Tariffs and Trade Updates and Information, visit www.chambercheck.ca
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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. |
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As businesses navigate an era of rapid technological evolution, shifting workplace dynamics, and global interconnectedness, preparing your workforce for 2025 demands strategic foresight.
The key to success lies in fostering adaptability, embracing technological advancements, cultivating a culture of continuous learning, and prioritizing employee well-being.
“Whether it's the benefits program, whether it's salaries, the expectations of employees have gone up and I think also to the expectation of the business culture,” says Frank Newman, owner of Newman Human Resources Consulting. “I think people are making more and more decisions based on workplace culture.”
He says since the pandemic, the continuing trend of creating a strong workplace will become even more apparent in 2025 and beyond as potential employees look for reasons why they should work for a particular company.
Strong communication
“If a business owner can't answer positively what it's like to work there, then that’s going to be a problem,” says Frank. “As an employer, you have to look at your internal culture and determine what is it like. Are we behaving as we say we are? What are our values? And because it's still a competitive world out there, how do we differentiate ourselves?”
Ensuring your company brand is on target is key when it comes to navigating the current hiring environment, which he believes has become less civil since the pandemic in terms of the way some potential employees disrespect a company’s time, in some cases by not even showing up for a scheduled interview.
“I think as people we've got used to a little bit lower standard. So, as an organization, if you want to be the preferred employer or even the preferred partner to work with as a business partner, you need to up your game a bit because that's going to put you in good stead for the long run,” says Frank, adding sending a ‘thank you’ response to potential candidates just for applying is one way to make a positive impression.
“You want to make sure you increase your communication standards because everything is now subject to online reviews. The whole review concept is important - whether it's employee reviews or whether it's customer reviews – and to be aware and make sure you check them monthly because you don't know what people are going to say about your business.”
Safe environment needed
Good communication with employees also remains key, he says, noting in wake of the pandemic mental health issues continue to be an ongoing issue for many companies.
“The latest trend now is to make sure you have an employee assistance plan that can help with mental health and other counseling needs people have,” says Frank. “We live in an age of stress. It’s about having some tools for people to access, such as mental health professionals, or even just making sure that employees feel comfortable sharing.”
Creating a psychologically safe environment is a big part of developing a mental health strategy that works, taking into consideration the various pressures employees are under at work and at home.
Frank recommends conducting a pulse survey as a way to quickly collect feedback from employees to gauge their impressions of where the company stands at the moment. Depending on the size of your workforce, he says sitting down for a coffee and an informal chat can also be just as effective.
“It’s about keeping an ear to the ground in terms of what your employees are feeling and facing,” he says. “We don’t want tone deaf business owners; that’s not going to cut it these days and I think people are looking for more humanity from their business leaders.”
A continued trends towards hybrid work situations could also play into that sense of humanity as employers look for ways to engage with their online workforce.
“You’ve got to make sure you are finding ways to leverage that and build those connections when people are isolated at home,” says Frank, noting that many employers continue to see a surge in potential applicants when it comes to offering hybrid work. “Managers must think about that and what it does to their recruiting.”
Investing in leaders
He says trusting your employees promotes growth and productivity, and that mistrust erodes confidence.
“What companies should be thinking of now is really investing in leaders. So, it’s important to make sure your leaders are connecting with their people and being authentic,” says Frank. “Most people leave an organization not because of work, but because of the boss.”
He says trust also works in both directions, especially when it comes to companies maneuvering through the current economic and political turmoil facing businesses in North America.
“It’s really about planning ahead and also letting your employees know that you’re taking things seriously and have plans in place to deal with these issues, because sometimes they are not aware of what management is doing and that may create some uncertainty,” says Frank, noting when it comes to the future, a strong AI strategy to assist employees boost their productivity is also a key consideration. “Companies should be leveraging that as much as possible.”
