Blog - Cambridge Chamber of Commerce

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.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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:

 

  • Designation of Interim Leadership: Appoint a trusted individual or a committee who can take over the owner’s responsibilities. This person or group should be well-versed in the business operations and decision-making processes.
  • Role Clarity: Clearly define the roles and responsibilities of the interim leaders to prevent any confusion or overlap of duties.
  • Emergency Contact List: Maintain an updated list of key contacts such as legal advisors, financial consultants, and major clients or suppliers.

 

2. Document Key Processes and Procedures

Having detailed documentation of all critical business processes is essential. This should include:

 

  • Standard Operating Procedures (SOPs): Document daily operations, workflows, and procedures for all key functions.
  • Financial Protocols: Outline how to handle financial transactions, payroll, and accounts payable/receivable.
  • Client and Vendor Information: Keep an up-to-date list of clients, vendors, and contracts with detailed notes on ongoing projects and relationships.

 

3. Implement Robust Communication Systems

Ensure there are systems in place for seamless internal and external communication:

 

  • Crisis Communication Plan: Develop a communication strategy for informing employees, clients, and stakeholders about the situation and how it will be managed.
  • Delegation of Authority: Clearly communicate the hierarchy and decision-making process to all employees.
  • Regular Updates: Establish regular check-ins and updates to keep everyone informed about the business status.

 

4. Leverage Technology

Utilize technology to maintain business operations smoothly:

 

  • Project Management Tools: Use tools like Trello, Asana, or Monday.com to keep track of ongoing projects and tasks.
  • Cloud Storage: Ensure all important documents and data are stored securely in the cloud, accessible to the interim leaders.
  • Remote Access: Set up secure remote access to critical business systems so that management can operate from any location if necessary.

 

5. Financial Preparedness

Ensure the business is financially prepared to handle the owner’s absence:

 

  • Emergency Fund: Maintain a reserve fund to cover unexpected expenses during the transition period.
  • Insurance: Consider business interruption insurance and key person insurance to mitigate financial risks.

 

6. Legal and Administrative Measures

Take care of legal and administrative preparations:

 

  • Power of Attorney: Assign a trusted individual with the power of attorney to make legal and financial decisions on behalf of the owner.
  • Review Legal Documents: Regularly review and update legal documents such as partnership agreements, bylaws, and contracts to reflect the succession plan.

 

7. Training and Development

Invest in continuous training and development of employees:

 

  • Cross-Training: Train employees to handle multiple roles and responsibilities to ensure versatility.
  • Leadership Development: Develop leadership skills within the team to prepare them for taking on higher responsibilities if needed.

 

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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.

 

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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.

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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.

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

In the changing landscape of business, where uncertainty and rapid change are constants, effective leaders must adeptly manage chaos to ensure organizational resilience and success.

 

Navigating through tumultuous times requires a strategic and agile approach, says Linda Braga, Business & Executive Development Specialist with LMI Canada, which has provided leadership development for more than 50 years.

 

“I think there’s still a lot of uncertainty out there,” she says, referring to issues that now exist in workplaces surrounding remote working, labour shortages and retention. “I think leaders are still adapting to managing the workplace and the whole side of leading and actually developing their people because we are successful through our people.”

 

Unfortunately, Linda says developing employees now often takes a ‘backseat’ as company leaders navigate these issues, some of which have been magnified by major shifts in the workplace.

 

“There are four generations in the workplace right now and each come with different attitudes and different viewpoints,” she says, noting older employees prefer having that ‘physical’ presence in the office while younger ones are looking for more of a ‘social’ connection. “It’s about leaders being flexible and adaptable, and having more of an open mind to solicit feedback from their people. Empathy is huge right now.”

 

However, this could prove to be difficult considering statistics show that at least 60% of small and medium-sized businesses owners are aged 50 or older and many will soon be leaving their companies, making it harder for some to adapt to these dramatic workplace shifts before they retire.

 

Self-care important

 

To manage the chaos effectively, Linda leaders should first look at how they manage and lead themselves.

