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The political landscape of the United States has always had ripple effects beyond its borders, particularly in Canada. The two countries share not only economic ties but also social, cultural, and psychological interconnections. 

 

In recent years, particularly during Donald Trump’s first, and now second presidency, Canadians have reported increased levels of stress and anxiety related to the political climate south of the border. From threats of tariffs to talk of annexation and aggressive foreign policies, these developments are more than just headlines—they’re mental health triggers.

 

“Unfortunately, right now in particular, our world is very unsettled,” says Helen Fishburn, CEO of the Canadian Mental Health Association, Waterloo Wellington Branch. “We’re feeling it in every part of our lives and the ground we're walking on is literally changing day by day.”

 

Throughout the pandemic, she says the CMHA experienced a 40% increase in call volumes pertaining to mental health issues which have not returned to pre-pandemic levels creating a ‘new normal’ level, which has only been exacerbated by Trump’s talk of tariffs and annexation.

 

Beyond the economic implications, there is a psychological toll in witnessing long-standing alliances become strained. Canadians often view the U.S. as not only a close neighbour but also a partner in shared democratic and cultural values. When that relationship feels uncertain—especially when threatened by economic aggression or nationalist rhetoric—it can lead to a sense of instability, helplessness, and even identity confusion for some.

 

People feeling anxious

 

“We’ve seen another uptick in calls and concerns, but that's not unusual for us when the world is unsettled and things are happening in our community that people feel very anxious and worried about,” says Helen. “It’s a tough world that we're navigating right now.”

 

She says it’s important for people to take responsibility for their own mental health, which can be difficult when it comes to navigating negative posts on social media.

 

Paying attention to yourself is key she says.

 

“Ask yourself, ‘What are the things that I'm doing to cope right now?’, especially if you're in one of those sectors that's really impacted by tariffs like the automotive industry, food, construction, agriculture, forest and mining,” says Helen. “We have to be a little more vigilant about our mental health.”

 

First and foremost, she says we have a responsibility to try and manage the stress that we're experiencing in our lives in a way that's healthy and productive.

 

“But there are times that we lose our ground, and we just don't always catch it,” she says.  “However, you can see it sometimes in other people sooner than you can see it in yourself.”

 

In workplaces, she says it’s important for employers to recognize when an employee may be struggling, looking for various signs such as sudden absenteeism, significant tiredness, or introverted behaviour from someone who has always been more extroverted. She notes that approximately $51 billion annually in Canada is lost due to mental health issues in the workplace.

 

Connection good for mental health

 

“First of all, the most important thing is to actually name it and talk about the stress we're under,” says Helen. “Talk about the impact of all the things that are happening in the world, most of which we don't have any control over, and really identify that and create opportunities for employees to talk about it.”

 

She says setting healthy boundaries is important, ensuring employees can disconnect from their workplace and encouraging them to access EAPs (Employee Assistance Programs), or provide pamphlets and information through email that can benefit them. 

 

“Continue to regularly encourage people to connect as they need to, and then have managers check in with their staff in a very kind of informal, non-judgmental way,” says Helen, adding employees must also not be made to feel they are being monitored. “But it can go a long way when your manager just says, ‘How are you doing with all this? How are you managing? Is there anything you need?’”

 

At the CMHA, which has approximately 450 staff members working across nine offices, staff meet several times a year, plus an online forum is used where employees are encouraged to ask questions. 

 

Supports are available

 

“You need to find multiple ways to keep your employees engaged because those are the kind of things that keep people feeling connected and grounded,” says Helen, adding how important this can be considering hybrid workplaces. 

 

For those workplaces that require mental health supports, she says the CMHA has many resources available, including its ‘Here 24 Seven’ service where people can access assistance for themselves or a family member via a toll-free number (1-844-Here-247), or by visiting www.here247.ca.

 

“Just call us and we'll help you figure out. We're always available to help people and make sure that they get to where they need to get to it,” says Helen, noting the economic impact mental health has on businesses can’t be ignored.  “We continue to be very underfunded across the mental health sector as it relates to healthcare in general. We're struggling to meet the needs that's out there and know the need just continues to rise and be even more intense.”

 

 

Methods business leaders can support the mental health of their teams:

 

Foster an Open and Supportive Culture

By normalizing conversations and showing vulnerability—such as discussing stress or burnout—they help reduce the stigma. Encouraging open dialogue, offering empathy, and actively listening to employee concerns create a safe space where people feel comfortable seeking help.

 

Provide Access to Mental Health Resources

Organizations should invest in resources that support mental well-being, such as Employee Assistance Programs (EAPs), therapy services, wellness apps, and mental health days. Leaders should ensure employees are aware of these benefits and encourage their use without fear of judgment or career repercussions.

 

Promote Work-Life Balance

Leaders can model healthy work habits by setting clear boundaries, taking time off, and respecting employees’ personal time. Flexible work schedules and remote options also help employees manage stress and balance responsibilities.

 

Train Managers to Recognize Signs of Distress

Managers are often the first to notice changes in behaviour or performance. Providing them with mental health training helps them recognize warning signs and approach sensitive conversations with care. Empowered managers can guide team members to appropriate resources and support early intervention.

 

Create a Culture of Recognition and Purpose

Leaders should regularly acknowledge employee contributions, celebrate successes, and clearly communicate how individual roles support organizational goals. A sense of purpose can be a powerful buffer against stress.

 

Encourage Breaks and Downtime

Leaders should encourage regular breaks, manageable workloads, and discourage a “grind” culture. Even small gestures, like encouraging walking meetings or designated no-meeting hours, can make a difference.

 

Lead by Example

When leaders openly prioritize their own mental health—taking time off, using wellness benefits, practicing mindfulness—they give employees permission to do the same. Authentic leadership builds trust and encourages a healthier workplace dynamic.

 

Continuously Evaluate and Improve

Supporting mental health is an ongoing effort. Leaders should regularly gather feedback through surveys or listening sessions and adjust policies and practices accordingly. What works for one team may not work for another, so flexibility and responsiveness are key.

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When an entrepreneur starts a business, they often find themselves wearing many hats, often taking on such jobs as CEO, accountant, marketer, and even the IT technician.

 

However, trying to do everything yourself can take a toll on your mental and physical health – and, eventually, your business growth, which is why experts recommend outsourcing certain tasks.

 

“I think a lot of entrepreneurs think they don't have the money for it, or they feel like they can save money by doing it themselves,” says Carrie Thomas, founder, and CEO of Nimbus HR Solutions.  “But all it takes is being tripped up one time over something, like an HR issue, and you realize you should be reaching out.”

 

One of the primary reasons businesses outsource is to save money since hiring full-time employees for every task can be costly, considering salaries, benefits, training, and office space.