How businesses can prepare their workforce for the challenges of the near future:
1. Embrace Technological Integration The workforce of 2025 will operate in a tech-driven environment. Businesses should:
2. Prioritize Employee Well-Being The pandemic highlighted the importance of mental health and well-being. A healthy workforce is a productive workforce. Companies should:
3. Focus on Reskilling and Upskilling As technology advances, certain skills will become obsolete while others gain prominence. To stay ahead:
4. Foster Agility and Innovation The ability to adapt to change and innovate will be critical in 2025. Encourage:
5. Leverage Workforce Analytics Data-driven decisions can significantly enhance workforce management. Businesses should:
6. Commit to Sustainability The workforce increasingly values companies that prioritize environmental and social responsibility. Businesses should:
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The Accessibility for Ontarians with Disabilities Act (AODA) takes effect Jan. 1 and is essential for businesses, both as a legal requirement and as a tool for fostering inclusivity, enhancing customer experience, and improving workplace culture.
Enacted in 2005, the AODA aims to make Ontario fully accessible by 2025, covering areas like customer service, employment, information, communications, and built environments.
Ontario is home to 2.6 million people with disabilities, representing a significant portion of the market. By ensuring accessibility, businesses can attract and retain customers who might otherwise face barriers.
This includes creating accessible websites, physical spaces, and communication channels that cater to individuals with visual, auditory, mobility, or cognitive disabilities. Accessible businesses often enjoy higher customer satisfaction and loyalty, as their efforts resonate with people who value inclusivity.
The AODA also focuses on creating inclusive workplaces. By removing barriers in recruitment, training, and career development, businesses can access a broader talent pool.
Individuals with disabilities bring diverse perspectives and innovative problem-solving skills, enriching workplace dynamics. Accessible work environments improve productivity by enabling all employees to perform at their best and by fostering an inclusive culture enhances employee morale and engagement.
The AODA mandates public, private, and non-profit organizations to implement measures that improve accessibility across five key areas:
Businesses must meet compliance deadlines depending on their size. For example, larger organizations (50+ employees) have more detailed requirements, such as filing accessibility compliance reports. Key responsibilities include:
The Integrated Accessibility Standards Regulation (IASR) is a central component of the AODA. Starting Jan. 1, 2025, businesses must ensure full compliance with all IASR standards. The key obligations include:
Accessible Websites and Digital Content
Businesses must ensure their websites and web content conform to WCAG 2.0 Level AA standards. This includes making online platforms usable for individuals with visual, auditory, or physical disabilities by providing:
Workplace Accessibility
Employers must have policies and practices in place to provide:
Customer Service Standards
Businesses must provide barrier-free customer service, which includes:
Design of Public Spaces
Organizations responsible for public spaces must comply with accessibility standards for:
The government is expected to intensify enforcement efforts, including audits and penalties for non-compliance. Filing timely compliance reports is a critical part of this process.
Organizations that fail to file or lag behind on accessibility measures may face reputational damage, in addition to legal and financial consequences. Failing to meet AODA standards can result in fines:
To meet the deadline, businesses should:
The AODA is more than a legal obligation; it’s a pathway to inclusivity, innovation, and business growth. By embracing accessibility, businesses not only comply with the law but also create welcoming spaces for customers and employees alike.
Click here to see if your business is prepared.
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Life can be very unpredictable, something Melanie McCallum quickly learned in November of 2019 when she became faced with a medical crisis.
“A few months earlier, I had just celebrated my 50th birthday and was looking forward to spending the holidays with my family,” says the Cambridge mother of two. “Then I found a pea-sized lump in my right breast and life changed. It was cancer.”
Suddenly, Melanie had joined the ranks of thousands of Canadian women and some men, who are diagnosed annually with breast cancer. In fact, according to the Canadian Cancer Society, 30,500 Canadian women were expected to be diagnosed with breast cancer in 2024 which represents 25% of all new cancer cases in women.
While friends and colleagues urged her to seek treatment at various Ontario hospitals, Melanie says the first surgeon she met after her diagnosis recommended Cambridge Memorial Hospital to find the quality care she needed.