 

“I think it’s important they are able to put on their own oxygen masks first because they’re very busy dealing with the day to day trying to keep their companies running and keeping their employees happy,” she says, adding ‘self-care’ is something they should take seriously.

 

Linda says often leaders have difficulty asking for assistance, especially from their employees.

 

“Just because you’re a leader or manager, or a company owner, doesn’t necessarily mean you have all the answers and know everything,” she says. “That’s what I feel separates really good leaders from managers is that they empower their people.”

As well, when it comes navigating uncertainty and rapid change, setting goals is key for leaders.

 

“It’s important for our leaders and managers to have crystal clear goals, which they need to communicate,” says Linda, noting there is a big difference between efficiency and effectiveness. “They can be really good at being effective and doing things the right way. But are they doing the right things? Even as a leader, are you hitting your own goals? All leaders should be able to look at themselves in a mirror and be self-aware.”

 

 

Some key methods for business leaders to manage chaos:

 

 

Develop a Resilient Mindset:

Successful leaders should acknowledge that change is inevitable, viewing challenges as opportunities for growth rather than insurmountable obstacles. Embracing uncertainty allows leaders to respond with flexibility and creativity.

 

Establish Clear Communication Channels:

Leaders must provide regular updates, share relevant information, and foster a culture of open dialogue. Clear communication helps employees understand the situation, reduces anxiety, and builds trust in leadership.

 

Prioritize and Delegate Effectively:

Leaders must prioritize activities based on their impact on the organization's core objectives. Delegating responsibilities to capable team members ensures that tasks are handled efficiently, preventing overwhelm at the leadership level.

 

Encourage Adaptability:

Business leaders should encourage employees to embrace change, learn new skills, and remain agile in the face of uncertainty. An adaptable workforce is better equipped to navigate chaos and contribute to innovative solutions.

 

Invest in Technology and Automation:

Leveraging technology and automation can streamline processes and enhance organizational efficiency. Implementing digital solutions allows businesses to adapt quickly to changing circumstances and minimizes the disruptions caused by chaotic events.

 

Build a Diverse and Inclusive Team:

A diverse team brings varied perspectives and skills to the table, enhancing the organization's ability to address challenges creatively. Inclusion fosters a collaborative environment where team members feel valued, increasing their commitment to overcoming chaos together.

 

Conduct Scenario Planning:

Business leaders should engage in proactive scenario planning to anticipate potential challenges and devise strategies to address them. This foresight enables quicker and more effective responses when chaos unfolds, reducing the negative impact on the business.

 

Cultivate Emotional Intelligence:

Leaders with high emotional intelligence can navigate uncertainty with empathy, providing support to their team members and maintaining a positive organizational culture.

 

Learn from Mistakes:

Successful leaders acknowledge mistakes, learn from them, and apply those lessons to improve future decision-making. This adaptive learning approach contributes to organizational resilience.

 

Strategic Resource Allocation:

Business leaders must strategically allocate financial, human, and technological resources to areas that will have the most significant impact on maintaining stability and achieving long-term objectives.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

While running a business, it's easy to get caught up in the complexities of the day-to-day operations surrounding production, quality control, and supply chain management. 

 

However, one aspect that often takes a back seat but is equally crucial to success is customer service. Exceptional customer service is a critical component of operating a business and providing employees with the right training is essential to meet and exceed customer expectations.

 

“If people are not well trained, that’s going to have an impact,” says Frank Newman, owner of Newman Human Resources Consulting. “There are a lot of opportunities for people to go through formal customer service training and we know that makes such a huge difference.”

 

Customer service is not just a necessary requirement but a strategic investment that can assist businesses – in all sectors – the opportunity to build lasting relationships, foster loyalty, and ultimately, drive long-term success.

 

Acknowledging clients

 

“You really want to drive home a customer service mentality in all your staff because every sale is important,” says Frank, adding giving employees the autonomy to make decisions benefits the customer experience. “It takes away the frustration for the consumer or client, so they don’t have to wait for a customer rep to go see a manager.”

 

As well, he says acknowledging a client or customer – perhaps with a thank you card or phone call - after the transaction has been completed can also go a long way to building professional relationships.

