Organizations must take proactive steps—such as setting clear behavioural expectations, offering support, and being willing to take disciplinary action—to address toxic behaviour before it undermines the entire workplace. Addressing the issue early is essential not just for the health of individual employees, but for the long-term success of the organization.

Tips on how business leaders should handle toxic employees

Recognizing toxic behaviour

Toxicity may manifest in several ways: persistent negativity, gossiping, passive-aggressive communication, bullying, manipulation, resistance to teamwork, or undermining authority. These behaviours not only affect interpersonal dynamics but can also discourage high performers, create division, and reduce overall engagement. Leaders should differentiate between a difficult employee—who may be underperforming or struggling—and a toxic one, whose behaviour actively harms the team. This distinction is important because it determines the course of action: development versus discipline.

Direct and constructive feedback

Avoiding conflict is one of the most common leadership pitfalls when dealing with toxic employees. Instead, leaders should initiate a private, respectful, and direct conversation with the individual. Use specific examples of the toxic behaviour, its impact on the team or company, and explain why it is unacceptable.

Offer support but set boundaries

If the employee is open to change, leaders should provide support through coaching, training, or even professional counselling if appropriate. Sometimes toxic behaviour is a result of unresolved conflict, miscommunication, or a mismatch between job role and skill set. However, support must be balanced with accountability. Make it clear that change is non-negotiable, and that ongoing toxic behaviour will lead to further disciplinary actions.

Involve HR early

Human Resources should be involved as early as possible in handling toxic behaviour, especially if the issues are serious or recurring. HR can offer guidance on legal considerations, help with formal documentation and performance improvement plans (PIPs), and mediate between employees or between employee and leadership.

Take decisive action when needed

If a toxic employee fails to change despite feedback and support, leaders must take decisive action. This may include demotion or role reassignment, probation or a final warning, or t termination of employment.

Build a preventive culture

Beyond individual cases, leaders should foster a culture that discourages toxicity promote open communication and psychological safety and reinforce core values regularly. Also, it’s important to recognize and reward positive behaviours and conduct regular team check-ins and anonymous feedback surveys.

Hiring new immigrants can offer Canadian businesses a rich source of talent and diversity.

However, despite Canada's emphasis on immigration as a cornerstone of its economic strategy with immigration accounting for nearly 100% of our labour force growth, businesses often encounter several challenges when attempting to integrate newcomers into their workforce.

“Immigrants in mid-sized Canadian cities often face challenges in finding employment due to a combination of factors related to their qualifications, experience, and the local job market,” says Nora Whittington, Community Engagement Coordinator at Immigration Partnership. “These include difficulties with foreign credential recognition, a lack of Canadian work experience, limited professional networks, language barriers, and sometimes, even perceived or actual discrimination.”

One of the major challenges is the recognition of foreign credentials and professional experience. Many immigrants arrive in Canada with education and work experience from other countries that are not easily understood or accepted by Canadian regulatory bodies or employers.

This mismatch often leads to underemployment, where highly skilled newcomers are hired for roles well below their qualifications. Businesses may be hesitant to hire individuals if they are unsure whether the person's background aligns with Canadian standards, even if the candidate is capable and qualified.

While some professions in Canada are regulated and require local licensing (such as medicine or law), many others do not. Employers should become more familiar with international education systems and certifications or seek assistance from credential assessment services.

Creating internal systems or hiring HR personnel who understand international qualifications can also help business leaders and managers accurately evaluate candidates’ backgrounds and prevent the undervaluation of their skills.

As well, experts encourage businesses to adjust job postings to clarify what skills and competencies are actually necessary rather than requiring candidates to have prior ‘Canadian experience’, which has become a vague catch-all. They can also provide onboarding or mentorship programs that help immigrants acclimate to workplace norms, reducing any actual gaps in local knowledge.

“Business owners/managers can consider their job postings and that they are created in a way that attracts immigrants and using terms that can be understood, to ensure that they are known as an inclusive and welcoming employer (word of mouth is powerful) and to know that job postings can express a wish list and it can eliminate great talent because they may feel like they don’t have all the qualifications,” says Nora, adding there are many cultures that do not use resumes and cover letters and to be considerate of this difference. “Know that many immigrants are highly educated and to not eliminate them from the hiring process but rather look at their transferrable skills.”

