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Small businesses are the cornerstone of Canada’s economy and communities.

Defined as businesses with fewer than 100 employees, small businesses make up about 98% of all businesses in Canada. This sector employs nearly 70% of the private workforce, highlighting its significance in providing employment opportunities to millions of Canadians.

Approximately 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website. But the impact of small businesses extends beyond mere job creation. They contribute significantly to Canada’s GDP, generating more than 30% of the total economic output. 

They also form the backbone of local communities, offering personalized services, creating local jobs, and supporting other local businesses by sourcing products and services from nearby suppliers. This interconnectedness strengthens local economies and builds a sense of community, as small business owners frequently engage in community events, sponsorships, and charitable activities.

Small businesses are community builders which is why in the October edition of our INSIGHT Magazine – coinciding with Small Business Month - we profile six local businesses and the people behind them, each of whom have followed different paths towards success. However, they do share one important characteristic necessary to become a successful entrepreneur and business owner: drive.

They are all driven by not only success, but the need to be an integral part of their community and a desire to see it continue to succeed and grow.

A snapshot of our profiles:

The Poop Valet – Pet Waste Removal Service – Rick & Sherry Couchman

What began as a ‘hobby’ born out of a serious need 18 months ago to find a sense of new purpose following years of dealing with mental health issues led Rich Couchman to create a niche company that continues to skyrocket towards success. With the assistance of his wife, Sherry, the couple have turned The Poop Valet into an award-winning enterprise that not only enhances the overall living conditions for pets and their owners, but also offers viable solutions for dog lovers facing physical challenges or senior pet owners living on their own and helps create a more environmentally healthier community.

The Poop Valet now operates from the couple’s Hespeler home with two trucks and serves approximately 80 clients weekly or biweekly, as well many one-time service calls. Also, the company is now working with land property management companies to install and service pet waste stations and collects approximately a ton and half of dog waste a month, which in partnership with another local business is disposed of at a local landfill.

Roseview Global Incubator – Rob Douglas

As CEO of Roseview Global Incubator and one of its founding principals along with Mike Dearden and Melissa Durrell, Rob has the opportunity daily to make a difference thanks to the Cambridge company’s commitment to assisting international entrepreneurs pursue permanent residency in Canada through the Start-up Visa Program (SUV).

Created in 2020, Roseview Global Incubator is the latest in a long list of ventures for Rob who since the late 1970s has owned and operated several small businesses since obtaining his accountant designation.

He partnered with another local business leader, Carol Furtado, in 1998 to create Roseview Capital Consultants – the name ‘Roseview’ inspired by a street in which he once owned a house. Roseview Global Incubator’s approach relies on a self-paced, custom-tailored incubation and accelerator program that focuses on meeting the specific needs of each SUV applicant, as well as an extensive curriculum touching on topics that are important to new business operators in Canada, including tutelage on legal issues, budgeting, real estate, and government operations. 

As a result, Roseview has worked with a broad range of exciting entrepreneurs with businesses that extend from medtech to food import, to drone technology to education and everything in between.  

Jackman Construction Ltd. – Eric Jackman

Jackman Construction Ltd. is the ideal example of how thinking big can help a small business to grow and prosper.  What began as the brainchild of Eric Jackman in a Kitchener garage in 2011 as a small home-grown reno and drywall business has grown to become a leading firm that specializes in construction management, general contracting, renovation, and drywalI, now employing more than 60+ people that work collaboratively under multiple divisions. Innovation is important at Jackman Construction, which heavily relies on the expertise and experience of its staff to ensure excellent workmanship is provided to clients and their projects. Jackman Construction continues to undertake a wide variety of projects and clients. Building and maintaining relationships and being an active community supporter are key to creating business success and is something the company has continually put in motion.

As well, Jackman Construction ensures it remains a good corporate citizen by supporting a variety of charitable endeavours, and causes, including the Sexual Assault Support Centre of Waterloo Region, plus holiday toy and food drives. Also, the annual Jackman Charity Golf Tournament has raised money for organizations throughout the community, including this year’s recipient, House of Friendship.

Valet Car Wash – Mike Black

Valet Car Wash owner Mike Black says a clean car was a must while he was growing up since his father was an executive at Chrysler Canada. However, transforming this passion into a viable business venture seemed like an almost insurmountable task when after five years of planning he opened Valet Car Wash in April of 1991 during a recession accompanied by sky-high interest rates. But he made it work. Located at the site of the former Sunset Drive-In, which closed in 1986, and encompassing 20,000 square feet, Valet Car Wash was the largest car wash facility in Canada when it opened.

The business offered a wide range of services and prices using the latest technology which has continually been adapted thanks to new advancements.

Being creative has been a top priority at Valet Car Wash in Cambridge and the implementation of its Standards of Excellence initiative is a prime example. This company-wide plan calls for employees to deliver exceptional customer service, and prioritizing hiring based on personality traits, character, and values which has created a supportive and welcoming workplace, one that celebrates its diverse workforce, valuing the opportunity to learn from each other's strengths and cultural perspectives. 

Weber Immigration – Olena Weber

Starting a new life in another country can be a daunting experience. But Olena Weber, who left behind her family and friends in the Ukraine to study abroad in Canada and later created a successful business, it was something she fully embraced. Thirteen years have passed since she first arrived and Olena has transformed her experiences into Weber Immigration, a successful Canadian-based firm that specializes in economic and family immigration programs to assist those seeking a new life in this country.

Olena credits her parents, now retired business owners, for inspiring her to become an entrepreneur. They had been in the fashion industry and owned several retail stores in Kyiv, which Olena says wasn’t easy due to the political situation. With a desire to take her business to another level, Olena became a registered immigration consultant in 2016.

She was joined by her husband, Cory, who also became a licensed immigration consultant in 2021 after stepping away from his work in the aerospace manufacturing sector. Building strong connections with clients is important to Olena and her team at Weber Immigration, which on its website refers to itself as a ‘boutique immigration firm’.

Cambridge Ford – Kevin Zimic

As a teenager living in Welland, Kevin Zimic can clearly recall standing outside the local GM dealership with his then high school sweetheart – now wife – dreaming of what the future could bring. He made that dream a reality and credits his time growing up in Welland for instilling the fortitude he needed to become a successful entrepreneur as owner of Cambridge Ford and a community champion.