 

“The follow through is very important to show how you go above and beyond in your business,” says Frank, noting even having an employee answer the phone rather than an automated system can make a noticeable difference. “Ultimately, you want to surprise and delight your customer and offer them a little bit of the unexpected, especially in an era when so much customer service is you pick up the phone and wade through five different phone menus.”

 

Unique experience 

 

He says differentiation and creating a unique experience are important.


“It’s thinking about what the whole customer service process is like,” says Frank. “From the time that customer makes that first call, to the way the order is handled, and the acknowledgement sent, you need a consistent process, making sure clients or customers receive similar treatment from all employees.”

 

He says developing a customer service training program doesn’t have to centre on videos and that assigning a ‘mentor’ to assist new employees navigate the workplace can be a benefit.

 

“The other thing to think about as you bring new people onboard is to provide them with stories featuring examples of great customer service,” says Frank. “Sometimes, the best way to train someone is often through storytelling. People learn by examples.”

 

 

The Essentials of Customer Service Training

 

  1. Product Knowledge: Comprehensive product knowledge enables them to answer customer queries, provide valuable insights, and recommend suitable solutions.
  2. Effective Communication Skills: Clear and concise communication is a vital skill in good customer service. Training should focus on teaching employees how to communicate complex information in a way that customers can easily understand. 
  3. Problem-Solving Abilities: Employees need to be equipped with strong problem-solving skills to address customer issues efficiently. This includes not only finding solutions but also preventing similar problems from arising in the future.
  4. Time Management: Customer service training should include time management skills to ensure that customer needs are met promptly without compromising on quality.
  5. Emphasis on Quality: Employees must prioritize delivering quality service that reflects the company's commitment to excellence.
  6. Personalized Service: Training should emphasize the importance of understanding each customer's unique requirements and finding ways to meet them effectively.
  7. Crisis Management: Training should include scenarios to prepare employees for managing unexpected challenges.
  8. Continuous Improvement: Regular training and feedback loops are essential for continuous improvement.

 

 

Benefits of Effective Customer Service Training

 

  1. Enhanced Customer Satisfaction: Well-trained employees can address customer concerns with confidence, resulting in higher levels of customer satisfaction. Happy customers are more likely to become loyal customers.
  2. Customer Retention: Satisfied customers are more likely to return for repeat business. This reduces the need for costly customer acquisition efforts.
  3. Positive Brand Image: Exceptional customer service contributes to a positive brand image. When customers receive excellent service, they're more likely to recommend your company to others.
  4. Competitive Advantage: In a crowded manufacturing industry, excellent customer service can be a unique selling point. It sets your business apart from competitors who may focus solely on the product.
  5. Increased Sales: Happy customers are more likely to make repeat purchases and buy additional products or services, resulting in increased sales and revenue.
  6. Reduced Costs: Effective customer service can lead to a reduction in customer complaints and returns, which can lower operating costs.
add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

In the opening chapter of The E-Myth Revisited, a nearly 30-year-old book that is still relevant today, author Michael E. Gerber describes “The Entrepreneurial Seizure” or that moment when you decide to go into business for yourself.

 

Once the idea of entrepreneurship enters your mind it is life changing. Your imagination explodes with dreams of independence and success that will flow from turning your technical skills or passions into a be-your-own-boss enterprise. “Do what you love,” they say, “and you will never work another day in your life.”

 

This leads to what Gerber calls “The Fatal Assumption” which is that if you are good at the technical work of a business or are passionate about the work you will offer to the marketplace, then it follows that you will understand the business of delivering your goods or services to your customers. In the early days of your business this assumption can appear to be true. 

 

You launch your business filled with entrepreneurial energy, find customers, provide your products or services, build your reputation, and get more customers.

 

The growth cycle continues. Everyone is happy until one day you discover that your success is crushing you and the fatal assumption is revealed: That the technical skills you have are just one small part a of a complex set of business skills that you need to ensure your success.