Many job opportunities in Canada are filled through informal networks or referrals, putting immigrants at a disadvantage if they lack established professional connections.

To counter this, businesses should diversify their recruitment strategies by partnering with immigrant-serving organizations, attending job fairs targeted at newcomers, and posting openings on platforms that cater to internationally trained professionals.

“Employers should be engaged with organizations and services in the community who work closely with immigrant talent. There are several organizations in the region who prepare immigrants for employment in the Canadian workplace,” says Nora, noting the work Immigration Partnership does in Waterloo Region, describing the organization as a ‘bridge builder’. “Any topic that we believe will create success for employers and immigrant talent we will present so that the bridges can be built.”

While Canadian immigration policy aims to attract skilled talent from around the world, several structural and practical challenges still hinder businesses from effectively hiring and integrating newcomers. Addressing these issues requires collaboration between employers, government agencies, and community organizations, and some progress has been made. 

“While there can be challenges in integrating immigrants into the labor market, such as overqualification or language barriers, Canada has made efforts to address these issues and ensure that immigrants can fully utilize their skills and talents,” says Nora. 

Why immigration is important for Canada's talent pipeline

• Addressing Labor Shortages:

Immigration helps fill critical gaps in the Canadian labour market, particularly in sectors experiencing shortages of skilled workers. 

• Boosting Innovation and Economic Growth:

Immigrants bring diverse skills, perspectives, and experiences, which can foster innovation and drive economic growth. 

• Supporting Population Growth:

As Canada's population ages, immigration helps to maintain a healthy workforce and support economic development. 

• Enhancing Competitiveness:

Canada competes with other countries for skilled talent, and its immigration system helps it attract top talent from around the world. 

• Building a Diverse Workforce:

Immigration contributes to a more diverse and inclusive workforce, which can be beneficial for businesses and communities. 

• Filling Specific Needs:

Immigration policies are often targeted to address specific labor market needs, such as in healthcare or technology.

Some ways businesses can modify hiring practices 

Rethink the ‘Canadian experience’ requirement

Employers should focus on relevant international experience and transferable skills. They can also provide onboarding or mentorship programs that help immigrants acclimate to workplace norms, reducing any actual gaps in local knowledge.

Implement bias-reduction techniques in screening

Companies should consider using blind recruitment practices, where personal identifiers such as name, nationality, or even educational institutions are removed during the initial screening. Also, standardized interview questions and diverse hiring panels can help reduce individual bias and lead to more objective decision-making.

Promote inclusive workplace culture

For businesses to truly benefit from the skills of new immigrants, they must foster an inclusive and supportive work environment. This includes offering language support if needed, celebrating cultural diversity, and ensuring clear communication practices. Cross-cultural training for both management and staff can improve collaboration and team dynamics. Moreover, mentorship programs that pair newcomers with experienced employees can provide the guidance and networking opportunities that immigrants often lack upon arrival.

Waterloo Region will be home to at least one million people by 2050 and a coalition of local business organizations is doing its part to ensure this area is prepared through the launch of an online tracking tool that aims to create a unified framework to ensure proactive planning and co-ordinated action across all levels of government and the private sector.

Developed in collaboration between BestWR (Business and Economic Support Team of Waterloo Region) and the Future Cities Institute located at the University of Waterloo, the Vision 1 Million Scorecard is now available to track Waterloo Region's readiness for the projected arrival of more than 300,000 people in the next 25 years.

The scorecard provides measurable, transparent monitoring of progress across five critical areas: housing supply, transportation infrastructure, healthcare services, employment opportunities, and placemaking and livability.  

These are all areas Cambridge Chamber of Commerce President & CEO Greg Durocher says are vital for businesses to succeed.

“Businesses should be paying attention to this because if we do not meet the needs of a million people from an infrastructure perspective, it’s going to make it difficult for them to attract people to their business,” says Greg, who serves on BestWR along with the leaders of the Greater Kitchener Waterloo Chamber, Explore Waterloo Region, Communitech, and the Waterloo Region Economic Development Corporation.  “These issues are all really important to businesses because businesses thrive best in a community that thrives best.”