 

But outsourcing allows businesses to tap into skilled professionals at a fraction of the cost which can lead to significant reductions in operational expenses, enabling companies to allocate resources more effectively.

 

Streamlined approach

 

As well, outsourcing non-core activities, businesses can focus on their core competencies, leading to increased efficiency and productivity. This can allow employees to devote more time to strategic initiatives, innovation, and revenue-generating activities rather than administrative or repetitive tasks. This streamlined approach ensures that key business functions run smoothly without unnecessary distractions.

 

“Having to outsource means you can have subject matter experts available to you for a fraction of the price, who can help you and kind of level up your business,” says Carrie, describing how finding an accountant to help handle finances was one of the first things she did when starting her company. “Maybe you have a bookkeeper do fractional CFO, or maybe you could do the books yourself but with guidance from an accountant?”

 

Outsourcing provides businesses with access to specialized expertise that may not be available in-house. Many outsourcing firms are dedicated to specific industries, meaning they have the latest knowledge, tools, and best practices.

 

Whether it's IT support, digital marketing, legal services, or customer service, outsourcing allows companies to leverage the expertise of professionals who excel in their respective fields.

 

Reach out to other business leaders

 

But finding the right sources can be difficult, which is why Carrie suggests entrepreneurs reach out to other business leaders for potential contacts and advice.

 

“For myself, I spoke to other business owners and asked them what accounting service did they us, or didn’t use,” she says. “This can be really valuable.”

 

Outsourcing, especially when chosen based solely on cost savings, can sometimes lead to subpar quality. Some vendors may cut corners, use less experienced staff, or fail to meet the company's expectations. As a result, quality could suffer and businesses may face customer dissatisfaction, negative brand perception, and even additional costs to correct errors or redo work.

 

When it comes to finding a potential outsource, Carrie says business leaders should treat the process as a job interview.

 

Choose reputable partners

 

“You’re interviewing them to be your partner in a certain component of your business,” she says. “So do the homework and ask those difficult questions. ‘Why did you lose a client?’, ‘What was your worst client situation and how did you handle it?’”

 

Carrie also recommends trying to stay away from using the services of friends or family when starting out in business.

 

“It’s so easy to go people we know. I think that’s OK to a point, but I think when you have family or people you know that are involved, it’s business and you don’t want to blur the lines,” she says. “If it becomes a business relationship, you have to be clear on what the expectations are and be clear on what the deliverables are and if they’re not, then you can have another conversation.”

 

To minimize potential downsides, companies should choose reputable outsourcing partners, establish clear contracts, and continuously monitor performance because a well-balanced approach can help businesses leverage outsourcing while avoiding its pitfalls.

 

 

Benefits of outsourcing

 

Cost Savings

By outsourcing, companies can access skilled professionals at a lower cost, often in countries where labor expenses are significantly reduced. This allows businesses to allocate resources more effectively and invest in core operations.

 

Access to Global Talent

Outsourcing enables businesses to tap into a global talent pool, ensuring access to highly skilled professionals without geographical limitations

 

Increased Efficiency and Focus on Core Activities

By outsourcing non-core tasks, businesses can focus on their primary objectives and strategic goals. This leads to improved efficiency and a stronger competitive edge.

 

Scalability and Flexibility

Outsourcing offers businesses the flexibility to scale operations up or down based on demand. This is especially beneficial for businesses with seasonal fluctuations or those experiencing rapid growth.

 

Access to Advanced Technology

Many outsourcing providers invest in the latest technology, software, and tools to remain competitive. This is particularly valuable in areas like IT, cybersecurity, and digital marketing, where staying ahead in technology is crucial.

 

Risk Management and Compliance

Outsourcing can help businesses mitigate risks, particularly in areas such as legal compliance, cybersecurity, and regulatory requirements. This is particularly important for businesses operating in highly regulated sectors like finance and healthcare.

 

 

When should a business outsource?

 

Overworked Employees and Decreased Productivity

If your employees are constantly overburdened with tasks outside their core responsibilities, it may be a sign that outsourcing is needed. Overworked staff can lead to burnout, decreased morale, and lower productivity. 

 

Rising Operational Costs

Businesses looking to cut costs without compromising quality often turn to outsourcing. Hiring external specialists can reduce the need for in-house infrastructure and long-term employee commitments, leading to substantial savings.

 

Lack of In-House Expertise

As businesses expand, they may require specialized skills that their existing team doesn’t possess. Outsourcing allows you to access top-tier professionals without the costs of recruitment, training, and salaries.

 

Declining Customer Satisfaction

If customers are experiencing long wait times, poor service quality, or unresolved issues, it may be time to outsource customer support. Happy customers lead to repeat business and positive brand reputation.

 

Difficulty Scaling Operations

For businesses experiencing rapid growth, scaling operations efficiently can be challenging. Whether it's manufacturing, logistics, or administrative support, outsourcing provides flexibility, allowing you to expand or downsize without major disruptions.

 

Falling Behind on Innovation and Strategy

If your leadership team spends too much time managing routine administrative tasks instead of focusing on strategic growth, outsourcing is a logical solution. Non-core functions like bookkeeping, IT maintenance, and HR services can be outsourced, freeing up time for business leaders.

 

Compliance and Security Concerns

Businesses operating in industries with strict regulatory requirements, such as healthcare and finance, must ensure compliance with laws and data security measures. Outsourcing to specialized firms with expertise in compliance and cybersecurity can help mitigate risks and prevent costly legal issues.

 

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Canadian businesses are grappling with significant challenges stemming from U.S. President Donald Trump's imposition of tariffs.

 

These measures have introduced economic uncertainty, disrupted supply chains, and strained the historically robust trade relationship between Canada and the United States.

 

That uncertainty has been compared to what many businesses felt when the pandemic virtually shut down the economy, creating chaos and confusion.

 

To assist the local business community as they did then, the Cambridge Chamber of Commerce and Greater Kitchener Waterloo Chamber of Commerce have relaunched their Ask the Expert initiative to share information and resources.

 

Held online every Thursday from 9 a.m. to 10 a.m., Ask the Expert provides business operators the opportunity to discuss their concerns, as well as hear the latest news and insights from a variety of professionals surrounding the issues related to this escalating trade war, including federal aid programs.

 

Global growth slowdown

 

Among those who recently shared their knowledge was Automotive Parts Manufacturers’ Association (APMA) CEO Flavio Volpe who discussed, among other things, the impact tariffs will have on auto industry on both sides of the border. 

 

“It almost feels a little bit like we are in the early days of the pandemic when business owners we’re just trying to understand what was happening,” says Cambridge Chamber President and CEO Greg Durocher, describing the uncertainty currently being felt by business owners.

 

The Organization for Economic Co-operation and Development (OECD) has highlighted the detrimental impact of these tariffs on the global economy, with particular emphasis on Canada.