Program vital for CMH cancer care
“She (surgeon) was absolutely right. I have lived in Cambridge for about 21 years and when I got diagnosed, I had no idea that we had cancer treatment right here in Cambridge,” says Melanie, who underwent chemo treatments and a double mastectomy, followed by seven and half hours of reconstruction surgery through the CMH Breast Reconstruction Program.
The program is a vital component of CMH’s cancer care treatment and has continually evolved to provide patients access to the latest advancements, such as in May of 2024 when the first Diagonal Upper Gracilis (DUG) free flap breast reconstruction surgery in the Region was performed in Cambridge.
“It offers a choice to patients who may not be candidates for the more common DIEP free flap surgery, empowering them to avoid implants and utilize their own tissue,” stated surgeon Dr. Kathryn Sawa, who performed the milestone procedure, in a CMH media release at the time.
The Chamber has long since recognized the importance of the breast reconstruction program and what it means for local healthcare which is why since 2008 has donated 100% of the proceeds from the silent auction at its annual Salute to Women in Business Networking Lunch to this worthy cause.
To date, this effort has raised $130,000 for the program with a fundraising goal set for this year of $11,000. The event this year, featuring Spa Dent founder and CEO Marcia Hilliard-Baird as keynote speaker, takes place Jan. 22 at Tapestry Hall.
Quality healthcare boosts community
“We couldn’t have done any of this without the support of many local businesses and individuals who donate auction items,” says Cambridge Chamber President and CEO Greg Durocher. “Having an outstanding facility like CMH is vital for the overall prosperity of our community because businesses are attracted to places that have strong local healthcare.”
Staying local was a key factor, says Melanie, who feared a future filled with difficult trips to Toronto, Hamilton, or London, to seek treatment but was reassured by CMH that it had the best equipment and doctors available to help.
“It was convenient for me and my family to get the treatment and surgeries. My family could visit me and still get home end of day— we did not have the added expense of travelling to other cities, including fuel, parking, dinners, and hotel stays,” she says. “While it may seem like small expenses at first, they add up quick.”
To add even an extra layer of difficulty, her treatment took place during COVID which often meant undergoing hospital visits alone. She says being close to home at CMH made the situation easier.
‘I owe my life to them’
“In the mornings, my kids would drop me off the hospital and spend some time with me, and my husband would pick me up on his way home from work,” says Melanie. “I couldn’t imagine my treatment if I had to visit Hamilton or Toronto. I wouldn’t have family close by supporting me. With my work too, during my breast reconstruction surgery, I had clients stop by and visit also, which was great.”
She also was grateful for the care she received from CMH staff, especially the work of her surgeons Dr. Sawa and Dr. Heather MacLeod.
“They are caring, kind and compassionate. I owe my life to them,” says Melanie, who wishes the age limit for mammograms would be dropped even lower. “Forty is a great a start, but I would prefer it to go down to thirty because there are lots of women that I know who are being diagnosed with cancer in their late twenties and thirties. As a community, we need to have more conversations around screening and self-screening of breast cancer. Women should know more about mastectomy, both pros and cons, way in advance rather than when someone is diagnosed. It is more common than it is talked about.”
Please click here to donate a silent auction item at our event.
Breast cancer facts from the Canadian Cancer Society:
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The holiday shopping season is a bustling time for many businesses, but it also attracts increased criminal activity.
With higher foot traffic, extended hours, and valuable inventory on display, businesses can become prime targets for theft, fraud, and other crimes.
“It really is going to depend on the type of what business you have,” says Const. Chris Iden, Public Information Officer with the Waterloo Regional Police Service, explaining that putting promotional material or displays at the front of the business often limits visibility inside the store. “Business operators should make sure things are well visible from the outside since a criminal ultimately doesn’t want to be seen when they’re doing their act.”
Also, he says having security cameras is a plus for businesses, noting feasibility is often a big issue especially for smaller ones.
“If people are going to invest in a camera system, which I heavily encourage, just be aware that it’s not always a deterrent. But it does assist in the investigation quite heavily,” says Const. Iden, adding it’s become common for some businesses to be targeted multiple times by thieves. “What’s important is to make sure that you’re not setting yourself up again and you learn how a crime can be prevented from happening again.”