Strong leadership needed

It’s a sentiment shared by BestWR Chair Ian McLean, who also is head of KW Chamber.

"We cannot afford to be reactive when it comes to preparing for one million residents,” he says. “This tool gives us the transparency and accountability we need to ensure decision-makers are taking the bold action required to build the housing, transportation networks, healthcare capacity, and community services our growing population will need."

Greg says strong leadership, especially by local municipal officials, is paramount noting the scorecard already shows the region is falling behind in terms of providing healthcare and housing to sustain one million people. 

The current data also shows the importance of having employment ready lands and now shows that only 33% of land identified as ‘shovel ready meagsite’ in Waterloo Region suitable for larger employers has been purchased.

“We know that at least 70,000 homes have to be built in the next 20 to 25 years and we’ve never built homes at that pace before,” says Greg. “We can really utilize the scorecard as an advocacy tool with local government to outline what areas we need to catch up on. And when we have people running for election, we will be in the position to question candidates on those subjects and ask them ‘What are you going to do to make sure that we are ready for all these people?’If we’re not ready, that is going to impact businesses.”

Scorecard will be updated

He refers to the forward-thinking governance of the late Jane Brewer, Cambridge’s mayor from 1988 to 2000 and a regional councillor, as an example noting she was a strong advocate for the construction of the LRT because she knew it would benefit future generations.

“That is what good leadership is all about,” says Greg.

The scorecard will be updated every six months to help prioritize the community's agenda and focus resources where they're most needed. Data validation and the evaluation of the progress to plans will be provided through an exciting collaboration with the Future Cities Institute (FCI), founded by CAIVAN.

The FCI brings together researchers to look at urban challenges across housing, climate, infrastructure to support prosperous and resilient cities. 

In the lead up to the first evaluation the FCI will be validating the current figures and ensuring tracking is being done for the right plans for more complex initiatives.  

Key features of the scorecard include:

• Critical priority tracking across housing supply, transportation infrastructure, healthcare services, employment, and community livability.
• Six-month interval updates to monitor progress and enable course corrections.
• Transparent accountability that allows residents to see real progress and understand remaining gaps.
• Community engagement opportunities for feedback and advocacy.
• A unified framework that brings together fragmented planning approaches under "one plan, one agenda.”

Visit bestwr.org to explore the full scorecard.

Business leaders today face mounting pressures: rapid change, constant decision-making, and the expectation to always be “on.” Overwhelm is not just common, but widespread—recent surveys show more than a third of senior leaders feel they are nearing their breaking point.

In fact, according to Gallup’s State of the Global Workplace 2025 report 27% of Canadian managers admit being actively disengaged – a risk factor that correlates strongly with stress and turnover.

But this is not surprising since Canadian business leaders are currently navigating an unusually volatile global economy, marked by persistent inflation, fluctuating interest rates, and ongoing geopolitical tensions.  In fact, a Bank of Canada of Business Outlook Survey highlights that uncertainty around financial, economic, and political conditions is now the top concern for firms, with a sharp rise in businesses planning for the possibility of a recession in the coming year. 

Trade conflicts, particularly with the United States, and the continued economic fallout from tariffs are clouding the outlook for growth and adding to operational costs. This climate of unpredictability requires leaders to constantly adapt strategies, adding to their cognitive and emotional load.

Sense of hopelessness

In effort to help ease this load, Julie Dupont, principal strategist of Cambridge-based Reimagine Leadership, says business leaders and managers need to recognize the warning signs that their stress levels have surpassed an expected level. This can often lead to a sense of feeling powerless when faced with stress and rising anxiety.

“There can be these feelings that ‘I can’t do anything to change the situation’ and that can lead to a sense of hopelessness,” she says. “When we start feeling that hopelessness, we start doubting ourselves, and might feel a lack of motivation. It becomes harder and harder to get out of bed in the morning.”

As a result, leaders can not only lose their sense of focus but start experiencing physical side-effects including sleepiness, stomach problems and unexplained headaches or may even turn to substance abuse.

“If you were always having the glass of wine with dinner, maybe now you’ve noticed you’re finishing half the bottle,” says Julie. “It’s about noticing what has changed because stress does horrible things to the body.”