 

The OECD forecasts a slowdown in global growth to 3.1% in 2025 and 3.0% in 2026, attributing this deceleration partly to the trade tensions initiated by the U.S. Specifically, Canada's economic growth is projected to decline to 0.7% in 2025, a significant reduction that underscores the profound effect of the tariffs on the nation's economic trajectory.

 

Eroded business confidence

 

The unpredictability associated with the on-again, off-again nature of the tariffs has eroded business confidence.

 

The latest CEO Confidence Index from Chief Executive magazine indicates a significant drop, reaching the lowest level since November 2012. This decline is attributed to the fluctuating tariff policies between the U.S., Canada, and Mexico, which have made long-term planning and investment decisions increasingly challenging for businesses.

 

Executives from major financial institutions have voiced concerns about the negative impact of this uncertainty on business operations and economic stability. 

 

Greg says that uncertainty is clear, noting many of those logging on to Ask the Expert are smaller business owners who may not be directly impacted by tariffs but more from the trickle-down effects of a prolonged trade war.

 

“Nobody really knows yet what those impacts will be,” he says. “The people joining us really want to know more about timing and when things are going to happen. I think some of the concerns are morphing away from talk of annexation and are now touching on the realization that there is something really wrong in the U.S.”

 

To join an Ask the Expert conversation, visit www.chambercheck.ca (which offers resources and information to help businesses) and sign up. 

 

For those who can’t participate live, Ask the Expert videos are posted on  www.chambercheck.ca  and the Cambridge Chamber of Commerce YouTube channel. 

 

 

Federal aid package info

 

In response to U.S. tariff impositions that have disrupted trade and heightened economic uncertainty, the Canadian government has introduced a comprehensive aid package exceeding $6 billion to support affected businesses. The key components of this financial assistance include:

 

1. Trade Impact Program by Export Development Canada (EDC):

With its newly launched Trade Impact Program, EDC is prepared to facilitate an additional $5 billion over two years in support. This program aims to:

• Market Diversification: Assist exporters in identifying and penetrating new international markets, reducing reliance on the U.S. market.

• Risk Mitigation: Provide solutions to manage challenges such as non-payment risks, currency fluctuations, and cash flow constraints.

• Expansion Support: Offer financial backing to overcome barriers hindering business growth and international expansion.

These measures are designed to help companies navigate the economic challenges posed by the tariffs and adapt to the evolving trade environment. 

Government of Canada.

 

2. Business Development Bank of Canada (BDC) Financing:

To support businesses directly affected by the tariffs, the BDC is providing $500 million in favorably priced loans. Key features include:

• Loan Amounts: Businesses can access loans ranging from $100,000 to $2 million.

• Flexible Terms: Loans come with favorable interest rates and flexible repayment options, including the possibility of deferring principal payments for up to 12 months.

• Advisory Services: Beyond financing, BDC offers advisory services in areas such as financial management and market diversification to strengthen business resilience.

This initiative aims to provide immediate financial relief and support long-term strategic planning for affected businesses. 

 

3. Farm Credit Canada (FCC) Support for Agriculture and Food Industry:

Recognizing the unique challenges faced by the agriculture and food sectors, the government has allocated $1 billion in new financing through FCC. This support includes:

• Additional Credit Lines: Access to an additional credit line of up to $500,000 for eligible businesses.

• New Term Loans: Provision of new term loans to address specific financial needs arising from the tariffs.

• Payment Deferrals: Current FCC customers have the option to defer principal payments on existing loans for up to 12 months.

These measures are intended to alleviate cash flow challenges, allowing businesses to adjust to the new operating environment and continue supplying high-quality agricultural and food products. 

 

4. Enhancements to the Employment Insurance (EI) Work-Sharing Program:

To mitigate layoffs and retain skilled workers, the government has introduced temporary flexibilities to the EI Work-Sharing Program:

• Extended Duration: The maximum duration of work-sharing agreements has been extended from 38 weeks to 76 weeks.

• Increased Access: Adjustments have been made to make the program more accessible to businesses experiencing a downturn due to the tariffs.

This program allows employees to work reduced hours while receiving EI benefits, helping employers retain experienced staff and enabling workers to maintain their employment and skills during periods of reduced business activity. 

 

5. Strengthening Investment Protections:

To safeguard Canadian businesses from potentially harmful foreign takeovers during this period of economic vulnerability, the government has updated the Investment Canada Act Guidelines. While Canada continues to welcome foreign investment, these updates ensure that any investments posing risks to economic security can be thoroughly reviewed and addressed.

 

Click here to learn more.

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Ransomware is one of the most significant cybersecurity threats facing businesses today. This type of malware encrypts files and systems, rendering them inaccessible until the victim pays a ransom.

 

With an increasing number of organizations relying on digital infrastructure, cybercriminals have found lucrative opportunities to exploit vulnerabilities and demand hefty ransoms in exchange for restoring access to critical data.

 

In 2024 alone, there were many high-profile ransomware attacks that made national headlines. These included RBC, which saw more than one million of its clients fall victim to a phishing campaign and the CRA, which experienced a breach that resulted in more than two million Canadian taxpayers’ personal information become exposed. Suncor Energy also fell victim to a sophisticated attack that disrupted operations and exposed personal information of employees and contractors.

 

While these cases were well publicized, thousands more slide under the radar says John Svazic, founder, and principal consultant of Cambridge-based EliteSec Information Security Consultants Inc., making ransomware a silent threat to businesses.

 

“No one talks about it because it happens so frequently. It’s not news anymore,” he says, noting only attacks on bigger companies or institutions capture media attention.  “Unfortunately, for all the smaller business that get hit with it that’s a different story altogether. And sadly, there's not much smaller organizations can do about it, aside from either paying the ransom or in more depressing circumstances, shut down because they can't afford it.”

 

Cybercrime costs rising

 

One of the most immediate and severe consequences of a ransomware attack is financial loss.  According to the U.S. Department of State, the annual average cost of cybercrime is predicted to hit more than $23 trillion in 2027.

 

Ransom demands - depending on the size of the target - can range from hundreds to thousands of dollars. Even if the business decides not to pay, the costs of recovery, including IT support, security enhancements, and potential legal fees, can be significant. Additionally, businesses may suffer from loss of revenue due to operational downtime, as systems remain locked until the issue is resolved. Their reputation with customers may also be damaged in wake of an attack.

 

To combat potential threats, John urges businesses, especially smaller ones, make sure they don’t become a victim.

 

“Part of it is awareness training and making sure your staff is aware of what they're doing,” he says, noting that ransomware attacks take on two different flavours.

 

One, involves the data being encrypted until a ransom is paid and the victim provided with a decryption key, the other involves holding the data hostage then blackmailing the victim until a ransom is paid to prevent it from being ‘leaked’.