Break and enters a focal point
He recommends communicating with staff when it comes to strengthening your security measures, especially this time of year.
“Your staff is normally the eyes and ears of your business,” says Const. Iden. “They see what is happening.”
In terms of local crime overall, Const. Iden says a key focal point for WRPS is break and enters as well as robberies involving violence and weapons.
Data shows that the Crime Severity Index (CSI) in the Waterloo Region decreased by 4.4% in 2023, with violent crime severity dropping by 5.7% and non-violent crime severity by 3.7%. These reductions suggest some success in addressing key public safety issues. However, despite this improvement, the region remains the second highest among major Ontario cities for severe crime, surpassed only by Thunder Bay.
“It goes without saying that gun violence throughout the region is a big focal point,” says Const. Iden.
Economic strains, organized crime, and the opioid crisis have been identified as significant contributors to crime in the region, which is why he says community engagement is pivotal. This includes having business owners or their employees immediately report incidents, depending on the situation, which may require a 911 call or by filing an online report.
“We take all that information in, and it helps dictate our strategized policing model,” says Const. Iden, noting the Galt core due its transient population and the commercial area around Hespeler and Pinebush roads due to its proximity to Highway 401 remain ‘hotspots’ for criminal activity in Cambridge.
Police reactively responding
“We have our (WRPS) direct action response team that’s constantly working in these two areas,” he says, adding the WRPS’ community engagement unit works closely with The Bridges shelter when it comes to the city’s unhoused population. “If we can get people to the resources they need and hopefully get them into some kind of subsidized housing, it will address these issues in the long term.”
But in the meantime, Const. Iden says the WRPS continues to reactively respond to calls from businesses, whether it’s a property crime or reports of unwanted persons.
“Businesses are reaching out and they’re curious since things are always changing. It’s hard to forecast how things are going to look in the future, especially since we’ve had such a social dynamic change in the last few years,” he says. “Our call volume is going up every year and it’s one of the challenges we have, but we’re definitely doing our best with what we’ve got, and I can tell you we are aware of the issues happening and are not turning a blind eye.”
Crime by the numbers
Regional stats compiled by the WRPS from Jan. 1-Nov. 14, 2023, and Jan. 1 to Nov. 14, 2024:
Commercial Property Damage 2023: 114 calls 2024: 93 calls
Unwanted persons (Commercial) 2023: 682 calls 2024: 711 calls
Commercial Thefts (Under $5,000) 2023: 322 Calls 2024: 272 calls
Shoplifting (Under $5,000) 2023: 819 calls 2024: 1223 calls
Implementing preventive measures can reduce risks and help your business operate securely. Here are some tips:
1. Secure Your Premises Install High-Quality Locks: Use deadbolts and reinforced locks on all doors and windows. Use Security Cameras: Install visible surveillance cameras both inside and outside the premises. Adequate Lighting: Ensure all areas around your property, including entrances, exits, and parking lots, are well-lit to discourage criminal activity.
2. Control Access Restrict Employee Access: Limit who can access sensitive areas such as cash registers, safes, or stockrooms. Key Management: Implement a key control system to track who has access to keys and change locks if keys are lost. Electronic Access Systems: Consider using swipe cards or biometric systems for added security.
3. Train Your Staff Recognize Suspicious Behaviour: Educate employees on how to spot and respond to suspicious individuals or activities. Handle Cash Safely: Train staff to minimize the amount of cash on hand and make bank deposits at varying times to reduce predictability. Emergency Procedures: Conduct regular drills so employees know what to do in case of robbery or other emergencies.
4. Invest in Technology Alarm Systems: Install a reliable alarm system with motion detectors and glass break sensors. Inventory Tracking: Use inventory management software to detect discrepancies that may indicate theft. Remote Monitoring: Enable remote access to security systems so you can monitor your business anytime.