Being cognizant of both emotional and physical changes is imperative for leaders, many of whom may assume these discomforts go with the territory of being the person in charge.

“Things like indecision and uncertainty, plus a heavy workload or working long hours are present all the time,” she says. “But it really comes down to a question of degree and length of time.”

Julie says sustainability becomes an issue for leaders, especially if heavy workloads begin to affect their personal lives.

“If you’re working long hours one day because you need to catch up that’s fine, but if you’re not seeing your family for days or even weeks on end because of work, that starts to really take its toll. Resilience is an exhaustible resource.”

Prioritizing self-care

Leaders must prioritize self-care — regular exercise, healthy eating, adequate sleep, and downtime are essential for resilience. Mindfulness techniques, such as deep breathing or meditation, can help leaders manage acute anxiety and stay grounded during stressful moments. Even brief creative activities or breaks can significantly reduce stress and improve brain function.

“Having awareness is really the first step to reducing the effects of overwhelm. Once you’re aware, then you can trace your triggers and start to really understand what’s causing you to feel this way,” says Julie, adding looking internally is the best place to start.

“It’s easy to blame how you’re feeling on that demanding boss, or difficult co-worker, or your crazy schedule. But that’s not the issue because that stuff is always there. It’s being able to ask yourself those internal questions to really understand what’s the impact all of this is having and where is it coming from.”

In effort to answer those internal questions, she recommends leaders speak to whomever they feel can be of assistance, such as a professional business coach or therapist, someone in HR or even family members.

Julie also recommends leaders take the time to ‘unplug’, especially if watching their daily newsfeeds on social media is causing them even more stress and anxiety.

“The keys are awareness and intention. If business leaders aren’t taking time to notice how they’re doing, they can be costing themselves a lot of their health, their relationships and their success, and no job is worth losing any of those things,” she says. “Taking care of yourself isn’t selfish, it’s kindness.”

Suggestions to feeling less overwhelmed

Prioritize ruthlessly: focus on the essential

One of the most effective ways to combat overwhelm is to identify and focus on the single most important task or goal at any given time. This approach, advocated by productivity experts and executive coaches, helps leaders avoid spreading themselves too thin and brings clarity to their daily work. By asking, “What’s the single most important thing I need to focus on now to achieve my goals?” leaders can filter out distractions and let go of less critical tasks, reducing cognitive overload.

Delegate and outsource

As businesses grow, leaders often try to shoulder too much themselves. Delegating tasks to team members and outsourcing non-core responsibilities not only lightens the load but also empowers others and fosters team development. Effective delegation allows leaders to focus on strategic priorities and prevents burnout from micromanaging every detail.

Set boundaries and learn to say no

It’s tempting for leaders to say yes to every request, but this quickly leads to overload. Learning to set boundaries and respectfully decline non-essential tasks is crucial. This not only protects the leader’s well-being but also sets a healthy example for the team. Leaders should regularly review their commitments and eliminate or defer anything that doesn’t align with their core objectives.

Communicate and seek support

Open communication with team members about workload and stress can foster a supportive culture and prevent feelings of isolation. Leaders should not hesitate to seek help from colleagues, mentors, or professional coaches. External support, whether from friends, family, or mental health professionals, can provide perspective and practical solutions.

Embrace flexibility and autonomy

Offering flexible work arrangements—such as remote work or adjusted hours—can reduce stress for both leaders and their teams. Flexibility empowers individuals to manage their time more effectively and increases job satisfaction, which in turn boosts productivity and morale.

Break problems down and take small steps

When faced with a daunting challenge, breaking it down into manageable parts can make it less intimidating. Writing down the problem and dissecting it into smaller components helps leaders regain a sense of control and clarity. Taking small, meaningful actions—such as organizing files or tackling a single urgent task—can interrupt spirals of anxiety and restore momentum.

Technology is no longer a luxury reserved for large corporations and has now become necessity for businesses of all sizes. 

For smaller businesses in particular, technology can be a powerful equalizer, helping them compete effectively with larger firms, operate more efficiently, and provide better customer experiences. By embracing the right tools and digital strategies, small businesses can foster growth, improve resilience, and remain agile in an increasingly competitive market. 