 

Cybercriminals look for weaknesses

 

“They claim they will delete your data after the ransom is paid, and most of the time they will. However, you always run the risk they may just come back in a few months,” says John, adding all businesses, regardless of size can become a victim since they have an online presence.  “The likelihood of someone targeting you specifically is low unless you've really made a name for yourself and or you have essentially ticked someone off.”

 

He says most cybercriminals are ‘lazy’ and seek out the lowest common denominators when it comes to selecting their targets. 

 

“Not all ransomware attacks turn into multi-million-dollar ransoms. They’re searching the internet to see what's available and testing systems to see if they are connected properly and configured,” says John. “That means are you staying up to date with patching? Are there any known weaknesses? Are you staying up to date with locking things down? Did you just buy something off the shelf and plug it in and put it on the internet?”

 

As a result, he recommends business owners cover the basics in terms of security, which includes ensuring passwords are not shared or continually reused.

 

Personal data a target

 

“Awareness training is super important. There are security awareness programs that are available commercially as well as free,” says John, adding thanks to AI tools like ChatGPT and Grammarly, gone are the days when phishing emails littered with typos and grammatical mistakes were easy to identify. “They are becoming much harder to spot. You may even have someone who calls in pretending to be someone from the business calling an employee.”

 

He says in this case, using secondary verification such as a ‘passphrase’, can be a good way to combat fraud. Also, he recommends businesses dispose of data they no longer need, especially valuable credit card information.

 

“Don’t keep track of stuff you don’t need. This is very common with companies that are dealing with credit card transactions,” says John. “Many years ago, businesses thought they had to keep everything. Now that type of information is a treasure trove for criminals and that’s where you get yourself in trouble.”

 

He says any personal customer information businesses store is potentially valuable to someone. 

 

“The question is, how valuable is it?” says John. “It could be as simple as your name, your address, and your e-mail address, and that in itself is sufficient to potentially  start spamming you or your customers to get them to click on links to access their details, including banking information.”

 

Ransomware stats:

 

  • According to the Verizon Business: 2024 Data Breach Investigations Report, roughly one-third of all breaches involved ransomware or some other extortion technique. Pure extortion attacks have risen over the past year and are now a component of 9% of all breaches. Ransomware actors have moved toward these newer techniques, resulting in a bit of a decline in ransomware to 23%. However, when combined, they represent a strong growth to 32% of breaches. Additionally, ransomware was a top threat across 92% of industries.
  • In 2024, roughly 65% of financial organizations worldwide reported experiencing a ransomware attack (according to Statista).
  • A 2024 survey of cybersecurity professionals of organizations worldwide revealed that 32% of the organizations suffered ransomware attacks because of exploited vulnerabilities (according to Statista).
  • Ransomware victims permanently lose 43% of the data affected by an attack on average (according to SCWorld). 

 

Tips to combat ransomware

 

Educate and Train Employees

Phishing emails, malicious attachments, and fraudulent links are common entry points. Regular cybersecurity training can help employees recognize these threats. Training sessions should cover identifying suspicious emails, avoiding unknown links, and understanding the importance of strong, unique passwords.

 

Implement Strong Password Policies

Enforce policies that require complex passwords combining letters, numbers, and special characters. Encourage the use of multi-factor authentication (MFA) wherever possible, adding an extra layer of security even if passwords are compromised.

 

Regularly Update Software and Systems

Regularly updating operating systems, applications, and security software ensures that known security flaws are patched. Enable automatic updates where possible to reduce the likelihood of oversight.

 

Backup Data Frequently

Implement a robust backup strategy that includes daily backups of critical data; storing backups in multiple locations, including offsite or cloud-based solutions; regularly testing backup integrity and recovery processes.

 

Use Reliable Security Software

Invest in reputable antivirus and anti-malware solutions that offer real-time protection. Firewalls, intrusion detection systems, and email filtering tools add additional layers of defense. Regularly update these tools to ensure they can detect and block the latest threats.

 

Limit User Access Rights

Not every employee needs access to all company data. Implement the principle of least privilege (PoLP), granting users access only to the information necessary for their roles. This reduces the risk of widespread damage if an account is compromised.

 

Develop an Incident Response Plan

An incident response plan should include clear roles and responsibilities for response team members; steps to isolate infected systems; communication protocols with stakeholders and law enforcement; procedures for restoring data from backups; regularly review and update the plan and conduct drills to ensure all employees are familiar with their roles in an emergency.

 

Secure Remote Work Environments

Require the use of virtual private networks (VPNs), enforce strong authentication methods, and ensure remote devices are regularly updated and protected with security software.

 

Stay Informed About Threats

Subscribe to cybersecurity newsletters, follow reputable security blogs, and participate in industry forums to stay informed about the latest ransomware tactics and defense strategies.

 

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While the recent 30-day postponement of U.S. President Donald Trump’s tariffs and Canada’s retaliatory measures came as welcomed news to businesses, the lingering presence of these threats remain prompting the Chamber network to act using a variety of tactics, including advocacy, negotiation, education and promoting partnerships.

 

Trump’s demand for 25 per cent blanket tariffs on all Canadian goods, with the exception of a 10 per cent tariff on Canadian energy, and Canada’s proposed retaliatory tariffs on $155 billion of U.S. goods, has sent economic shockwaves through both nations prompting calls for action on both sides of the border.

 

To clearly map out the vital importance of the trading relationship between the two countries and the risks businesses face, the Canadian Chamber of Commerce’s Business Data Lab has introduced the Canada-U.S. Trade Tracker —a new tool designed to illustrate the ties between the two economies. It notes that $3.6 billion in goods crosses the Canada-U.S. border daily, generating a $1.3 trillion annual trade relationship.

 

"A 30-day delay means more time for Canadian businesses and governments to drive home the point that tariffs make no sense between the two closest allies the world has ever known,” said Candace Laing, President and CEO, Canadian Chamber of Commerce, in a release. “The Canadian Chamber, our network and businesses across the country will spend every day of it fighting hard to secure this historic, robust trading relationship. Raising the cost of living for Americans and Canadians with these taxes is the wrong move. Canada and the U.S. make things together, and we should in fact be building on that.”

 

 

Call to dismantle interprovincial trade barriers

 

It is a sentiment echoed by her colleagues at the Ontario Chamber of Commerce who have rallied their members, which includes the Cambridge Chamber, in a show of unity and strength and targeted actions including supporting a unified call for Canadian premiers to quickly dismantle interprovincial trade barriers and the creation of a business and trade leadership coalition.

 

Called the Ontario Business & Trade Leadership Coalition (OBTLC), it aims to unit leaders from key trade-dependent sectors to champion business-driven solutions, advocate for effective government policies, and solidify Ontario’s position as a global leader in trade.