His resilience proved invaluable during his time working for the Ford Motor Company where he held many positions in a 16-year period before deciding to leave the corporate world and follow a more entrepreneurial path.

Taking that first step, says Kevin, is the toughest part of becoming an entrepreneur and his resulted in the creation of an event marketing company that ran alumni fantasy hockey camps and later he shifted gears by obtaining the Canadian rights to sell a polyurethane lining system under the banner of Rhino Linings.

After buying into Ridgehill Ford (rebranded as Cambridge Ford following its move to a larger location on Eagle Street North at the end of the pandemic), Kevin strengthened ties to the community by serving as both the CMH Foundation Board Vice-Chair and as the co-chair of the very successful $10 million #WeCareCMH campaign when his family relocated here in 2014. 

Sometimes, yes only sometimes, do I feel sorry for elected officials at all levels. Now is one of those times, however, I also firmly believe it is their own doing. Some of the problems the Chamber and our colleagues provincewide and nationwide are dealing with right now is ensuring that all the issues related to businesses can get highlighted and dealt with.

The reason I say much of this is of their own doing is because, in fact, it is either the action government officials have taken, or it’s their inaction. This is, without question, a result of simply not paying attention to what is happening in the world of business. 

Earlier this year, our former Past Board Chair Kristen Danson and I converged on Queen’s Park in Toronto for the Ontario Chamber network’s annual ‘Advocacy Day’ event. This was a time for us to meet with senior government officials and lay out the issues and solutions they can implement to assist businesses.

While this is extremely valuable and important, this is often just the beginning of the process. The wheels of government turn very, very slowly; Ontario Premier Doug has said this to me personally and that he is as frustrated as many of us are as well. 

At some point, however, we need to get our provincial and federal governments to act, and act as quickly as we need them to act. 

Connecting people is our job

Local governments are not any different, which is what I hear nearly daily from a business owner, contractor, or developer who is in the process to get some of the simplest answers out of City Hall. These answers can often take far too long and require correction. In some ways, I think politicians need to stay out of the way because they often slow the process down, but at the same time should be involved to insist on immediate action.

Another vital job we have as a Chamber is connecting people. You see, no one has ever purchased a major product or service from a company. You don’t buy a car from the manufacturer; you buy it from the salesperson at the dealership.

People are the endearing element in the equation of sustainable economic prosperity. So, we embark down the path routinely by creating programs and events that centre on connecting one another.

Among these is our new Chamber Circles mentoring program which enlightens participants on connecting and benefiting from each other's experiences and knowledge. As well, our staff regularly facilitates meetings with buyers and sellers to ensure that everyone understands we all do business with people we know, like and trust. 

And finally, bringing our community together in these ways, working hard on behalf of our business community and the broader community to find solutions to our problems is at the core of our existence in this community.

It is why we’ve had 100 successful years of building, fostering, influencing, and leading our community in many different directions. We connect, we influence, we drive, we solve, and we are committed to you and this community today. We expect to be here for at least another 100 years, ringing a bell which tolls for you, too.

- Cambridge Chamber of Commerce President and CEO Greg Durocher

In the competitive landscape of modern business, having a strategic plan is essential for long-term success. 

A strategic plan serves as a roadmap, guiding an organization toward its goals and ensuring that every action taken is aligned with its overall vision, mission, and core values, which are foundational to all subsequent planning and decision-making processes. 

By defining these elements, an organization can ensure that all employees understand the overarching goals and are working cohesively towards the same objectives. This unified focus prevents efforts from being scattered and ensures that resources are allocated efficiently.

But determining when the right time is for an organization to review and update its strategic plan is something that leadership should always keep in mind, suggests Peter Wright, President of The Planning Group. 

“If you have a strategy that you’re going to grow in this particular direction and all of a sudden the world around you is changing from a competitive perspective, then you need to be able to adapt to that,” he says. “A strategic plan really never lasts for more than three years.”

Peter recommends never leaving a plan ‘on the shelf’ during that time, and depending on the industry, supports a refresh within at least a year, followed by a performance review on a quarterly basis.

Planning establishes benchmarks

“Most of the companies we deal with are on a good trajectory already, with good leaders and customers who trust them,” he says, adding most companies can advance with ongoing operational improvements but that good strategic planning can help them advance even further. “The very act of planning should take you to a new place where you wouldn’t have arrived otherwise.”

A good strategic plan also establishes benchmarks and key performance indicators (KPIs) that are essential for measuring progress. By setting specific, measurable goals, organizations can track their performance over time and make informed adjustments as needed. This continuous monitoring and evaluation process ensures that the organization remains on track to achieve its long-term objectives and can respond swiftly to any deviations. 

Organizations that operate without a strategic plan often find themselves reacting to changes and challenges as they arise. This reactive approach can lead to hasty decisions that may not align with long-term goals. Conversely, a strategic plan allows an organization to anticipate changes, identify potential obstacles, and develop strategies to mitigate risks. This proactive stance enables businesses to navigate uncertainties with confidence and agility.

Surprisingly, Peter says the benefits of updating a strategic plan may not be obvious to many business leaders, and that some go through the process because they feel it’s expected.

“A lot of our clients come to us under the assumption they want to change their strategic plan because they just always do a strategic plan,” he says.

Plan should focus on the future

A strategic plan is not just a document but a vital tool that guides an organization toward its future goals. It provides direction and focus, enables proactive management, ensures efficient resource allocation, facilitates performance measurement, boosts employee engagement, and secures a competitive advantage.

For any organization aiming for sustained success, investing time and effort into developing or updating a comprehensive strategic plan is indispensable and doesn’t have to be an insurmountable task, says Peter.

“With our clients, we’re always trying to set the bar at a place that will scare them a bit, but not so much so they say, ‘that’s aspirational and we’re not actually meant to get there’,” he says, adding a good plan should always focus on a specific, tangible, practical and measurable view of the future.

In terms of the process itself, Peter says businesses often get bogged down in creating or updating a strategic plan that is too detailed which can sour the whole experience. 

“We often mistake detail for rigor, so we make these processes so detailed and put so much detail into a strategy that’s never going to come to fruition, and then it does become a big chore,” he says. “It shouldn’t be a chore. It should be something that excites and enthuses people.”