5. Collaborate with Police Build Relationships: Develop a rapport with local law enforcement and participate in community crime prevention programs. Report Suspicious Activity: Inform the authorities immediately if you notice unusual behaviour or suspect criminal intent.
6. Create a Community Network Neighbouring Businesses: Share crime prevention strategies with nearby businesses to keep the area secure. Join Business Watch Programs: Participate in local programs where businesses collaborate to deter criminal activity.
7. Insure Your Business Adequate Coverage: Ensure your insurance policy covers theft, vandalism, and other potential losses. Review Regularly: Update your policy as your business grows or changes to maintain adequate protection. |
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The following piece was submitted by Katrina Burch, Lead, Mental Health Promotion and Education CMHA Waterloo Wellington, who co-hosted a Chamber two-part ‘Mental Health in the Workplace’ seminar
October is Healthy Workplace Month and in today’s fast-paced, highly connected world, mental health has become a top priority for workplaces and with good reason, mental well-being directly impacts employee performance, satisfaction, and overall organizational success.
Employers are recognizing that supporting mental health is not just the right thing to do but is essential for building a resilient and sustainable workforce. Studies consistently show that employees with good mental health are more productive, engaged, and loyal. In contrast, poor mental health can lead to absenteeism, high turnover, and decreased morale. But the question often remains what elements create a healthy workplace?
Businesses at the beginning of their journey to support mental health can often feel overwhelmed with understanding of what to do and where to start. There are some simply ways to start changing the culture and understanding of mental health.
This could include sharing the resources available to employees whether that is an Employee and Family Assistance Program or the local mental health support and crisis numbers, such as Here 24/7 in Waterloo Wellington.
The inclusion of mental health training for managers and staff into onboarding or regular skill development helps to decrease stigma, while fostering an environment where employees feel safe to discuss their mental health and leaders are comfortable offering the proper assistance.
Assessing the current psychological health and safety of your workplace can also be helpful as a guide to develop an action plan, while also celebrating your successes.
Leaders must set boundaries
Understanding the signs that someone may be struggling with their mental health is key. These signs could include a change in performance, withdrawal from social interactions or team activities, increased absenteeism, difficulty concentrating, irritability or feelings of hopelessness.
It's crucial that leaders approach these situations with empathy and provide a supportive space for employees to share their experiences. Additionally, leaders are not immune to mental health struggles. Business leaders should prioritize their own well-being by practising self-care and seeking help when needed.
It’s important to set boundaries, delegate tasks, and take breaks to recharge. Leaders should also make use of the same mental health resources available to employees, such as employee assistance programs (EAPs), therapy, or coaching.
By openly addressing their own mental health needs, leaders set a powerful example for their team, demonstrating that it’s okay to seek help when needed.
There are many resources out there to support this work for businesses of all sizes. Investing in mental health training for managers, such as workshops or webinars, can equip them with the tools to recognize and address mental health concerns.
For smaller businesses, Employee Assistance Programs are often more affordable compared to benefits and can provide confidential counseling and support services. Additionally, wellness apps or virtual therapy platforms can offer accessible mental health support at lower costs.
Small businesses can also foster mental well-being by creating a work culture that emphasizes flexibility, work-life balance, and regular check-ins to gauge employee satisfaction and stress levels.
Open communication important
Businesses should embed mental health into the core of their company culture. This means maintaining open communication about mental health, regularly updating, and improving mental health policies, and ensuring leaders and employees receive ongoing training. Implementing regular assessments, anonymous surveys, and focus groups can help you stay attuned to employee needs.
Finally, recognize that mental health support should be continuous. Mental well-being isn’t something that can be addressed once and forgotten. By investing in long-term solutions, such as building a supportive and inclusive workplace culture and providing resources that evolve with the needs of your employees, you’ll ensure that both employees and leaders can thrive mentally, emotionally, and professionally.
By prioritizing mental health, businesses not only improve their employees' well-being but also foster a stronger, more engaged, and productive workforce. Looking for assistance in developing your Psychological Health and Safety or Mental Well-Being programs?