 

“President Trump has claimed the U.S. doesn’t need Canada – but we are here to show just how invaluable we are. Ontario businesses are stepping up to safeguard our economy and reinforce our global competitiveness,” said Daniel Tisch, President and CEO of the Ontario Chamber of Commerce, in a release. “The Ontario Business & Trade Leadership Coalition represents a united response – a coalition of industry leaders committed to resilience, collaboration, and growth.”

 

BestWR brings business groups together

 

But the fight to ward off economic turmoil caused by these tariff threats has also been ramped up locally, says Cambridge Chamber of Commerce President and CEO Greg Durocher, through the revival of a unique partnership created during the pandemic to assist businesses.

 

“We created the Business Economic Support Team of Waterloo Region (BestWR) during COIVD-19 consisting of organizations that are fundamentally engaged in the economic activities through business in the region and have brought it back as a support mechanism for local businesses with respect to trade,” he explains. “It was created during the pandemic, but this is now really about a united force of business organizations helping local businesses navigate these turbulent trade waters.”

 

Besides the Cambridge and Greater Kitchener Waterloo Chambers, BestWR also includes Waterloo EDC, Communitech and Explore Waterloo Region.

 

“We are engaged right now with regional municipalities to create opportunities whereby we can offer a support role in helping local businesses find local or Canadian suppliers, or to expose local businesses to the products they currently manufacture or sell and may be able to find Canadian customers for,” says Greg, noting BestWR also has strong federal and provincial connections which they will use to assist businesses.

 

“We have the insight to be able to tap into key levers within provincial government and within the federal government to have input on what potential supports those governments may need to provide businesses to keep them moving through this turmoil.”

 

Ask the Expert returns

 

As a further measure to assist, both the Cambridge and KW Chambers have revived their online tool 'Ask the Expert'.

 

These weekly Zoom calls - created during the pandemic to provide business leaders with current information – will now provide an opportunity for manufacturers and businesses in the region who export to the U.S. to ask questions.

 

“We will invite various experts to take part in the one-hour call, and hopefully get some answers to their questions and help them keep their business humming along and doing the things they need to do to support their employees,” says Greg.

 

'Ask the Expert' will take place every Thursday, between 9-10 a.m.

 

“This all about businesses,” he says. “And how do we navigate the turbulent challenges ahead and make it a win for Canadian businesses.”

 

The Chambers have also revamped the chambercheck website (which offered timely resources for businesses during the pandemic) to provide a growing list of trade-related resources to inform and assist businesses.

 

 

Reasons for businesses to remain confident and optimistic:

 

Economic Resilience

Canadian businesses have demonstrated remarkable resilience in the face of past economic challenges. Our diverse economy and strong trade relationships beyond the United States provide a buffer against potential disruptions.

 

United Response

The Canadian government, provincial leaders, and business organizations like your local Chamber of Commerce are presenting a united front in response to this threat. This co-ordinated approach strengthens our negotiating position and demonstrates our commitment to protecting Canadian interests.

 

Potential for Internal Growth

For years the Chamber network has been encouraging the government of Canada to remove interprovincial trade barriers and unlock the economic prosperity lying dormant in these archaic policies. This situation presents an opportunity to address long-standing interprovincial trade barriers and by removing them boost Canada's economy by up to $200 billion per year, potentially offsetting the impact of U.S. tariffs.

 

Mutual Economic Interests

It's important to remember that the proposed tariffs would also significantly harm the U.S. economy. American businesses and consumers would face higher costs and reduced competitiveness, which could lead to pressure on the U.S. administration to reconsider this approach. 

 

Time for Preparation

With the proposed tariffs not set to take effect until at least March 1, there is time for diplomatic efforts and for businesses to prepare contingency plans as we work our business contacts and channels to influence key stakeholders in the U.S.

 

Leveraging Canadian Assets

Canada continues to highlight its valuable assets that are strategically important to the U.S., including:

 

  • Energy resources
  • Critical minerals
  • Nuclear power capabilities
  • AI research excellence
  • Lumber and building materials
  • Automotive
  • Agriculture

By emphasizing these assets, Canada is demonstrating that doing business with us is not just beneficial but strategically smarter than alternatives.

 

Government Support

The Canadian government has a track record of supporting businesses during trade disputes. We can expect measures to be put in place to assist affected industries if the tariffs are implemented.

 

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As businesses navigate an era of rapid technological evolution, shifting workplace dynamics, and global interconnectedness, preparing your workforce for 2025 demands strategic foresight. 

 

The key to success lies in fostering adaptability, embracing technological advancements, cultivating a culture of continuous learning, and prioritizing employee well-being.

 

“Whether it's the benefits program, whether it's salaries, the expectations of employees have gone up and I think also to the expectation of the business culture,” says Frank Newman, owner of Newman Human Resources Consulting. “I think people are making more and more decisions based on workplace culture.”

 

He says since the pandemic, the continuing trend of creating a strong workplace will become even more apparent in 2025 and beyond as potential employees look for reasons why they should work for a particular company.

 

Strong communication

 

“If a business owner can't answer positively what it's like to work there, then that’s going to be a problem,” says Frank. “As an employer, you have to look at your internal culture and determine what is it like. Are we behaving as we say we are? What are our values? And because it's still a competitive world out there, how do we differentiate ourselves?”

 

Ensuring your company brand is on target is key when it comes to navigating the current hiring environment, which he believes has become less civil since the pandemic in terms of the way some potential employees disrespect a company’s time, in some cases by not even showing up for a scheduled interview.

 

“I think as people we've got used to a little bit lower standard. So, as an organization, if you want to be the preferred employer or even the preferred partner to work with as a business partner, you need to up your game a bit because that's going to put you in good stead for the long run,” says Frank, adding sending a ‘thank you’ response to potential candidates just for applying is one way to make a positive impression.

 

“You want to make sure you increase your communication standards because everything is now subject to online reviews. The whole review concept is important - whether it's employee reviews or whether it's customer reviews – and to be aware and make sure you check them monthly because you don't know what people are going to say about your business.”

 

Safe environment needed

 

Good communication with employees also remains key, he says, noting in wake of the pandemic mental health issues continue to be an ongoing issue for many companies.

 

“The latest trend now is to make sure you have an employee assistance plan that can help with mental health and other counseling needs people have,” says Frank. “We live in an age of stress. It’s about having some tools for people to access, such as mental health professionals, or even just making sure that employees feel comfortable sharing.”

 

Creating a psychologically safe environment is a big part of developing a mental health strategy that works, taking into consideration the various pressures employees are under at work and at home.

 

Frank recommends conducting a pulse survey as a way to quickly collect feedback from employees to gauge their impressions of where the company stands at the moment. Depending on the size of your workforce, he says sitting down for a coffee and an informal chat can also be just as effective. 

