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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.

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.

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.

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:

• Bridget Jensen of Better Bedtime will discuss the importance of good ‘sleep hygiene’ and how embracing your sleep-type sets the foundation for your day. 
• Naturopath Dr. Henna Plahe will “break the silence” regarding menopause, offering valuable tips to navigating this natural life transition, especially as it pertains to the workplace. 
• Ellyn Winters-Robinson, author, entrepreneur, mother, and storyteller will share her unique and positive insight on finding a transformative purpose in life after she was diagnosed with breast cancer.
• Psychotherapist Carling Mashinter of Relationship Matters Therapy will look at self-acceptance surrounding the cultivation of emotional intelligence, providing summit participants with practical strategies to support personal growth.
• Kathleen Beech and Jackie McMullen of Scotiabank will discuss the importance of encouraging women to build confidence in taking control of their finances and why a solid financial plan can benefit a women’s mental and physical health.
• Chiropractor Dr. Mark Guker of ReAlign Natural Health Clinic will outline a comprehensive guide to aging naturally and gracefully and explore various aspects of women's well-being. 

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.

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.

Navigating the intricacies of entrepreneurship and professional growth in the business world can be a daunting journey filled with challenges, uncertainties, and a constant need for adaptability. 

In this ever-evolving business environment, the mentor-mentee relationship can be a powerful and crucial catalyst for success and personal development, which is why our Chamber Circles program has been created. 

The program – one for women and another for entrepreneurs - offers business leaders a platform to not only expand their network but explore potential partnerships with peers as they advance their own growth both professionally and personally. 

The Chamber has enlisted a group of talented business mentors for each ‘Circle’ which consists of between four and five people who will discuss pre-selected topics once a month.

“Chamber Circles is a great way for business leaders to not only tap into our mentors’ knowledge and professional connections but can lead to networking opportunities with their peers as well as give participants the chance to cultivate their own skills and strengths,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “The monthly sessions will provide these business leaders with some added tools they need to enhance their businesses.”

He says the Chamber Circles for Women stream was created after the Chamber was approached by some female members requesting an opportunity to learn and collaborate with other women business leaders like themselves. The second stream, Chamber Circles for Entrepreneurs, is available to all business leaders.

“Having both streams provide a large cross-section of the business community the chance to thrive and succeed,” says Greg.

The program touches on a variety of topics, including bringing creativity into your work role, finding new ways to manage yourself and others, how to give and receive effective feedback, as well as a look at resiliency and the importance to continuously evolve. 

“These are topics we feel are very relevant to operating a business in today’s economic climate and will give these leaders an even better foundation,” says Greg.

Click here to learn more about joining Chamber Circles. 

A few reasons why joining Chamber Circles can assist your business:

​

Guidance Through Experience

By sharing their experiences, mentors provide invaluable insights that can help mentees avoid pitfalls and make informed decisions. 

Accelerated Learning Curve

Instead of relying solely on trial and error, mentees can leverage the wisdom of their mentors to gain a deeper understanding of industry intricacies, best practices, and strategies for success. 

Building a Network

Building a robust network is an invaluable asset, often leading to collaborations, partnerships, and a broader spectrum of career opportunities.

Confidence and Emotional Support

Having a mentor provides a reliable source of emotional support and encouragement. This emotional support fosters confidence, helping mentees navigate uncertainties with a positive mindset.

Encouraging Innovation

Mentors not only guide mentees within existing frameworks but also encourage innovative thinking. This dynamic approach to problem-solving is essential in an era where innovation is often the key differentiator between success and stagnation.

The one constant thing business owners can count on is change, something the last three years have clearly shown.

But as business leaders continue to navigate in a changing economy shaped in the aftermath of the pandemic, many have not taken a moment to appreciate how resilient they’ve become.