Reviewing a strategic plan is crucial for a business due to several key reasons:

• Adapting to Changes in the External Environment: Markets, technologies, regulations, and competitive landscapes are constantly evolving. Regular reviews ensure that the strategic plan remains relevant and aligned with external changes.
• Monitoring Progress and Performance: Reviewing the strategic plan allows a business to assess its progress against its goals and objectives. This helps in identifying what is working well and what areas need improvement or adjustment.
• Resource Allocation: As priorities shift or new opportunities arise, it may be necessary to reallocate resources (financial, human, technological) to better support strategic initiatives. Regular reviews facilitate effective resource management.
• Risk Management: By continually evaluating the strategic plan, a business can identify and mitigate potential risks. This proactive approach helps in avoiding or minimizing disruptions.
• Alignment and Communication: Regular reviews ensure that all stakeholders, including employees, management, and investors, are aligned with the strategic direction of the company. This enhances communication and fosters a cohesive effort towards common goals.
• Competitive Advantage: Staying ahead of competitors often requires agility and responsiveness. Regularly reviewing and updating the strategic plan allows a business to capitalize on new opportunities and maintain a competitive edge.
• Innovation and Improvement: The review process encourages a culture of continuous improvement and innovation. It provides an opportunity to incorporate new ideas, technologies, and best practices into the strategic plan.
• Financial Health: Strategic reviews often include financial performance assessments, ensuring that the business is on track to meet its financial goals and can make necessary adjustments to improve profitability and sustainability.
• Stakeholder Confidence: Demonstrating a commitment to regular strategic planning reviews can build confidence among investors, partners, and customers, showcasing the business's dedication to strategic growth and stability.
• Employee Engagement and Motivation: Involving employees in the review process can increase their engagement and motivation, as they see how their efforts contribute to the overall success of the business.

A large majority of Canadian businesses are sluggish when it comes to the adoption of Generative Artificial Intelligence (Gen AI), according to the results of a recent report by the Canadian Chamber of Commerce’s Business Data Lab (BDL).

The 38-page report details how a multitude of barriers, along with a lack of trust in the new technology, could impede the adoption levels needed to improve Canada’s economic growth.

Locally, the report shows that 11% of businesses in Kitchener-Waterloo and Cambridge are "using", or "planning to use" Gen AI, compared to 18% in Toronto or 15% in Ottawa. 

The report, Prompting Productivity: Generative AI Adoption by Canadian Businesses, underscores how Gen AI (referring to Large Language Models bases and the practical applications built on top of them) can help tackle one of the most significant economic challenges facing Canadian prosperity and standard of life — low productivity — while also exploring what is holding Canadian businesses back from adopting AI technologies.

The results detailed in the report, compiled from a survey of 13,327 businesses in January and February of this year, shows that larger businesses are nearly twice as likely to adopt Gen AI compared to smaller businesses. Overall, the data shows that one in seven businesses (roughly 14%) – mostly larger businesses and industries with highly educated workers – are Gen AI adopters. 

Patrick Gill, BDL's Senior Director of Operations and Partnerships, and the report's lead author, says he's surprised more small businesses haven't been embracing this new technology. 

“I’ve never run into a small business owner who wasn’t run off their feet and wearing multiple hats or wish they could replicate themselves,” he says. “But that’s the nice thing about this tool. With little or at no cost a small business owner or team can leverage this to fill in some of their existing skills gaps.”

According to the report, the top three industries adopting AI includes information & culture (31%), professional services (28%), and finance and insurance (23%). The two lowest to adopt are agriculture, forestry, and fishing (8%) and construction (7%).

Building trust an issue

Patrick says historically, larger businesses usually face more barriers adopting new technologies due to the fact their operations are more complicated and often have technology ‘stacked’ on top of each other.

“Smaller businesses usually face less of a challenge,” he says. “Their biggest challenge has usually been ‘Do I have the money right now to invest in a new technology?.”

Besides potential costs, trust is also a key issue.

“Public trust and the perception of AI will definitely play a crucial role in the adoption of the technology going forward,” says Patrick, noting a survey released last year indicated that Canada was the third most pessimistic country in the world and that only 38% of Canadians view AI in a positive light, slightly ahead of those in the U.S. and France.

Patrick says the Business Data Lab report also indicates that people are nervous about what the adoption of Gen AI will mean for their jobs and notes most agree change will come in the way they conduct their jobs, versus losing them outright.

“Right now, the technology is predominantly being used to augment workers’ abilities and not to replace them entirely,” he says, adding many are looking at Gen AI as a tool that can accelerate production and improve quality and services in effort to reduce costs. “That’s incredibly important during this time of a high-cost operating environment.”

From a global perspective as interest in Gen AI continues to grow, the report indicates that Canadian businesses need to move fast to gain a competitive advantage over global competitors. Low productivity and business investment puts Canadians’ prosperity and living standards at risk and its GDP per capita is now significantly below the U.S. and the OECD (Organisation for Economic Co-operation and Development) average.

Businesses must ‘innovate or die’

“Gen AI is a generational opportunity to boost Canadian productivity at a time when our performance is steadily headed in the wrong direction. The time to prompt productivity and act is now. Canadian businesses must innovate or die, and that means embracing Gen AI,” says Patrick. “While adoption has begun in every industry, it’s likely not fast enough for Canada to be competitive on the global stage, especially since three in four Canadian businesses still haven’t tried Gen AI yet.”

Based on two adoption scenarios (“fast” and “slow”), the Canadian Chamber of Commerce’s BDL projects that Gen AI adoption by Canadian businesses will reach a tipping point of 50% in the next three to six years.  This may seem fast but is probably not fast enough to keep pace with global leaders. Businesses in the U.S., China and several European countries are investing heavily in AI, likely outpacing Canadian investment.

“Those who move first basically set the standards and capture the largest market share,” says Patrick. “And everyone else is perennially playing catch up.”

He hopes the findings in the BDL report may gently ‘nudge’ businesses into more experimentation when it comes to adopting Gen AI. 

“There are so many low costs and no cost options available, so experiment and give it a try,” says Patrick, explaining how AI can assist with creating emails, marketing, and promotional content, and well as new visuals. “Use and test it and eventually you’ll find a way.”

Click here to the read the report.