 

“It’s about keeping an ear to the ground in terms of what your employees are feeling and facing,” he says. “We don’t want tone deaf business owners; that’s not going to cut it these days and I think people are looking for more humanity from their business leaders.”

 

A continued trends towards hybrid work situations could also play into that sense of humanity as employers look for ways to engage with their online workforce.

 

“You’ve got to make sure you are finding ways to leverage that and build those connections when people are isolated at home,” says Frank, noting that many employers continue to see a surge in potential applicants when it comes to offering hybrid work. “Managers must think about that and what it does to their recruiting.”

 

Investing in leaders

 

He says trusting your employees promotes growth and productivity, and that mistrust erodes confidence.

 

“What companies should be thinking of now is really investing in leaders. So, it’s important to make sure your leaders are connecting with their people and being authentic,” says Frank. “Most people leave an organization not because of work, but because of the boss.”

 

He says trust also works in both directions, especially when it comes to companies maneuvering through the current economic and political turmoil facing businesses in North America.

 

“It’s really about planning ahead and also letting your employees know that you’re taking things seriously and have plans in place to deal with these issues, because sometimes they are not aware of what management is doing and that may create some uncertainty,” says Frank, noting when it comes to the future, a strong AI strategy to assist employees boost their productivity is also a key consideration. “Companies should be leveraging that as much as possible.”

 

 

How businesses can prepare their workforce for the challenges of the near future:

 

1. Embrace Technological Integration

The workforce of 2025 will operate in a tech-driven environment. Businesses should:

 

  • Invest in Training: Equip employees with skills in artificial intelligence (AI), data analytics, and automation to remain competitive.
  • Encourage Digital Literacy: Ensure that all employees, regardless of their role, are comfortable using digital tools.
  • Leverage Collaboration Platforms: Utilize tools like Slack, Microsoft Teams, and project management software to streamline communication and project execution.

 

2.  Prioritize Employee Well-Being

The pandemic highlighted the importance of mental health and well-being. A healthy workforce is a productive workforce. Companies should:

 

  • Implement Flexible Work Models: Offer remote, hybrid, or flexible hours to enhance work-life balance.
  • Provide Mental Health Resources: Offer counseling services, wellness programs, and stress management workshops.
  • Encourage Inclusion: Build a diverse and inclusive culture where employees feel valued and respected.

 

 3. Focus on Reskilling and Upskilling

As technology advances, certain skills will become obsolete while others gain prominence. To stay ahead:

 

  • Identify Skill Gaps: Use skills assessments and workforce analytics to pinpoint areas for improvement.
  • Offer Continuous Learning: Provide access to online courses, certifications, and on-the-job training. 
  • Promote Leadership Development: Groom employees for future leadership roles through mentorship and coaching.

 

 4. Foster Agility and Innovation

The ability to adapt to change and innovate will be critical in 2025. Encourage:

 

  • Agile Mindsets: Train employees to thrive in uncertain and dynamic environments.
  • Collaborative Problem-Solving: Create cross-functional teams to foster diverse perspectives and solutions. 
  • Employee Empowerment: Give employees autonomy and a voice in decision-making processes.

 

 5. Leverage Workforce Analytics

Data-driven decisions can significantly enhance workforce management. Businesses should:

 

  • Monitor Performance Metrics: Use analytics to track productivity, engagement, and retention.
  • Predict Trends: Anticipate future workforce needs based on current data. 
  • Customize Experiences: Tailor learning and development initiatives to individual employee needs.

 

 6. Commit to Sustainability

The workforce increasingly values companies that prioritize environmental and social responsibility. Businesses should:

 

  • Integrate ESG Goals: Align corporate strategies with environmental, social, and governance (ESG) principles.
  • Engage Employees: Involve the workforce in sustainability initiatives and green practices.

 

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Life can be very unpredictable, something Melanie McCallum quickly learned in November of 2019 when she became faced with a medical crisis.

 

“A few months earlier, I had just celebrated my 50th birthday and was looking forward to spending the holidays with my family,” says the Cambridge mother of two. “Then I found a pea-sized lump in my right breast and life changed. It was cancer.”

 

Suddenly, Melanie had joined the ranks of thousands of Canadian women and some men, who are diagnosed annually with breast cancer. In fact, according to the Canadian Cancer Society, 30,500 Canadian women were expected to be diagnosed with breast cancer in 2024 which represents 25% of all new cancer cases in women.

 

While friends and colleagues urged her to seek treatment at various Ontario hospitals, Melanie says the first surgeon she met after her diagnosis recommended Cambridge Memorial Hospital to find the quality care she needed.

 

Program vital for CMH cancer care

 

“She (surgeon) was absolutely right. I have lived in Cambridge for about 21 years and when I got diagnosed, I had no idea that we had cancer treatment right here in Cambridge,” says Melanie, who underwent chemo treatments and a double mastectomy, followed by seven and half hours of reconstruction surgery through the CMH Breast Reconstruction Program

 

The program is a vital component of CMH’s cancer care treatment and has continually evolved to provide patients access to the latest advancements, such as in May of 2024 when the first Diagonal Upper Gracilis (DUG) free flap breast reconstruction surgery in the Region was performed in Cambridge.

 

“It offers a choice to patients who may not be candidates for the more common DIEP free flap surgery, empowering them to avoid implants and utilize their own tissue,” stated surgeon Dr. Kathryn Sawa, who performed the milestone procedure, in a CMH media release at the time.

 

The Chamber has long since recognized the importance of the breast reconstruction program and what it means for local healthcare which is why since 2008 has donated 100% of the proceeds from the silent auction at its annual Salute to Women in Business Networking Lunch to this worthy cause.

 

To date, this effort has raised $130,000 for the program with a fundraising goal set for this year of $11,000. The event this year, featuring Spa Dent founder and CEO Marcia Hilliard-Baird as keynote speaker, takes place Jan. 22 at Tapestry Hall.

 

Quality healthcare boosts community

 

“We couldn’t have done any of this without the support of many local businesses and individuals who donate auction items,” says Cambridge Chamber President and CEO Greg Durocher. “Having an outstanding facility like CMH is vital for the overall prosperity of our community because businesses are attracted to places that have strong local healthcare.”

 

Staying local was a key factor, says Melanie, who feared a future filled with difficult trips to Toronto, Hamilton, or London, to seek treatment but was reassured by CMH that it had the best equipment and doctors available to help.

 

“It was convenient for me and my family to get the treatment and surgeries. My family could visit me and still get home end of day— we did not have the added expense of travelling to other cities, including fuel, parking, dinners, and hotel stays,” she says. “While it may seem like small expenses at first, they add up quick.”

 

To add even an extra layer of difficulty, her treatment took place during COVID which often meant undergoing hospital visits alone. She says being close to home at CMH made the situation easier.