Share your information to connect and learn how we can support your organization's mental health initiatives. |
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The health and well-being of its operator or owner is a critical, yet often overlooked element in the day-to-day operations any business. Many small and medium-sized enterprises (SMEs) and even some larger businesses hinge on the vision, leadership, and daily involvement of their owners.
But what happens if the owner suddenly falls ill and is unable to fulfill their role? It’s a situation, says Linda Braga, that many business owners do not think about.
“It’s not even at the forefront,” says Linda, Business & Executive Development Specialist with LMI Canada, which has provided leadership development for more than 50 years. “I think there is a real lack of awareness because no one wants to think about facing an imminent illness.”
In fact, according to a recent StatCan figure, only 15% of business owners actually have a contingency plan in place for themselves in the event of illness.
“That’s very surprising,” says Linda. “In light of what happened with the pandemic and contingency planning, it is something that leaders should have in place.”
A contingency plan serves as a blueprint for maintaining operations when the owner is incapacitated. It outlines clear procedures and assigns responsibilities to other key team members to ensure that the business continues to run smoothly. This foresight helps prevent disruptions that can lead to lost revenue, decreased customer satisfaction, and potential long-term damage to the company’s reputation.
Demonstrating resiliency
“We know that in leadership resilience is the theme and having a contingency plan is just demonstrating a company’s resilience to ensure that they are not going to be impacted in a negative way,” says Linda, adding that for many leaders, their business is essentially their ‘babies’. “Wouldn’t you want to ensure if something happens that it is going to be taken care of?”
She believes fear of showing any vulnerability is not necessarily the reason many business leaders appear to be hesitant to put plans in place, but pertains more to a time management issue.
“They are just so busy with everything that they’re doing. It’s not their priority,” says Linda, adding some fully trust their team will be there to ensure the business continues to smoothly operate and leave no plan in place. “They have to realize when it’s not written in stone or a procedure that’s written out it can create ambiguity and lead to decision paralysis with the leaders and management that’s left behind.”
She says knowing there is a plan in place can significantly reduce stress and anxiety for the owner, their family, and the entire organization. It provides peace of mind that the business can withstand unforeseen challenges, allowing everyone to focus on recovery and continuity rather than crisis management.
“If you’re dealing with an emergency, why would you want to add any additional stress?” says Linda. “All of your top-level management should have a contingency plan in place.”
By preparing for the unexpected, businesses can safeguard their operations, protect their stakeholders, and ensure long-term sustainability. Every business, regardless of size, should invest time and resources into developing a robust contingency plan, securing its future against looming uncertainties.
Preparing for a scenario where the business owner suddenly falls ill and must take a leave of absence is crucial for ensuring the continuity and stability of the business. Here are several strategies a business can implement to be well-prepared for such a situation:
1. Develop a Comprehensive Succession Plan This involves identifying key personnel who can step in temporarily and ensuring they are adequately trained. The plan should include:
2. Document Key Processes and Procedures Having detailed documentation of all critical business processes is essential. This should include:
3. Implement Robust Communication Systems Ensure there are systems in place for seamless internal and external communication:
4. Leverage Technology Utilize technology to maintain business operations smoothly:
5. Financial Preparedness Ensure the business is financially prepared to handle the owner’s absence:
6. Legal and Administrative Measures Take care of legal and administrative preparations:
7. Training and Development Invest in continuous training and development of employees:
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Providing innovative programming that assists women business leaders reach their full potential as well as further their professional and personal goals is something the Cambridge Chamber of Commerce continues to do well. This will be especially apparent at our inaugural Women’s Well-Being Summit: Investing in Yourself to Achieve Your Goals on April 24 at Tapestry Hall.
The summit features an array of expert speakers sharing their insight on areas centring on the theme of total well-being, focusing on both physical and mental health, emotional intelligence, as well as financial wellness.
“Helping to build a healthier community has always been an important role of the Chamber, and that includes not only economic prosperity but societal prosperity as well,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “Our Women’s Well-Being Summit fits right in with this role.”