Key findings from the report

• Roughly 1 in 7 Canadian businesses (14%) are early Gen AI adopters. They are found within every Canadian industry and region, but are more likely to be exporters, larger businesses, industries with highly educated workers or emerging enterprises.
• Larger businesses are nearly twice as likely to use Gen AI than small businesses.
• 18% of Ontario businesses are ‘already using’ or ‘plan to use’ Gen AI (Toronto rate was 18%, while KW-Cambridge was 11%).
• On its current trajectory, Gen AI adoption by Canadian businesses could reach a tipping in the next 3 to 6 years — likely too slow to keep pace with global competitors.
• Depending on the rate of adoption, Gen AI could grow Canada’s productivity between 1% and 6% over the next decade.
• The factor of “trust” will be important for future adoption, with public interest and acceptance of AI likely being positively correlated with countries’ business adoption rates. Global IPSOS surveys reveal that Canadians are less knowledgeable and more nervous about AI than citizens of most other countries.
• Most businesses using Gen AI are predominately looking to accelerate content creation (69%) and automate work without job cuts (46%).
• Interestingly, replacing workers is not the primary driver of adoption, with only 1 in 8 businesses (13%) that use Gen AI cite its value for replacing employees. 
• Roughly 3 in 10 businesses cite hiring skilled employees and access to finance as top challenges to adopting new technologies.
• Almost 3 in 4 Canadian businesses (73%) have not even considered using Gen AI yet.
• Public interest and perception of the technology are likely additional major barriers to adoption by businesses. 
• It is recommended that Canadian businesses move fast to adopt Gen AI to gain a competitive advantage over global competitors. This means starting with small-scale pilot projects to validate the feasibility and impact of Gen AI before gradually expand to larger initiatives based on successful proofs of concept, all while training and preparing employees for its adoption.
• For its part, government can support Gen AI adoption by upskilling workers, setting adoption targets, tapping the private sector, and among other actions, ensuring regulation is proportionate and risk based.

Recommendations for business

Innovate or die: Canadian businesses need to move fast to gain a competitive advantage over global competitors. With Gen AI so accessible and applicable for every type of business, there is little excuse for Canadian businesses to sit on the sidelines. 

Pilot projects that measure uplift: Start with small pilot projects to validate the feasibility and impact of Gen AI. Compare metrics (e.g., efficiency, costs savings and revenue generation) before and after its implementation.

Change management and employee training: Prepare employees for the adoption of Gen AI. Provide training sessions, workshops, and resources to help them understand the technology and develop new workflows. 

Strategic alignment: Align Gen AI adoption with overall strategic goals. Identify where Gen AI can enhance existing processes, improve customer experience, or drive innovation. 

Data infrastructure and governance: Invest in robust data infrastructure and governance practices. High-quality data is essential for training Gen AI models. Ensure data privacy, security, and compliance. 

Talent acquisition and retention: Attract and retain talent skilled in Gen AI. Recruit data scientists, machine learning engineers and domain experts who can develop and deploy Gen AI solutions. 

Investment in cloud infrastructure: Leverage cloud platforms for scalable computing power. Cloud services facilitate model training, deployment, and maintenance, allowing businesses to experiment and iterate efficiently. 

Leverage public resources: Move faster by basing policies on the federal government’s Guide on the use of Gen AI or tapping available funding, such as the NRC’s (National Research Council of Canada) IRAP AI Assist Program.

Dealing with toxicity in the workplace can be detrimental to employee morale, productivity, and overall organizational success. 

For business leaders, addressing this issue requires a combination of empathy, clear communication, and proactive measures to foster a more positive and supportive work environment.

“Ultimately, it’s going to affect your bottom line because you’re going to spend a ton of money on recruiting talent because you’re going to have a revolving door,” says Carrie Thomas, a human resources expert and founder of Nimbus HR Solutions Group.

It's essential to identify the root causes of toxicity within the workplace. It can stem from various sources, such as authoritarian leadership styles, irresponsible behaviour of employees and managers, unrealistic performance expectations, lack of transparency, or a history of punitive actions. By understanding the underlying factors contributing to fear, leaders can develop targeted strategies to address them effectively.

“You have to find a balance. How do you maintain your employees and give them some input on things?” says Carrie. “But that’s where trust comes from. Change comes from the speed of trust.”

Address issues promptly

However, finding that trust can be difficult when leaders are faced with challenging issues surrounding time theft and absenteeism, especially after many businesses introduced hybrid work schedules. Employers must address these issues promptly and effectively to maintain a healthy work environment and ensure the smooth functioning of their operations.

“You have to nip the bad behaviour in the bud,” says Carrie, noting that inaction can easily demoralize other employees. “You can put policies in place because if one person burns that bridge it’s going to make it crummy for everyone else and the leader will have to deal with it.”

To offset potential issues that can lead to a toxic environment, she recommends leaders take a closer examination of the work culture which may require immediate attention and says creating an employee engagement survey can be a good starting point.

“If employees chose not to answer, that immediately tells me you have a culture of fear in your workplace because they don’t want to speak up,” says Carrie, adding in this situation HR assistance may likely be required. “But you have to ensure the HR person can handle the situation in a confidential and professional manner that follows the rules on how you handle an investigation or a complaint because there are laws pertaining to no retaliation.”

As well, she also suggests leaders visit the work review site Glassdoor to get a sense of what may be taking place at their company.

Good mechanisms needed

“I remember saying at the beginning of COVID, the businesses that will come through this is because their success in retaining people will solely be based on how they treated their staff during the pandemic,” says Carrie. “So, there are a lot of employers right now saying they can’t find anyone. But if you weren’t kind to your employees then, nobody will want to work for you. I call it the ‘tainted talent pool’. If people see a job continuously posted, they’re not going to want to touch it.”

She notes the ‘new’ generation of employees in the field are not apt to remaining in a job if they deem the work environment as toxic.

“Sometimes they may try and discuss their issues once, or even twice, with an employer but if they see no change, then they’re gone,” says Carrie, adding addressing concerns is imperative for leaders.

As well, she says having good mechanisms in place such as weekly one on one meetings are good vehicles to diffuse potential issues before they start affecting the entire team, especially when others may see their co-workers not adhering to the rules.

“I always say leadership is a shared responsibility,” says Carrie, adding ‘skip level’ meetings with a higher level of management may also be required to solve some of these issues. “But this falls in line with an open-door policy and being honest and transparent.”

A few key issues business leaders may encounter when dealing with a toxic work environment:

Decreased Employee Morale and Engagement: Toxic work environments can lead to decreased morale and disengagement among employees. This can manifest as increased absenteeism, lower productivity, and higher turnover rates, all of which can have a negative impact on the company's bottom line.