 

For you to succeed as an entrepreneur you need the following four foundational elements:

 

  • A good product or service that customers want;
  • The ability to sell and deliver your products or services to your customers with quality and timeliness;
  • The ability to follow your money, understand cashflow, receivables, payables, and taxes and to take action to keep it all in order;
  • The ability to manage and strengthen interpersonal relationship with customers, employees, suppliers, etc.

 

Usually, a business starts with your product or service idea that has market demand or perceived market potential and perhaps you have competency in one of the other three foundational elements. 

 

But no one is proficient in all four so entrepreneurial energy and grit to succeed will only take you so far. Then the weaknesses in your business structure and practices reveal themselves as your business grows and your entrepreneurial dream begins to crack. It happens to all businesses.

 

When your business grows to the point where your success is crushing you, you must make a choice to either:

 

  1. Limit your business size to one you can handle on your own or;
  2. Change your business structure by hiring talent to shore up your weaknesses to enable continued growth.

 

Both options are valid. If you want to be a self-employed technician, where you are in control of your job then option 1 is for you but if your entrepreneurial goals include growth beyond your personal time and talent limitations you must choose option 2.

 

Option 2 requires the strategic hiring of people with talents that you do not have that will enable you to delegate and entrust parts of your business operations to them.

 

This may be accounting, sales, HR, communications and/or production personnel and managers.  Some of these services may be contracted out and some are better achieved if hired into your company. 

 

These are important strategic decisions that will enable you to grow beyond your previous limitations.  As you delegate to competent people your job changes to a true company president.

 

When you have good people in the right places in your business you can look up from your day-to-day operations and look out into the marketplace for new opportunities. Sales grow, production increases, cash flows better, and employees, customers, and vendors are satisfied.

 

This sounds easy, but giving up control of parts of your business to other people is a challenging and necessary growth step for small business entrepreneurs.  You may want to enlist a business coach who can also help you stick to your growth plan when it gets hard, as it always does.

 

Remember, at this stage of your business growth what you really need is good people with leadership skills and business management talents that are different and complimentary to yours so that you can set yourself and your business up for success in the next phase of your entrepreneurial journey.

 

 

Submitted by Murray Smith, President of Blue Cancoe Consulting

 

 

 

view all comments (1) add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

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

 

  • Know your early warning signs. Common burnout symptoms include poor sleep, loss of motivation, exhaustion, feeling every day at work is a bad day, increased irritability and engaging in escapist behaviours.
  • Increase your self-efficacy. Seek out coaching and professional development experiences to identify mastery experiences.
  • Empower your team and delegate more. Share your vision and purpose and reduce micro-managing.
  • Become more deliberate with your time. Use your leisure time wisely and seek out positive social support and sources of relaxation and achievement outside of work.
  • Take a break, 20 minutes a day. No texting, no internet, just you and an introspective practice (like mindfulness). Unplug out of work daily.
  • Rewind, reflect, remember.  Take time to remember why you’re doing what you do. What is your purpose?
  • Get the basics right.  Diet, sleep, and exercise.
  • Honestly assess your situation and work toward solutions. Ask yourself the following questions: How am I travelling? Am I doing those things? Why am I doing what I am doing?
  • Mentally remove yourself from the job. Step back and try to look at your job from an external objective point of view.
  • Manage your energy not your time. Work out when you are most productive and do important tasks then.

 

Source: HumanPsychology 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Flexible work hours, new technology, and ever-changing workplaces has made it more difficult when it comes to setting healthy boundaries at work.

 

Factor in ongoing labour shortages and retention issues in many sectors, it’s now more important than ever for employers to create an environment where employees feel comfortable and productive.

 

“As people continue to move back into the workplace, you want to do it in stages. You don’t want to do it all at once,” recommends Carrie Thomas, owner of Nimbus HR Solutions Group, a Chamber Member. “Many people don’t really have a workday anymore they have a workflow, and we don’t even have boundaries and have let them all go.”

 

She says workplace boundaries can be broken into several categories, including physical, intellectual and emotional, communication, time, and priority and workload, and that each requires employers and employees to have a clear indication of what their work expectations are.