Men are also encouraged to attend in hopes of creating more awareness and understanding in the workplace.
Greg notes that approximately 60% of Chamber Members are women and says the summit is the ideal extension of the many programs the organization already offers them.
Others include its popular Women Take Charge Breakfasts and Women’s Collective Series events, each featuring inspiring female speakers, plus the Chamber's annual Salute to Women in Business Luncheon which this year raised more than $13,000 for the breast reconstruction unit at Cambridge Memorial Hospital. To date, the Chamber has raised more than $143,000 from this event to benefit this important cause.
As well, its new Chamber Circles Program provides expert mentoring to women aimed at encouraging their professional and personal growth.
“Women business leaders play a significant role in our community and the Chamber is pleased to provide them with as many tools and supports as possible to ensure their continued success,” says Greg.
Summit speakers include:
Click here for more on the Women’s Well-Being Summit including information about the Early Bird registration price that is available until March 29. |
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This blog represents the second part of a two-part series on protecting your business.
Operating a business is difficult enough in the current climate, especially as business leaders navigate ongoing economic, labour and supply chain issues.
As a result, keeping their businesses secure and safe from potential criminal threats may not be front and centre, suggests John Burdett, President of Seamless Security Inc. in Cambridge.
“Times are difficult for everybody and there are cost pressures for everybody,” he says. “Security is typically not the first thing people want to spend money on, but at some point, if people are calling me, they realize they do have a need for it.”
That need appears to be becoming more apparent, taking into consideration local crime statistics. According to the Waterloo Region Police Service (WRPS), since January 2023 to the start of December 2023, officers responded to 21 reports of robberies at commercial properties – not including banks or financial businesses – and 338 reports of commercial property thefts, excluding shoplifting incidents. The WRPS’ 2022 annual report indicates a total of 286 robberies.
At the Chamber’s Conversations That Matter lunch Jan. 25 at Tapestry Hall (Tap Room), former Waterloo Region police chief Bryan Larkin, now Deputy Commissioner, Specialized Policing Services RCMP, will discuss the impact crime rates have on the local business community.
“Many of my clients are larger warehouse and distribution facilities, but I’m seeing the issues with them going down and issues with smaller businesses going up,” says John. “There seems to be less internal theft issues and a lot more external theft issues happening these days.”
But when it comes to security systems for smaller businesses, he recommends operators may wish to start small.
“You really want to know how you’re going to use your security system, especially if you don’t have one already,” says John, adding having an expandable system is a good course of action. “You can always add to it later if you have the right system in place. People don’t have to necessarily spend the bank on their system. But, if you have millions of dollars of inventory to protect, you’re probably going to spend a bit more.”
He says deterrence is a key factor for many businesses when it comes to selecting a security system.
“Anything to try and get that person to ‘move on’ before they commit the crime is going to be the optimum outcome,” says John, explaining he works closely with potential clients to determine their specific needs. “A few tweaks to what you already have may be sufficient to achieve your goals. It depends on the issues you’re trying to combat.”
That ‘tweak’ could also include procedural changes to the way a business operates which he says could minimize the threat of potential losses.
“What do you keep on site? What is visible from the window? What type of lighting do you have? There are all sorts of these types of factors that come into play,” says John, adding a theft may be less detrimental to the business compared to the after-effects. “A business could be out of business for a couple of days while they replace windows, or if their point-of-sale systems have been smashed. This could have a bigger financial impact on the business than the actual theft itself.”
Security tips for businesses
1. Check Doors and Windows Consider installing doors made from reinforced wood or steel. If your doors are made from glass, roll-down safety gates may be an option. You could also consider reinforcing frames with metal plates and reinforced strike boxes. If you have a room where a safe or other valuables are stored, consider investing in stronger interior doors for these areas.
?2. Upgrade to Smart Locks For an added alarm system, smart locks can help as a measure for improved access control. As an additional benefit, smart locks can keep access records, so you know who is accessing which door at different times.