Negative Organizational Culture: Toxicity often stems from underlying cultural issues within the organization. Changing entrenched cultural norms and behaviors can be difficult and requires sustained effort from leadership to promote a more positive and inclusive culture.

Legal and Reputational Risks: Inappropriate behaviour such as harassment or discrimination can expose the company to legal liability and damage its reputation. Leaders must take swift and decisive action to address such issues and prevent them from escalating.

Loss of Talent: Talented employees may choose to leave the organization if they feel unsupported or mistreated in a toxic work environment. Losing key talent can disrupt business operations and hinder long-term growth and success.

Difficulty Attracting New Talent: A reputation for being a toxic workplace can make it challenging to attract top talent. Potential candidates may be wary of joining a company with a negative work environment, leading to difficulties in recruiting skilled individuals.

Impact on Leadership Credibility: Leaders who fail to address issues related to toxicity may lose credibility and trust among their employees. This can undermine their ability to lead effectively and diminish their influence within the organization.

Productivity Loss: Toxic work environments can impede productivity as employees may be preoccupied with workplace conflicts or feel demotivated to perform their best. This can result in missed deadlines, decreased quality of work, and ultimately, reduced profitability for the company.

Resistance to Change: Addressing toxicity often requires implementing changes to organizational policies, procedures, and cultural norms. Resistance to change from employees who are comfortable with the status quo can hinder efforts to create a healthier work environment.

In the dynamic landscape of modern business, where competition is fierce and innovation is paramount, the role of effective leadership cannot be overstated. Among the many responsibilities of business leaders, one crucial aspect often stands out: conducting performance management reviews. These periodic evaluations of employee performance are not merely administrative tasks but essential components of a thriving organizational culture.

“People really need to have those conversations because quite often they’re operating in a vacuum,” says Debra Burke, Head of Client Success at HR2 Business Solutions, adding most people believe they are doing a good job and take pride in their work. "And in the absence of any feedback to the contrary, they go about their merry way with that. But you just can’t come around and surprise people afterwards if you haven’t had those conversation with them.”

Performance management reviews provide a structured mechanism for evaluating employee contributions and aligning them with organizational goals. By assessing individual performance against predefined objectives, leaders can gauge the effectiveness of their workforce in driving the company's mission forward.

This evaluation helps identify high performers who deserve recognition and rewards, as well as areas where improvement or additional support may be needed. Such insights enable leaders to make informed decisions regarding talent development, resource allocation, and strategic planning.

But how a manager or leader initiates the process should be done in a positive way, says Debra.

“When you say, ‘performance review’, sometimes I feel we can go down a negative road,” she says. “It has mixed messages for people, especially those who have had really bad experiences with those kinds of things. I prefer performance conversations.”

Setting clear expectations vital

Debra believes that employees want a clear understanding of how their performance is being viewed, especially when it may relate to compensation or promotions, and when they know that their work will be evaluated regularly and objectively, they are more likely to stay focused, motivated, and committed to achieving excellence.

By setting clear expectations and providing constructive feedback, leaders empower their teams to take ownership of their roles and strive for continuous improvement. This culture of accountability not only enhances individual performance but also cultivates a sense of trust and camaraderie among colleagues.

“Having those conversations is absolutely critical and managers and leaders need to get better at them because to be honest, many are not,” says Debra, adding some may lack the necessary training. “When you become a manager or move into a leadership role, it’s certainly not everyone’s forte to be very adept at having those difficult conversations.”

She says it’s easy to offer praise, but that performance conversations can be much more nuanced when it comes to outlining potential strengths and weaknesses. 

“At a minimum, the conversation should be about growth and where you want the role to grow and how do you help guide and mentor them, and what path they should be on,” says Debra. “A lot of times, the problem with people who don’t have performance conversations at all is that they don’t know what the expectations are, so there is a big gap or void, and they may not find out until it’s too late and a termination may be involved.”

Managers and leaders too busy

She recommends ongoing performance conversations can be far more effective and beneficial – especially for managers - rather than scheduling annual or even quarterly meetings.

“The No. 1 reason performance conversations are avoided is because managers and leaders are just too busy, especially if they take this on as a once-a-year project. Even half year or quarterly meetings can suddenly become a time management issue,” she says. “If you’re giving feedback on performance on a regular basis, where people are being guided and informed, it’s not a big scary thing. Even when there might be poor performance involved, you can accomplish it in ways where people are really receptive to it.”

Debra says a conversational approach can take a lot of the problematic parts out of the process for the leaders as well as the individuals, providing it’s done in a compassionate and empathetic manner.

“There should be some element of careful language and the potential for opportunities to help because sometimes you might have to provide feedback to someone who won’t have the skills set to make those changes unless you actually help put those things in place for them,” she says, adding there are tools available to help leaders who may not have the natural ability to have those difficult conversations. “I feel like conversations don’t happen as easily and as compassionately, or maybe as kind as they used to.”

Tips for business leaders to enhance their performance management practices:

Set Clear Expectations: Clearly define performance expectations for each role within the organization. This includes outlining key responsibilities, goals, and performance indicators. When expectations are transparent, employees understand what is expected of them, leading to better performance outcomes.

Regular Feedback: Provide regular and constructive feedback to employees regarding their performance. Feedback should be specific, timely, and focused on both strengths and areas for improvement. Encourage open communication and dialogue to address any concerns and provide support for development.

Goal Setting: Collaboratively set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals with employees to align individual objectives with organizational goals. Regularly review progress towards these goals and adjust as necessary to ensure they remain relevant and achievable.

Performance Reviews: Conduct periodic performance reviews to assess employee progress, provide feedback, and identify development opportunities. Performance reviews should be conducted in a supportive and objective manner, focusing on accomplishments, challenges, and future goals.

Recognition and Rewards: Recognize and reward employees for their contributions and achievements. This can take the form of monetary incentives, promotions, or simply verbal recognition. Acknowledging employee efforts boosts morale and motivation, leading to increased engagement and productivity.

Training and Development: Provide opportunities for continuous learning and growth to empower employees to reach their full potential. Development initiatives should be aligned with both individual and organizational goals.

Performance Improvement Plans: When performance falls below expectations, work collaboratively with employees to develop performance improvement plans. Clearly outline areas for improvement, set measurable goals, and provide support and resources to facilitate progress. Monitor performance closely and provide ongoing feedback and coaching throughout the improvement process.