 

“If work performance isn’t where it needs to be, as a leader, we need to ask ourselves why? Does the employee feel comfortable here and does the task match?” says Carrie. “Are we having those candid conversations with our employees to say these are the clear expectations I need from you? Maybe I missed something on your onboarding?”

 

She recommends creating a 90-day commitment plan to ensure a new employee can get up to speed, and to give returning employees time to get back into the flow.

 

“If an employee was away from work for medical reasons, we would create a return-to-work plan and it would be gradual,” says Carrie, adding that most SMEs owners spend at least 90% of their time dealing with people and people problems and that using a professional HR company can help ease those stresses. “We like to put the power of a full-service HR department into the hands of the small business owner so they can focus on the business of running their businesses.”

 

 

The team at Nimbus HR Solutions Group Inc. – Carrie Thomas, Danielle Delnick and Janette McDonald – provided the following advice when it comes to creating healthy workplace boundaries:

 

How would you define ‘healthy’ workplace boundaries?

Healthy workplace boundaries are an agreement and understanding between the employer and employee on what a person requires to be effective, successful, and even over-achieve in their work.

It is a balance between the needs of the employee versus the needs of the business. Overall wellness impacts a person’s ability to produce quality work, the happier, more fulfilled and balanced a person feels the better the output from them. Investing in a health work environment and company culture is a more cost-effective solution as it promotes retention and ultimately lowers the cost of recruitment and training.

 

Examples:

 

  • Promoting break periods: We all know people who eat lunch quickly at their desk while they continue to work. Promoting actual break periods away from the desk/workstation.
  • Limiting over-time, unless necessary: If constant over-time is happening for your business, there’s a good chance you have a hiring need.
  • Ensuring over-time is paid correctly.
  • Setting clear working hours: Limiting communication TO employees outside of them (we know that legally they don’t have to respond, but we also know people are reading them and potentially stressing from home).
  • Work cellphones: Companies providing work phones that can be turned off outside of working hours that don’t go through to personal lines.
  • Clear communication and management of projects.
  • Keeping emotions out of interactions: We all have seen movies where the boss raises their voice, demoralizes, or bullies their subordinate. If an employee’s work performance is not meeting the expectations of the company, managers are not entitled to yell or belittle them. There is a more effective way to communicate with someone who has failed.
  • Open door policies: Providing an environment where managers encourage feedback, questions, and input from their team.
  • Having and promoting an Employee Assistance Program (“EAP”) with your Employee Benefits Plan.
  • Company employee appreciation events (balancing work/fun).

 

When people return to the workplace, or continue with hybrid models, what potential steps should employers take to make the transition smoother?

 

  • Consider completing the transition in stages. This would be especially useful if your team is moving back to a fully on-site model.
  • Take an employee census to determine how they will be feeling about the move back to onsite to give you a better sense of what the culture will be like.
  • Encourage team lunches to build up in-person comradery.
  • Adjust your dress code policy: If possible, consider implementing a more workplace – casual dress code that is professional and comfortable. For example, some companies have incorporated a “athleisure” dress code and even provided them with company branded comfy sweats.

 

How can an employer help employees communicate their needs?

Establishing rapport with employees: The more employees trust their employer, the more likely they are to communicate when experiencing any challenges.

Establishing rapport with employees immediately is an excellent way to encourage open communication.

For example, managers can bring lunch for their teams, and instead of discussing business, they can encourage everyone to share their interests and lives. This might be a modest gesture, but it can work as an excellent way to help employees begin communicating with each other.

 

  • Having an open-door policy
  • Have regular meetings with employees.
  • Provide context regarding assignments.
  • Listen to employees.
  • Avoid making assumptions.
  • Learn employees’ strengths and weaknesses.
  • Regularly set expectations.
  • Provide constructive feedback.
  • Make roles clear from the start.
  • Choose a suitable method of communication.
  • Use tools to enhance communication: Keep in mind that messaging platforms, video conferencing, and e-mail are excellent communication tools but if you discover they're ineffective in your workplace, continuing to use them can result in communication challenges. If possible, try to take the conversation offline and speak to employees in person. Changing your communication method can simplify tasks and prevent miscommunication.