“A lot of people haven’t been able to validate how many changes they’ve had to make doing business, and the transitioning and pivoting,” says Tracy Valko, award-winning mortgage broker and owner of Valko Financial Ltd. “They haven’t been able to look at their business, their goals and what they value in life and take the time to realize how resilient they’ve been.”

Tracy says in particularly, women business leaders are less likely to appreciate themselves and what’ve they been through and hopes to help rectify that by leading an informative and interactive workshop at our Women Leadership Collective Breakfast Series: Resilient Mindset later this month at Langdon Hall.

“I still see so many women spending time second guessing their skill sets,” she says, noting men seem to have more resiliency and forgiveness for themselves when it comes to pivoting in business. “Women spend more time judging themselves, thinking ‘maybe I shouldn’t speak up because someone’s going to say something’. I think in this world, especially now, women have to stand their ground and come together to support each other.”

At our Women Leadership Collective event Tracy will provide strategies for women to become more resilient by offering them a look inside what she refers to as her ‘resilient toolbox’ and share personal stories of what she has gone through creating a successful business over the course of the last 25 years. Besides being named one of Canada’s top individual brokers, she is also a published author and motivational speaker.

“I will provide a lot of different affirmations of ways to look at resiliency,” says Tracy, referring to her presentation. “A lot of people just don’t take the time to appreciate how far they’ve come and be able to pivot very quickly in an ever-changing world.”

Click here to learn more, or to register for our Women Leadership Collective Breakfast Series: Resilient Mindset which takes places Wednesday, Nov. 29 from 9-11 a.m. at Langdon Hall.

Tips about a resilient mindset

Embracing Change and Uncertainty

A resilient mindset begins with the willingness to embrace change and uncertainty. 

​Learning from Failure

Failure is a common part of life, and a resilient mindset allows us to see failure as a valuable teacher. 

​Cultivating a Positive Mindset

Resilient people focus on the positive aspects of a situation and avoid dwelling on the negative. 

​Building Strong Social Connections

Resilience is not a solitary endeavor. Building and maintaining strong social connections is a crucial aspect of a resilient mindset. 

​Setting Realistic Goals

While having big dreams is important, setting smaller, attainable milestones helps build confidence and motivation. 

​Practicing Self-Care

Resilient individuals recognize the importance of taking care of their physical and mental well-being. 

Adaptability

Those with resilience are not rigid in their thinking and are open to new ideas and solutions. They can adjust their plans as circumstances change and are willing to try different approaches to achieve their goals.

​Developing Problem-Solving Skills

Resilient individuals are excellent problem solvers. They break down complex issues into manageable steps and work through them systematically. 

​Seeking Support and Seeking Help -

Resilient individuals are not afraid to seek support and help when they need it. 

​Maintaining Perspective

In the face of adversity, resilient individuals remind themselves of the bigger picture. They recognize that the current challenge is just a chapter in their life's story and that it will pass, making way for new opportunities and growth.

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 

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.

Mental health in the workplace continues to be a major focus, especially as businesses continue to deal with labour shortages and adapt to hybrid work models.

“You have to prioritize it,” says Robyn Schwarz, Fund Development, Advocacy, and Communications Lead at Porchlight Counselling Addictions Services in Cambridge. “You have to see it as something you need to learn, the same way you need to learn anything else to grow your business.”

Despite the fact the pandemic is considered a thing of the past, she says for some fears and concerns surrounding COVID-19 – especially for those with ongoing health issues - continue to impact their mental health.

“I like to think the pandemic really escalated a lot of stressors and acted almost like a catalyst for things that were already just under the surface in our lives,” says Robyn, referring to it as “collective trauma” for the community in general.

She says for working parents who had to find ways to support their children through school lockdowns while trying to balance their work life, it has proven particularly hard as they face rising costs. In fact, according to a recent Wellbeing Waterloo Region report Cambridge residents, despite having lower income levels, work more hours to make ends meet. The report shows 6.2% work 55 hours a week or more at than their main job and a 28.3% of respondents work 20 or more hours a week at a second job.