 

‘I owe my life to them’

 

“In the mornings, my kids would drop me off the hospital and spend some time with me, and my husband would pick me up on his way home from work,” says Melanie. “I couldn’t imagine my treatment if I had to visit Hamilton or Toronto. I wouldn’t have family close by supporting me. With my work too, during my breast reconstruction surgery, I had clients stop by and visit also, which was great.”

 

She also was grateful for the care she received from CMH staff, especially the work of her surgeons Dr. Sawa and Dr. Heather MacLeod.

 

“They are caring, kind and compassionate. I owe my life to them,” says Melanie, who wishes the age limit for mammograms would be dropped even lower. “Forty is a great a start, but I would prefer it to go down to thirty because there are lots of women that I know who are being diagnosed with cancer in their late twenties and thirties. As a community, we need to have more conversations around screening and self-screening of breast cancer. Women should know more about mastectomy, both pros and cons, way in advance rather than when someone is diagnosed. It is more common than it is talked about.”

 

Please click here to donate a silent auction item at our event. 

 

Breast cancer facts from the Canadian Cancer Society:

 

  • 30,500 Canadian women will be diagnosed with breast cancer. This represents 25% of all new cancer cases in women in 2024.
  • 5,500 Canadian women will die from breast cancer. This represents 13% of all cancer deaths in women in 2024.
  • On average, 84 Canadian women will be diagnosed with breast cancer every day.
  • On average, 15 Canadian women will die from breast cancer every day.
  • 290 Canadian men will be diagnosed with breast cancer and 60 will die from breast cancer.

 

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The holiday shopping season is a bustling time for many businesses, but it also attracts increased criminal activity.

 

With higher foot traffic, extended hours, and valuable inventory on display, businesses can become prime targets for theft, fraud, and other crimes.

 

“It really is going to depend on the type of what business you have,” says Const. Chris Iden, Public Information Officer with the Waterloo Regional Police Service, explaining that putting promotional material or displays at the front of the business often limits visibility inside the store. “Business operators should make sure things are well visible from the outside since a criminal ultimately doesn’t want to be seen when they’re doing their act.”

 

Also, he says having security cameras is a plus for businesses, noting feasibility is often a big issue especially for smaller ones.

 

“If people are going to invest in a camera system, which I heavily encourage, just be aware that it’s not always a deterrent. But it does assist in the investigation quite heavily,” says Const. Iden, adding it’s become common for some businesses to be targeted multiple times by thieves. “What’s important is to make sure that you’re not setting yourself up again and you learn how a crime can be prevented from happening again.”

 

Break and enters a focal point

 

He recommends communicating with staff when it comes to strengthening your security measures, especially this time of year.

 

“Your staff is normally the eyes and ears of your business,” says Const. Iden. “They see what is happening.”

 

In terms of local crime overall, Const. Iden says a key focal point for WRPS is break and enters as well as robberies involving violence and weapons. 

 

Data shows that the Crime Severity Index (CSI) in the Waterloo Region decreased by 4.4% in 2023, with violent crime severity dropping by 5.7% and non-violent crime severity by 3.7%. These reductions suggest some success in addressing key public safety issues. However, despite this improvement, the region remains the second highest among major Ontario cities for severe crime, surpassed only by Thunder Bay.

 

“It goes without saying that gun violence throughout the region is a big focal point,” says Const. Iden.

 

Economic strains, organized crime, and the opioid crisis have been identified as significant contributors to crime in the region, which is why he says community engagement is pivotal. This includes having business owners or their employees immediately report incidents, depending on the situation, which may require a 911 call or by filing an online report.

 

“We take all that information in, and it helps dictate our strategized policing model,” says Const. Iden, noting the Galt core due its transient population and the commercial area around Hespeler and Pinebush roads due to its proximity to Highway 401 remain ‘hotspots’ for criminal activity in Cambridge.

 

Police reactively responding

 

“We have our (WRPS) direct action response team that’s constantly working in these two areas,” he says, adding the WRPS’ community engagement unit works closely with The Bridges shelter when it comes to the city’s unhoused population. “If we can get people to the resources they need and hopefully get them into some kind of subsidized housing, it will address these issues in the long term.”

 

But in the meantime, Const. Iden says the WRPS continues to reactively respond to calls from businesses, whether it’s a property crime or reports of unwanted persons.

 

“Businesses are reaching out and they’re curious since things are always changing. It’s hard to forecast how things are going to look in the future, especially since we’ve had such a social dynamic change in the last few years,” he says. “Our call volume is going up every year and it’s one of the challenges we have, but we’re definitely doing our best with what we’ve got, and I can tell you we are aware of the issues happening and are not turning a blind eye.”

 

Crime by the numbers

 

Regional stats compiled by the WRPS from Jan. 1-Nov. 14,  2023, and Jan. 1 to Nov. 14, 2024:

 

Commercial Property Damage

2023: 114 calls

2024: 93 calls

 

Unwanted persons (Commercial)

2023: 682 calls

2024: 711 calls

 

Commercial Thefts (Under $5,000)

2023: 322 Calls

2024: 272 calls

 

Shoplifting (Under $5,000)

2023: 819 calls

2024: 1223 calls

 

 

Implementing preventive measures can reduce risks and help your business operate securely. Here are some tips:

 

1. Secure Your Premises

Install High-Quality Locks: Use deadbolts and reinforced locks on all doors and windows.

Use Security Cameras: Install visible surveillance cameras both inside and outside the premises. 

Adequate Lighting: Ensure all areas around your property, including entrances, exits, and parking lots, are well-lit to discourage criminal activity.

 

2. Control Access

Restrict Employee Access: Limit who can access sensitive areas such as cash registers, safes, or stockrooms.

Key Management: Implement a key control system to track who has access to keys and change locks if keys are lost.

Electronic Access Systems: Consider using swipe cards or biometric systems for added security.

 

3. Train Your Staff

Recognize Suspicious Behaviour: Educate employees on how to spot and respond to suspicious individuals or activities.

Handle Cash Safely: Train staff to minimize the amount of cash on hand and make bank deposits at varying times to reduce predictability.

Emergency Procedures: Conduct regular drills so employees know what to do in case of robbery or other emergencies.

 

4. Invest in Technology

Alarm Systems: Install a reliable alarm system with motion detectors and glass break sensors.

Inventory Tracking: Use inventory management software to detect discrepancies that may indicate theft.

Remote Monitoring: Enable remote access to security systems so you can monitor your business anytime.

 

5. Collaborate with Police

Build Relationships: Develop a rapport with local law enforcement and participate in community crime prevention programs.

Report Suspicious Activity: Inform the authorities immediately if you notice unusual behaviour or suspect criminal intent.

 

6. Create a Community Network

Neighbouring Businesses: Share crime prevention strategies with nearby businesses to keep the area secure.