 

What are the signs that ‘healthy’ workplace boundaries may be lacking in a workplace?

 

  • Low retention
  • Employees edging on/experiencing burn out.
  • Lack of feedback from employees.
  • Hands-off management styles.
  • High sick calls/absenteeism.
  • Employees feel the need to answer emails regularly outside of work hours (and managers expect this).
  • Employees are unable to take vacation time, personal time.
  • Workplace gossip is rampant.
add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Contributors

Blog Contributor Portrait
Brian Rodnick
205
July 9, 2024
show Brian 's posts
Blog Contributor Portrait
Greg Durocher
41
July 28, 2023
show Greg's posts
Blog Contributor Portrait
Canadian Chamber of Commerce
24
January 29, 2021
show Canadian Chamber's posts
Blog Contributor Portrait
Cambridge Chamber
2
March 27, 2020
show Cambridge 's posts

Latest Posts

Show All Recent Posts

Archive

Tags

Everything Manufacturing Cambridge Events Spectrum New Members Taxes Region of Waterloo The Chamber Property Taxes Government Waste Cambridge Chamber of Commerce Networking Success Di Pietro Ontario Chamber of Commerce Greg Durocher Scott Bridger Food Blog Canada Ontario Cambridge Memorial Hospital Business After Hours Discounts Member Benefits Affinity Program Web Development Visa, MasterCard, Debit Big Bold Ideas Politics Elections Municipal Provincial NDP Liberals PC Vote Majority Christmas Homeless Leadership Oil Sands Environment Rail Pipelines Keystone Canadian Oil Canadian Chamber of Commerce Small Business Next Generation Cyber Security Millennials Energy Trump Washington Polls US Congress Bresiteers Trade NAFTA Europe Economy Growth Export Minimum Wage 15 dollars Bill 148 Cost Burdens Loss of Jobs Investing Finance Canada Capital Gains Exemption Tax Proposal MIddle Class Member of Parliment Unfair Changes Small Business Tax Fairness COVID-19 Mental Health Self-isolation Social Distancing Ways to Wellbeing Education Conestoga College Online Training Business Owners Personal Growth Communicate Young Professionals Workplace Communication Stress Emotionally and Physically Animals Pets Lockdown CEWS Employee Relief Employee Benefit Cambridge 50th Anniversary Celebrating Cambridge ToBigToIgnore Small Business Week Support Local Buy Local Business Support Waterloo Kitchener YouGottaShopHereWR Responsibility Culture Workplace Antiracist Inclusion Diversity Racism Federal Election Services Autonmy Professional Salary Wages CERB Workers Jobs Guidelines Health and Safety Etiquette Fun Inperson Members Golf Tournament GolfClassic Business Business Trends Home and Garden Garden Pools Home Improvements Backyarding Renos Summer Airlines Business Travel Bad Reviews Reviews Consumers Competition Bureau Dining Out Expert Advice Outdoors Economicrecovery BBQ Vaccines Community vaccinations Conferences Virtual Visitors Sportsandrecreation Spinoff Screening Kits Tourism Trends Productivity Engagement Remote working EmploymentStandardsAct Employees Employers Policies Employment Contracts Legal Public Health Virtual Ceremonies SMEs Health Canada Prevention Rapid Screening Health Entrepreneurs Building social networks Storytelling Video The She-Covery Project Child Care Workplaces Contact Tracing Time Management Pre-Budget Modernization Canada Emergency Rent Subsidy (CERS) Budget Ontario’s Action Plan: Protect, Support, Recover Federal Government Hotels and Restaurants Alcohol Tax Freezethealcoholtax Canadian Destinations Travel Grow your business Sales and Marketing Digital Restructure Financing Structural Regulatory Alignment Technological Hardware Digital Modernization RAP (Recovery Activiation Program) Support business strong economy Shop Cambridge Shop Local #CanadaUnited Domestic Abuse Family Funerals Weddings Counselling Anxiety Pandemic Getting Back to Work UV disinfection systems Disinfection Systems