One of the most immediate benefits of technology is the boost in operational efficiency. Manual tasks like data entry, inventory management, and payroll processing can consume a significant amount of time and are prone to human error, an opinion Rob Matlow, founder, and president of REM Web Solutions, also shares.

The Kitchener-based company, which began in 2001, offers expertise in web design, development, and digital marketing.

Interest in AI growing

“I think any company that’s not reviewing their inefficiencies and trying to improve them is going to end up being in trouble. Most of the time, these inefficiencies are solved by technology,” he says, adding the interest in AI surrounding CRM (Customer Relationship Management) is growing. “People are just opening their eyes to the efficiencies in general that technology can offer and recognizing there are probably a lot of areas to improve.”

Rob says analyzing and reducing the time it takes to complete tasks that multiple employees may undertake, sometimes daily, can make a big difference when it comes to a company becoming more efficient. 

“I’m a big fan of templating emails. It’s such an easy thing to do,” he says. “How many emails do you write over and over again?”

Another area is marketing, which can be prohibitively expensive for small businesses if they chose traditional advertising channels such as television or print. Digital marketing offers a much more cost-effective alternative. 

“We’ve seen people shift their ad budgets away from anything that they were doing before to the digital side,” says Rob.

Overcoming traditional limitations

Platforms like Google Ads, Facebook Ads, and SEO tools allow businesses to target specific audiences with precision and measure the effectiveness of each campaign.

Even a modest budget can yield significant results if invested wisely. Social media, in particular, provides an accessible platform for storytelling, community building, and customer engagement, all of which are crucial for brand loyalty.

“I would say there’s still a generation of people out there that don’t get it, certainly on the marketing side, and don’t understand how it’s going to help them,” says Rob. “But as soon they step down and bring somebody else in to take over the running of the company, then all of a sudden the floodgates open.”

By leveraging technology thoughtfully and proactively, small businesses can overcome traditional limitations, enhance customer relationships, and build a foundation for long-term success.

In a world that is only becoming more digital, the question is no longer whether to adopt technology, but how soon and how effectively it can be integrated into every aspect of the business.

Q&A with Rob Matlow of REM Web Solutions

1. Is investing in technology a top priority for companies today?

•    Yes, especially with rising costs and competition.
•    Technology helps businesses become more efficient and scalable.
•    Companies are focusing on digital tools like automation, SEO, and website upgrades.
•    REM Web Solutions sees many clients investing in web management and digital marketing tools to stay competitive.

2. What are signs a company should start investing in technology?

•    Processes are still manual or time-consuming.
•    Website is outdated or not mobile-friendly.
•    Marketing efforts aren't bringing in leads or traffic.
•    Teams struggle to collaborate or access information easily.

3. Why might a company hesitate to make changes?

•    Concern about cost or return on investment.
•    Fear of disruption or resistance from staff.
•    Not sure where to begin or what tools to choose.
•    Worry that new tech won't integrate with what they already use.
•    REM works with companies to ease transitions and find practical solutions.

4. What are the first steps to investing in technology?

•    Start with a review of current tools and workflows.
•    Identify gaps or inefficiencies.
•    Set goals for what needs to improve (e.g., lead generation, customer experience, internal productivity).
•    Talk to experts or partners who can guide you through options and next steps.

5. Can a company afford not to leverage technology?

•    Probably not - falling behind in tech often means falling behind in business.
•    Inefficiencies and missed opportunities can cost more in the long run.
•    Even small updates (like improving your website or automating simple tasks) can make a big difference.

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 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.

A website is one of the most critical tools for attracting and retaining customers and is often the first point of contact when it comes to developing relationships between your business and potential clients. 

However, as technology and consumer expectations evolve, a website that was once cutting-edge can quickly become outdated. As a result, if your website looks like it was designed a decade ago, visitors may assume your business is outdated as well so a ‘reboot’ may be in order, says Aneesh Janardhanan, who operates White Space Studio Inc. which serves many clients in Waterloo Region.

“It’s one of the major mistakes many small businesses make. They think just having a website will give them customers,” says Aneesh. “But that’s not the real story since the internet is filled with millions of websites.”

Running a company that specializes in web design and SEO has given him invaluable insight creating sites that utilize the latest practices when it comes search engine results.