Data-Driven Insights: Utilize data and analytics to gain insights into employee performance trends and patterns. Analyzing performance metrics can help identify areas of strength and weakness, inform decision-making, and drive continuous improvement efforts.

Employee Engagement: Foster a culture of employee engagement and empowerment by involving employees in decision-making processes, soliciting feedback, and recognizing their contributions. Engaged employees are more committed, motivated, and likely to perform at their best.

Continuous Monitoring and Adaptation: Regularly review and refine performance management strategies based on feedback, evolving business needs, and industry trends to ensure effectiveness and relevance.

Business failure, while often seen as a setback, can contradictory be a catalyst for growth and success in the long run. Although it may bring disappointment and financial loss initially, failure has the potential to foster resilience, learning, and innovation, ultimately paving the way for future accomplishments.

“Failing is the first attempt at learning,” says Ken Zelazny, owner of Cambridge-based Z2K Business Solutions Inc., which provides executive coaching to assist small and medium-sized businesses. 

Now semi-retired, the long-time business consultant has been involved with his own entrepreneurial ventures over the years which he admits have not always worked out and readily shares those experiences with his clients.

“I have learned a lot and talk about those failures during my coaching sessions with people and say, ‘Here’s what happened to me when I did that’,” he says, adding that type of honest approach can assist them in their decision-making process. “At the end of the day it’s not where I want you to go, but where do you want to go.”

Failure offers entrepreneurs a unique opportunity to assess what went wrong, identify weaknesses in their business model, and learn from mistakes.

By analyzing the causes of failure, entrepreneurs can gain insights into areas such as market demand, customer preferences, operational inefficiencies, and financial management. These insights enable them to refine their strategies, adapt their approaches, and make more informed decisions in future ventures.

Ken agrees and says conducting a ‘post-mortem’ is a helpful course of action for business leaders to take when a venture doesn’t work out.

Failure can foster innovation

“Talk about what didn’t work, and what did work, or why did it work? People don’t stop to think about those things as well,” he says. “There are lots of key lessons when a business owner does fail but the point is not to get disturbed by it and find out what did you learn from it?”

Failure fosters innovation and creativity. When conventional approaches prove unsuccessful, entrepreneurs are compelled to think outside the box, explore new ideas, and experiment with alternative solutions. Failure encourages risk-taking and experimentation, pushing entrepreneurs out of their comfort zones and encouraging them to embrace change and innovation. 

This is something many successful business leaders have experienced, including James Dyson, creator of Dyson, Four Seasons Hotels founder Isadore ‘Issy’ Sharp, Boston Pizza co-owner Jim Trevling, FedEX founder Fred Smith and American industrialist and business magnate Henry Ford.

“Some of the most predominant businesspeople in the world have gone bankrupt at least three or four times,” says Ken. “They’ve lost businesses, but they bounce back.”

He recommends clients create a detailed contingency or ‘disaster’ plan to offset potential pitfalls down the road, should their business venture suddenly start to flounder but stresses it should not deter them from focusing on their goals.

“I’m not suggesting this plan will be something you take down from the shelf and read every day,” says Ken. “But you have to be pragmatic because you have a fiduciary responsibility to your organization, especially when you’re employing people.”

He says similar to preparing a business plan, the ‘disaster’ plan should be fluid to accommodate potential changes.

Disaster planning essential

“When you write a business plan, you may have to pivot because things are going to change, no question. Your vision changes and the economy changes,” says Ken. “It’s the same thing with your disaster plan.”

He also recommends that business owners communicate with their employees, especially when plans are changing.

“It’s kind of like a marriage. When you stop communicating things can go south very quickly,” says Ken. “We don’t communicate enough in any business.”

While business failure may be accompanied by disappointment and hardship, it also holds the potential for growth and resilience. By embracing failure as a natural part of the entrepreneurial process and leveraging the lessons learned, entrepreneurs can transform setbacks into opportunities, ultimately emerging stronger, wiser, and more determined to succeed.

“If you love what you do, again, it’s a whole different situation,” says Ken, noting a positive mindset is vital. “I work with clients all the time who have the mindset of ‘I get to go to work’, and not, ‘I have to go to work’.”

Here are some tips for business owners to navigate and cope with failure:

Acknowledge and Accept Failure: Recognize that failure is a natural part of the entrepreneurial journey. Avoid denial or blame-shifting, and instead, accept responsibility for what went wrong. Acknowledging failure is the first step towards learning from it.

Reflect and Learn: Analyze what went wrong, identify any mistakes or missteps, and extract valuable lessons from the experience. This introspection will provide insights that can inform future decision-making and business strategies.

Seek Support: Don't shoulder the burden of failure alone. Reach out to mentors, fellow entrepreneurs, or a trusted support network for guidance and encouragement. Sharing your experiences with others who have faced similar challenges can provide valuable perspective and emotional support.

Focus on Solutions: Instead of dwelling on past failures, channel your energy into finding solutions and moving forward. Develop a concrete plan of action to address the issues that led to failure and implement corrective measures. Stay proactive and focused on rebuilding and improving your business.

Maintain a Positive Mindset: Cultivate a positive attitude and resilience in the face of setbacks. View failure as an opportunity for growth and learning rather than a reflection of your worth or abilities as an entrepreneur. Stay optimistic and determined to overcome obstacles and achieve success.

Adapt and Pivot: Be willing to adapt your business model, strategies, or goals based on the lessons learned from failure. Embrace flexibility and innovation, and don't be afraid to pivot in response to changing market conditions or feedback from customers.

Take Care of Yourself: Prioritize self-care and well-being by maintaining a healthy work-life balance, exercising regularly, and seeking activities that bring you joy and relaxation. Taking care of yourself mentally and physically will help you bounce back stronger from failure.

Stay Persistent: Perseverance is key to overcoming failure and achieving long-term success. Stay committed to your goals and vision, even in the face of adversity. Remember that setbacks are temporary, and every failure brings you one step closer to eventual success.

Artificial Intelligence (AI) has emerged as a double-edged sword in the realm of cybersecurity, offering immense potential to bolster defenses and creating daunting challenges that can exacerbate vulnerabilities. As businesses and organizations increasingly rely on digital infrastructure and data-driven processes, the role of AI in cybersecurity becomes crucial.