Join Business Watch Programs: Participate in local programs where businesses collaborate to deter criminal activity.

 

7. Insure Your Business

Adequate Coverage: Ensure your insurance policy covers theft, vandalism, and other potential losses.

Review Regularly: Update your policy as your business grows or changes to maintain adequate protection.

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The following piece was submitted by Katrina Burch, Lead, Mental Health Promotion and Education CMHA Waterloo Wellington, who co-hosted a Chamber two-part ‘Mental Health in the Workplace’ seminar

 

October is Healthy Workplace Month and in today’s fast-paced, highly connected world, mental health has become a top priority for workplaces and with good reason, mental well-being directly impacts employee performance, satisfaction, and overall organizational success. 

 

Employers are recognizing that supporting mental health is not just the right thing to do but is essential for building a resilient and sustainable workforce. Studies consistently show that employees with good mental health are more productive, engaged, and loyal. In contrast, poor mental health can lead to absenteeism, high turnover, and decreased morale. But the question often remains what elements create a healthy workplace? 

 

Businesses at the beginning of their journey to support mental health can often feel overwhelmed with understanding of what to do and where to start. There are some simply ways to start changing the culture and understanding of mental health.

 

This could include sharing the resources available to employees whether that is an Employee and Family Assistance Program or the local mental health support and crisis numbers, such as Here 24/7 in Waterloo Wellington.

 

The inclusion of mental health training for managers and staff into onboarding or regular skill development helps to decrease stigma, while fostering an environment where employees feel safe to discuss their mental health and leaders are comfortable offering the proper assistance.

 

Assessing the current psychological health and safety of your workplace can also be helpful as a guide to develop an action plan, while also celebrating your successes.

 

Leaders must set boundaries

 

Understanding the signs that someone may be struggling with their mental health is key. These signs could include a change in performance, withdrawal from social interactions or team activities, increased absenteeism, difficulty concentrating, irritability or feelings of hopelessness.

 

It's crucial that leaders approach these situations with empathy and provide a supportive space for employees to share their experiences.  Additionally, leaders are not immune to mental health struggles. Business leaders should prioritize their own well-being by practising self-care and seeking help when needed.

 

It’s important to set boundaries, delegate tasks, and take breaks to recharge. Leaders should also make use of the same mental health resources available to employees, such as employee assistance programs (EAPs), therapy, or coaching.

 

By openly addressing their own mental health needs, leaders set a powerful example for their team, demonstrating that it’s okay to seek help when needed.

 

There are many resources out there to support this work for businesses of all sizes. Investing in mental health training for managers, such as workshops or webinars, can equip them with the tools to recognize and address mental health concerns.

 

For smaller businesses, Employee Assistance Programs are often more affordable compared to benefits and can provide confidential counseling and support services. Additionally, wellness apps or virtual therapy platforms can offer accessible mental health support at lower costs. 

 

Small businesses can also foster mental well-being by creating a work culture that emphasizes flexibility, work-life balance, and regular check-ins to gauge employee satisfaction and stress levels.

 

Open communication important

 

Businesses should embed mental health into the core of their company culture. This means maintaining open communication about mental health, regularly updating, and improving mental health policies, and ensuring leaders and employees receive ongoing training. Implementing regular assessments, anonymous surveys, and focus groups can help you stay attuned to employee needs.

 

Finally, recognize that mental health support should be continuous. Mental well-being isn’t something that can be addressed once and forgotten. By investing in long-term solutions, such as building a supportive and inclusive workplace culture and providing resources that evolve with the needs of your employees, you’ll ensure that both employees and leaders can thrive mentally, emotionally, and professionally.

 

By prioritizing mental health, businesses not only improve their employees' well-being but also foster a stronger, more engaged, and productive workforce.  Looking for assistance in developing your Psychological Health and Safety or Mental Well-Being programs?  

 

Share your information to connect and learn how we can support your organization's mental health initiatives.

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The health and well-being of its operator or owner is a critical, yet often overlooked element in the day-to-day operations any business. Many small and medium-sized enterprises (SMEs) and even some larger businesses hinge on the vision, leadership, and daily involvement of their owners.

 

But what happens if the owner suddenly falls ill and is unable to fulfill their role? It’s a situation, says Linda Braga, that many business owners do not think about.

 

“It’s not even at the forefront,” says Linda, Business & Executive Development Specialist with LMI Canada, which has provided leadership development for more than 50 years. “I think there is a real lack of awareness because no one wants to think about facing an imminent illness.”

 

In fact, according to a recent StatCan figure, only 15% of business owners actually have a contingency plan in place for themselves in the event of illness.

 

“That’s very surprising,” says Linda. “In light of what happened with the pandemic and contingency planning, it is something that leaders should have in place.”

 

A contingency plan serves as a blueprint for maintaining operations when the owner is incapacitated. It outlines clear procedures and assigns responsibilities to other key team members to ensure that the business continues to run smoothly. This foresight helps prevent disruptions that can lead to lost revenue, decreased customer satisfaction, and potential long-term damage to the company’s reputation.

 

Demonstrating resiliency

 

“We know that in leadership resilience is the theme and having a contingency plan is just demonstrating a company’s resilience to ensure that they are not going to be impacted in a negative way,” says Linda, adding that for many leaders, their business is essentially their ‘babies’. “Wouldn’t you want to ensure if something happens that it is going to be taken care of?”

 

She believes fear of showing any vulnerability is not necessarily the reason many business leaders appear to be hesitant to put plans in place, but pertains more to a time management issue.

 

“They are just so busy with everything that they’re doing. It’s not their priority,” says Linda, adding some fully trust their team will be there to ensure the business continues to smoothly operate and leave no plan in place. “They have to realize when it’s not written in stone or a procedure that’s written out it can create ambiguity and lead to decision paralysis with the leaders and management that’s left behind.”

 

She says knowing there is a plan in place can significantly reduce stress and anxiety for the owner, their family, and the entire organization. It provides peace of mind that the business can withstand unforeseen challenges, allowing everyone to focus on recovery and continuity rather than crisis management.

 

“If you’re dealing with an emergency, why would you want to add any additional stress?” says Linda. “All of your top-level management should have a contingency plan in place.”

 

By preparing for the unexpected, businesses can safeguard their operations, protect their stakeholders, and ensure long-term sustainability. Every business, regardless of size, should invest time and resources into developing a robust contingency plan, securing its future against looming uncertainties.

 

 

Preparing for a scenario where the business owner suddenly falls ill and must take a leave of absence is crucial for ensuring the continuity and stability of the business. Here are several strategies a business can implement to be well-prepared for such a situation:

 

1. Develop a Comprehensive Succession Plan

This involves identifying key personnel who can step in temporarily and ensuring they are adequately trained.  The plan should include:

 

  • 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.

 

 

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