3. Install Alarm Cameras With strategically placed cameras, you can capture important evidence against potential shoplifters, violent criminals, vandals, burglars, and employees that may commit crimes. Also, CCTV cameras offer considerable value because they are one of the most effective crime deterrents.
4. Manage Valuable Assets You could rethink your practices when it comes to handling cash. When you consider expensive equipment or high-value inventory, you need to think about how you store these items and anything of exceptional value should be kept out of sight from the windows when the business is closed.
5. Improve Exterior Lighting Consider adding lights in areas that are dark and make sure your side and back exits are well lit. Installing motion lights in areas that do not see much traffic may also help. Smart lights can mimic the activity of an occupied structure, and this will give burglars the impression that there are people there when the building is empty.
6. Nightly Safety Protocols Set a specific routine for closing time and teach it to any employee who may need to close the business for the night. Your nightly safety protocols should consist of checking and locking all doors and windows, securing valuable assets, checking different areas of the property for small business security issues, setting the wireless alarm, and more.
7. Install Affordable Alarm Systems Even if your business already has an alarm system, you may want to consider its age. Surveillance system technology has come a long way in the last few years, and there could be significant benefits to upgrading to a smart alarm system that is customized for the needs of your business
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The expression, ‘it’s lonely at the top’, may ring truer than ever these days as business leaders deal with a barrage of labour and financial issues which can not only affect their motivation but lead them to quickly becoming burned out.
In fact, Microsoft’s 2022 Work Trend Index - compiled via a global survey of workers across multiple industries and companies - indicated that 53% of manager reported feeling burned out at work.
This doesn’t come as a surprise to leadership coach and expert Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership.
“We know there has been a bit of a mass exodus with boomers leaving (the workplace) and the onset of COVID, but still leaders have been expected to achieve the same results with even fewer resources,” she says, adding the ‘doomsday’ predictions of a potential recession have just exacerbated the situation. “It’s no wonder they are starting to feel burned out.”
Like employees, Julie says a lack of motivation in leaders often manifests itself in either performance or attitude when it comes to work.
“With managers you will see a loss of enthusiasm in the goals of the organization because a motivated manager sees the vision and buys into it and wants to be part of it and rallies the troops to make it happen,” she says. “But when you start getting to that point of burnout or loss of motivation, you start feeling some apathy towards the goals of the organization. You become so busy trying to figure out what you’re going to do for yourself that the goals of the organization take a backseat.”
As a result, Julie says employees’ performance and growth is easily impacted since they are no longer being challenged.
“They get used to this of life just doing the bare minimum and it spirals, so it’s about not having opportunities missed because your manager just doesn’t have the capacity to perform.”
However, Julie says there are many ways business leaders can ‘reignite’ their motivation beginning with having the self-awareness to know what their triggers are when it comes to work.
“You can then be in a place to start taking steps to manage yourself when you start noticing the apathy and anxiety,” she says, adding keeping a journal can help, even creating a ‘gratitude’ journal. “Some people may say it sounds hokey, but it works and brings to mind things that are good in your life so it’s not all doom and gloom.”
Also, the need for self-management is key says Julie.
“Moods are contagious and if you’re that leader walking around with a cloud over your head all the time that spreads and can be very unproductive,” she says. “When your people see that you don’t care, why should they?”
Julie says when leaders receive the skills they need to make choices and handle stress, that helps build resiliency and suggests using the services of a professional coach as another option, especially if they don’t have anyone either personally or professionally, they can confide.
“Managers don’t always they feel there is someone at work they can confide in. They may feel they’re at the top and have to do it alone,” she says, adding a coach can become a great ‘thinking partner’ for a business leader. “This is a person you can off load to who isn’t judging you and there’s no repercussions to sharing your experiences, and they have the added benefit of having strategies or ideas that can help you overcome those hurdles.”
10 tips to combat leadership burnout
Source: HumanPsychology |
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Brian Rodnick 249 June 18, 2025 |
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Greg Durocher 41 July 28, 2023 |
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Canadian Chamber of Commerce 24 January 29, 2021 |
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Cambridge Chamber 2 March 27, 2020 |