Historically, the term ‘artificial intelligence’ was first coined in the mid-1950s during a workshop held in Dartmouth by John McCarthy, a U.S. computer scientist, but the concept had already surfaced in 1921 when a Czech playwright introduced the notion of “artificial people” in a production entitled Rossum’s Universal Robots.

“AI has been around for a long time and has just scaled to what it is today, and is definitely something businesses are catching on to,” says Nick Lewis, CEO and Director of ShockproofIT, referring to AI and the issues surrounding its use. 

On the positive side, AI is now a daunting ally in the fight against cyber threats due to its ability to process vast amounts of data at lightning speed which enables AI-powered systems to accurately detect anomalies and patterns indicative of malicious activities. Machine learning algorithms can analyze historical data to identify evolving attack courses, allowing for proactive defense measures. 

“AI can really speed up the process and can look at the path of an infection from the root file all the way up to the end user,” says Nick. “AI can help investigate that path and how it’s happening, locating where the broken or infected link is so you can troubleshoot further.”

Insights offered for emerging threats

As well, AI-driven threat intelligence platforms can provide real-time insights into emerging threats, empowering organizations to stay one step ahead of cybercriminals. And for those who’ve already experienced an attack, it can also provide a detailed report of the incident for auditing purposes.

“AI can help you provide some verbose notes and data for creating reports about any attacks,” he says. “It can help you build that out.”

On the negative side, the proliferation of AI also introduces new challenges and risks to cybersecurity as cybercriminals continue to increasingly harness AI-powered tools and techniques to launch sophisticated attacks that can evade traditional security defenses. 

“Cybercriminals can analyze and collect data much quicker now and identify other avenues and trajectories of attack,” says Nick. “Criminals can also create new and sophisticated, and original targeted phishing attacks that wouldn’t otherwise be possible without the help or aid of AI.”

As well, AI can also assist cybercriminals in creating malware that contains new vulnerabilities and then bypasses detections, he says.

Barrier lowered for novice hackers

Couple this with the fact the democratization of AI technologies has lowered the barrier to entry for cybercriminals, enabling even novice hackers to leverage AI-driven attack tools with devastating consequences, means even more threats for businesses. 

To combat potential threats, Nick recommends businesses conduct thorough research when it comes to boosting their cybersecurity systems.

“You have to do your research so you can make an informed decision before you implement anything, especially something like AI,” says Nick, who also recommends talking with someone who is knowledgeable when it comes to AI-powered systems. “Talk to a professional, or someone who has been using it for a long time in many different markets and knows it from a core fundamental aspect.”

But more importantly, he recommends having a security professional audit the needs of your business to ensure you implement any AI property, safely, and effectively.

“How does your organization and your day-to-day operations work? What do you do and don’t do? What kind of logistics are going on?” says Nick. “From there, you can build a solid plan based on those things.”

Tips for leveraging AI in business cybersecurity:

Understand your cybersecurity needs: Before adopting AI solutions, assess your organization's cybersecurity posture, identify key vulnerabilities, and determine specific areas where AI can make the most impact, such as threat detection, incident response, or user authentication.

Choose the right AI technologies: Select AI technologies that align with your cybersecurity objectives and capabilities. This may include machine learning for anomaly detection, natural language processing for threat intelligence analysis, or robotic process automation for automating routine security tasks.

Invest in quality data: Ensure that your cybersecurity data is accurate, relevant, and representative of potential threats and attack scenarios. Invest in data quality assurance processes and data governance frameworks to maintain the integrity and reliability of your data.

Employ AI-driven threat intelligence: Leverage AI-powered threat intelligence platforms can analyze vast amounts of data from diverse sources, including open-source intelligence, dark web forums, and security feeds, to provide actionable intelligence for proactive defense.

Implement AI-driven anomaly detection: Deploy machine learning algorithms to monitor network traffic, user behaviour, and system activities for anomalies indicative of malicious activities. 

Enable AI-driven incident response: Automate incident response processes using AI-powered orchestration and automation tools which can analyze security alerts, prioritize incidents based on severity and impact, and execute predefined response actions to contain and mitigate security breaches more efficiently.

Ensure transparency and accountability: Maintain transparency and accountability in AI-driven cybersecurity initiatives by documenting processes, methodologies, and decision-making criteria. 

Stay informed about AI advancements and best practices: Keep abreast of the latest developments in AI technologies, cybersecurity trends, and best practices through continuous learning and engagement with industry forums, conferences, and professional networks. 

Balance AI automation with human oversight: While AI can automate routine security tasks and augment human capabilities, it is essential to maintain human oversight and intervention where necessary. 

Regularly evaluate and adapt your AI cybersecurity strategy: Continuously monitor the performance and efficacy of your AI-driven cybersecurity initiatives and make adjustments as needed based on evolving threats, technological advancements, and organizational requirements. 

Advocating for public policies that can benefit businesses has been a cornerstone feature of the Chamber of Commerce movement for generations.

The Cambridge Chamber of Commerce, like many of its counterparts in the Ontario Chamber network, works consistently all year striving to translate the needs and wants of their members into potential policy resolutions aimed at prompting change at both the provincial and federal levels of government.

But this work, and the work of other Chambers, is often carried out without many of their members even aware there is a widespread network advocating on their behalf.

“This isn’t unique to the Chamber movement and quite common for any advocacy organization because it’s a concept so intangible to a lot of individuals who aren’t engaging in it and don’t necessarily understand the value of it,” says Andrea Carmona, Manager of Public Affairs for the Ontario Chamber of Commerce. “Advocacy, I feel, is a little bit like a unicorn. When you’re a small business owner who is probably focused on keeping your business running, you’re more likely to be looking towards your local Chamber for what are the more tangible services they can offer – programs, events, and grants.”

She says collectively, promoting its advocacy work is something the Ontario Chamber network must communicate clearly as possible.

“It is kind of a difficult thing to explain to people, but really it’s all about amplifying issues and having a chorus of voices saying the same thing so that we can move the needle and make an impact,” says Andrea. “That’s ultimately what advocacy looks to do.”

Making that impact formulated the basis of the Ontario Chamber of Commerce’s recent Advocacy Day at Queen’s Park. This nineth annual event gave nearly 100 delegates representing Chambers provincewide, including Cambridge Chamber President and CEO Greg Durocher and Board President Kristen Danson, the opportunity to meet with MPPs to discuss various issues facing business communities.