Search engine algorithms change frequently, and a website that isn’t optimized for modern SEO techniques—such as fast loading times, relevant keywords, and high-quality content—won’t perform well. Regular updates can help maintain or improve those rankings.

Keep tabs on competitors

“Google cannot read images, so putting as much text on your site as possible will be much easier for Google to read,” says Aneesh, who also recommends creating a Google business profile. “That’s where people are going to check initially when they have a requirement. For example, if I’m new to Cambridge and I need an electrician or a plumber, where should I go? I’ll just ask Google for plumbers near me, or I will use other key words to search.”

He also stresses the need to look towards what a business’ competitor is doing with their website.  If they look more modern, load faster, or provide a better user experience, potential customers may choose them over you so keeping your website updated ensures you remain competitive in your industry.

“Anybody can create a website, but at the end of the day, you have to think about ‘What am I doing with this? Why am I creating this website?’” says Aneesh. “When creating a website, make sure you do your research regarding what’s going on around your locality.”

He also recommends when designing or updating your website, a business should try to maximize the amount of information it can have on the site.

“I always say put as much information as you can on the website, but it should be categorized in a way people can easily find it,” says Aneesh. “For example, if you're posting reviews, create a page for reviews. If you are posting your services, create a particular page for those services. That’s how people can easily, or even Google, see that your business is providing these services because you have a page explaining everything.”

Comprehensive experience is key

He says giving customers a comprehensive experience online is key since the majority no longer will take the time to reach out via an email, let alone a phone call.

“Nowadays, nobody goes out to a business ahead of time without knowing what they provide, or what exactly they offer,” says Aneesh.

When it comes to updating a website, if it requires calling a developer every time you need to make a small change, it could be time to switch to a modern content management system (CMS). Platforms like WordPress, Shopify, and Wix make it easy for business owners to update their sites without technical expertise.

However, for any major redesigns, Aneesh recommends using the services of a professional, recognizing that costs are always at the forefront of decision-making for smaller businesses.

“But e-commerce is so important, which is something businesses learned going through the pandemic,” he says, noting the introduction of AI is also drastically changing the way people search online. “The possibilities are infinite nowadays and technology is evolving every day.”

Signs that your website needs a reboot:

Outdated Design and Aesthetics

Trends in web design evolve, and a modern, visually appealing site creates a positive first impression. Flat design, bold typography, and interactive elements are now standard. If your site still features cluttered layouts, outdated fonts, or excessive animations, it may be driving potential customers away.

Poor Mobile Responsiveness

More than half of web traffic comes from mobile devices, so a website that isn’t mobile-friendly is a major drawback. If users must zoom in, scroll excessively, or struggle with unclickable buttons, they’re likely to leave. A responsive website automatically adjusts to different screen sizes, ensuring a seamless experience across devices.

Slow Loading Speeds

If your website takes longer than a few seconds to load, visitors may leave before it even loads. Slow loading speeds can be caused by unoptimized images, outdated coding practices, or a lack of proper hosting. Regularly testing speed and making necessary improvements can enhance user experience and boost search engine rankings.

Low Search Engine Rankings

If your website isn’t ranking well on search engines, it may be due to outdated SEO practices. Updating your website with modern SEO techniques, such as optimized content, meta tags, and mobile responsiveness, can help improve visibility.

Security Vulnerabilities

If your site is still running on an old CMS version, lacks SSL encryption, or doesn’t follow security best practices, hackers may exploit it. Regular security updates and a secure hosting provider can protect sensitive customer data and maintain trust.

High Bounce Rate and Low Engagement

If your website analytics show that visitors are leaving quickly without interacting, it may indicate a poor user experience. This could be due to confusing navigation, slow load times, or unappealing content. Analyzing user behaviour and making necessary updates can help keep visitors engaged and encourage conversions.

Difficult Content Management

A modern CMS makes it easier to edit pages, publish blog posts, and update product listings without needing technical expertise. A well-maintained and dynamic website keeps customers informed and engaged.

Incompatibility with New Technologies

With evolving technology, older websites may not support new features such as chatbots, e-commerce integrations, or interactive elements. If your website can’t keep up with current digital trends, you might be missing out on valuable opportunities to enhance customer experience and streamline operations.

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.