“I think as a community, we’re trying to figure out what do our lives look after this while also really struggling cognitively with our brains,” says Robyn.

As a result, she says it’s important for employers to be able to read the signs an employee may be dealing with mental health issues.

“Looking at different behavioural changes can be really helpful,” says Robyn, noting that sudden tardiness, anger issues, or signs often associated with being a ‘bad’ employee could really indicate a mental health concern. “A mental health issue is one of those things that shows up so different with everyone and we all have different understandings of what emotional dysregulation look likes.”

As well, she says addiction issues could also be a byproduct as employees try to find ways to cope with anxiety and depression.

“A couple of things we’re hearing in the community is an increase in normalized addictions because many people were at home during the pandemic,” she says, referring to alcohol consumption. “That is something we’ve been really concerned about because it’s something you can hide really easily until it becomes life or death.”

As a result, she says creating a supportive workplace environment through trust and open communication is important for an employee to address their mental health issues.

“It’s all about finding ways to build those spaces into your work and obviously, every workplace is different. There is no one ‘right’ way to do this,” says Robyn. “It’s about knowing how to talk about mental health and being able to communicate that in a kind and compassionate way. Many employers themselves are also under stress and when an employee knows that they can mutually support each other.”

She says just sending employees emails with links to mental health resources isn’t enough, and in fact, could exacerbate the situation.

“In that case, you’re putting the onus on your employee to do something that they might not even have the capacity to do and you’re also creating a situation where they feel you’re actually giving them more work to do.”

Finding resources can be difficult, says Robyn, noting that private therapy in Canada can cost between $160 to $250 an hour, and that on average between six to 10 sessions are usually needed for a person to make any progress.

“Most benefit packages I know, unless you work for a very large corporation, cover perhaps $500 a year,” she says, adding Porchlight, which offers a variety of services, is a good place to discover local resources. “The system right now is a great big puzzle and is very confusing, so an organization like ours we can do the heavy lifting for people to help them access affordable mental health and addictions support.”

Recommendations from the Ontario Chamber of Commerce’s Mental Wellness in the Workplace: A Playbook for SMEs

Develop a comprehensive mental health strategy

•    Develop a mental health strategy that is linked to your EDI strategy.
•    Measure baseline workforce mental health through qualitative (e.g., regular pulse checks and surveys) and quantitative measures (e.g., absenteeism, presenteeism, short- and long-term disability, etc.).
•    Set specific performance targets based on baseline data and the unique needs of your organization and employees.
•    Monitor progress to assess whether intended outcomes were achieved and what steps are needed to improve psychological health and safety.

Build a psychologically healthy and safe workplace culture

•    Invest in mental health training to ensure leaders can recognize distress and support employees.
•    Pay attention to the quality of social connections and consider team building options (that adhere to public health guidelines) to foster camaraderie.
•    Encourage employees to practice self-care that includes daily relaxation to decrease stress and healthy habits (e.g., adequate sleep, exercise, etc.).
•    Consider small gestures of appreciation (e.g., a gift card or simple “thank you”), which can impact someone’s day.
•    Consider building a mental health committee or peer support program.

Communicate widely, regularly, and effectively

•    Encourage leaders to model open and authentic communication about their mental health challenges – to reduce stigma and encourage employees to seek support.
•    Create spaces for conversation between leaders and employees to share how they feel, check-in with one another, and build a sense of community.
•    Repeat key messages throughout the year to create lasting cultural change and using various formats (e.g., team meetings, posters, etc.)

Ensure adequate resources and supports for employees and their families

•    Ensure supports are varied, visible, and accessible – in-person and virtually.
•    Invest in leaders’ wellbeing so they can provide support to employees.
•    Support employees along the full continuum of mental health – from prevention to early intervention to recovery.
•    Review your company’s health plan with your benefits administrator to examine what supports you currently provide and what could be added.