Some of the key areas targeted by delegates included:

• Investing in inclusive workforce development: To address labour shortages, investments to resolve skills mismatches are vital. These initiatives should be designed to close the gap between current workforce skills and the evolving demands of Ontario’s labour market.
• Enhancing sustainable infrastructure: Strategic investments in smart and sustainable infrastructure, including transportation, clean energy, and digital connectivity, can boost immediate economic activity while supporting long-term growth. This includes expanding broadband access in rural and remote areas and upgrading public transit and road networks.
• Fostering a business-friendly environment:  Implementing policies that reduce red tape and create a conducive environment for business growth is essential. This includes reviewing and streamlining regulatory processes, providing tax incentives for businesses looking to grow and targeted support for small businesses.
• Cultivating resilient, healthy communities: Improving health data system integration, addressing capacity gaps in health human resources, and empowering municipalities with new revenue sources are crucial steps in ensuring the well-being of Ontarians and fostering community prosperity.

Although the Chamber network’s advocacy efforts are ongoing year-round, Andrea says Advocacy Day provides an ideal opportunity for face-to-face meetings and discussions with the decisionmakers.

“It’s all about ongoing engagement and follow up,” she says. “It can’t just be a single day of advocacy. We need to ensure Chambers are keeping connected with their local MPPs. A lot of this is relationship building since they see Chambers as a credible source for what is happening on the ground.”

Andrea says building those relationships sets the groundwork for support and the ability to drive change that can assist the business community.

“It’s a great opportunity to connect across party lines,” she says. “Politics is unpredictable, and you don’t know what is going to happen in 2026 so you want to ensure you are establishing relationships across the board. We are a non-partisan organization and of course the government of the day is important, but that’s not to say you shouldn’t be engaging with other parties.”

Andrea notes it’s also a two-way street for the decisionmakers who participate in Advocacy Day, as well.

“It’s such a great opportunity for them to hear about such a broad stroke of local perspectives across the province,” she says.

The weight of responsibility can be overwhelming for business leaders.

They are constantly under pressure to drive growth, manage teams, make critical decisions, and ensure their organizations’ long-term success, which is something Debra Burke, Head of Client Success at H2R Business Solutions says has only been magnified in the recent years.

“Since the pandemic, some things have really changed. They changed during the pandemic and somewhat again since then,” she says, referring to a rise in negative conflicts which can lead to a toxic environment and even workplace investigations. 

“We’re seeing an unbelievable amount of those kinds of problems coming into play in organizations and have leaders coming to us because they’ve never had to deal with them before but are dealing with them much more often.”

She says employees have become more empowered with information, and that many are dealing with mental health issues and feeling ‘angry’.

“They may not be working with the same expectations in their jobs that they used to and for some people, there are more challenges as they deal with downsizing, and shifts,” says Debra, adding bigger workloads, and hybrid work situations could be adding to these stresses since they may no longer ‘align’ with what an employee wants.

As a result, she says many leaders are now seeing more employees who are willing to take employers to court, or a human rights tribunal, or filing a report with the Ministry of Labour.

“Leaders who may never really had many people issues to deal with are now finding they are faced with all kinds of these things just to keep the business going,” says Debra. 

She says the challenges can vary between the several generations of employees that are now in the workplace, noting there are still many benefits of having a multi-generational workforce despite potential issues.

Leadership can be isolating

“For a leader, becoming someone who has to manage all these things that come to play and the nuances and potential conflicts, plus the lack of time and resources, it’s very challenging,” says Debra. “When someone says being a leader can be a very isolating place, they are not wrong.”

She says leaders must first watch for warning signs and realize they don’t have all the answers.

As the demands of leadership continue to mount, it is vital for leaders to discover effective strategies to ease their burden and navigate their roles successfully, which Debra says can start with better communication.

“As a leader, you have to get comfortable with communicating. Employees want messaging and they want to hear it from the owner, CEO, or an executive,” she says, adding that a communication breakdown is often the key cause of any conflict, and that lack of management training could be the root cause. “When you do a job well and get promoted to management, that doesn’t necessarily mean you’re going to be a good people manager.”

As well, Debra says leaders can benefit from expert support from others who may have experienced the same issues they are facing, even those outside of a leader’s particular industry.

“I’m not a big fan of coaching for your own industry. You can receive a lot of benefits from working with a diverse support group,” she says. “Even if you feel like you’re an introvert CEO or leader, you might be really surprised how much that support is going to mean to you.”

And while some companies and industries are dealing with tight budgets, Debra says investing in training can pay off big time for a leader professionally and personally, as well as the organization.

“Those things are going to trickle down through an organization in powerful and impactful ways,” she says.

Several strategies to lighten the burden of leadership

Delegation and empowerment

Many leaders fall into the trap of trying to do everything themselves, fearing that no one else can handle the responsibilities as well. However, effective delegation distributes the workload and fosters team development and growth.

By entrusting capable team members with tasks and responsibilities, leaders can free up valuable time and mental energy to focus on strategic decision-making and higher-priority matters. Delegation is not just about offloading tasks but also about giving team members the opportunity to contribute and grow.

Building a support system

Establishing a support system of mentors, advisors, or fellow business leaders can provide valuable guidance and emotional support. Sharing experiences and seeking advice from those who have faced similar challenges can be invaluable.

Additionally, leaders should foster a culture of open communication within their organizations. Encouraging team members to share their thoughts and concerns can lead to more collaborative problem-solving and reduce the burden on the leader.

Embracing technology and automation

Automation can handle routine tasks, data analysis, and reporting, allowing leaders to focus on strategic initiatives. Investing in technology solutions that align with the organization’s goals and processes can significantly reduce the administrative burden on leaders. Moreover, data-driven insights can aid in making informed decisions and staying ahead of market trends.

Setting realistic goals and expectations

While ambition is essential, setting achievable goals and expectations is equally crucial. Unrealistic targets can lead to stress and burnout, as well as erode team morale. Leaders should work with their teams to establish realistic objectives and timelines. This approach fosters a sense of accomplishment and helps prevent the exhaustion that can result from chasing unattainable goals.

Continuous learning and development

Continuous learning and professional development are essential for effective leadership. Leaders should invest in their own growth by attending seminars, workshops, and courses relevant to their industry. Also, encouraging team members to pursue their own professional development can contribute to the organization’s success and ease the burden on leaders.