Mission in Motion: A Minute With Maxwell

In this Part One episode of A Minute with Maxwell: Mission in Motion, host Heather Maxwell sits down with Sue Owen, President and CEO of the Canadian College of Health Leaders, to explore what it really takes to lead in one of the most complex systems in the country: healthcare.From five generations in the workforce to rapid advances in AI, today’s leaders are navigating a landscape that is not just busy—it’s fundamentally complex, interoperable, and ever‑changing. Drawing on nearly three decades in health leadership and national engagement across Canada, Sue shares why traditional models of leadership development are no longer enough—and what must evolve if we’re serious about building sustainable, people‑centered systems.Through a practical, system‑level, and deeply human lens, Heather and Sue explore:The new reality of healthcare leadership: Why today’s leaders must be “chameleons” who can hold strategy, innovation, and human connection at the same time—while planning five years ahead in a system under fiscal restraint.Five generations, one workforce: How different expectations, work styles, and career stages are colliding—and what this means for culture, conflict, and leadership capability across Canada’s health systems.AI, data, and interoperability: Beyond the hype, what responsible AI adoption looks like in healthcare—from clinical note‑taking tools to agentic AI—and why governance, privacy, and risk management matter as much as innovation.Reimagining leadership development: How the Canadian College of Health Leaders is shifting from “one-and-done” programs to micro‑learning, micro‑credentialing, and learning passports that meet leaders where they are—in busy, high‑pressure roles.Equity, diversity, and inclusion as core leadership work: Why EDI, Truth and Reconciliation, and intersectionality can’t be side projects—and how they’re being embedded into refreshed leadership capabilities and course offerings.Health human resources and workforce fatigue: The realities of a tired, aging workforce—from long‑term care to community care—and how strategic HR, succession planning, and leadership development can support long‑term sustainability.Uncomfortable truths: workplace violence and psychological safety: The conversations that still aren’t happening often enough—bullying, gaslighting, racism, othering—and why creating psychologically safe, relational workplaces is mission‑critical.Relational care and community at work: Moving beyond task‑based care to relational care—for patients, residents, and staff—and how initiatives like “best friend at work” and communities of practice can transform retention and well‑being.Good news and innovation in action: From nursing homes without walls to predictive analytics and wound‑care technologies, Sue highlights the innovation, creativity, and dedication that rarely make headlines—but are quietly changing the system.This first episode in a two‑part conversation is a thoughtful call to action for healthcare leaders, policymakers, educators, and boards across the country: if we want a sustainable health system, we must invest in leaders who can navigate complexity, champion equity, and create workplaces where people can truly thrive. Stay tuned for Part Two, where Heather and Sue go even deeper into the uncomfortable truths and future state of healthcare leadership in Canada.About Maxwell Management Group:This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care and healthcare sectors. For nearly two decades, they’ve partnered with organizations to build values‑driven leadership, vibrant workplace cultures, and purpose‑led employer brands.Learn more: maxwellmanagementgroup.comChapters:0:00 – Introduction to Mission in Motion and today’s guest, Sue Owen1:53 – Sue’s background and 28‑year journey with the Canadian College of Health Leaders2:37 – First job, rejection, and what early experiences teach us about leadership4:09 – From kinesiology to health administration: Sue’s path into healthcare leadership7:23 – The current state of healthcare leadership in Canada: aging populations, fiscal restraint, and complexity9:24 – AI, interoperability, and what strategic adoption really requires from leaders11:40 – CCHL’s strategic priorities: micro‑learning, micro‑credentials, and the “learning passport”15:52 – The LEADS Leadership Framework, its refresh, and building a faculty‑style model for development20:30 – Health human resources: workforce fatigue, overtime, and the shift to strategic HR25:09 – Uncomfortable truths: workplace violence, bullying, racism, and gaslighting in healthcare27:28 – Intersectionality, safe spaces for hard conversations, and what leaders often don’t know—yet30:50 – Relational care, empathy, and building psychologically safe workplaces36:27 – The future state: managing generations, investing in AI, and measuring what matters38:44 – COVID‑era narratives, long‑term care realities, and the dedication of frontline workers42:43 – Innovation and good news stories across Canada’s healthcare system44:25 – Final reflections and looking ahead to Part Two

In this episode of A Minute with Maxwell: Mission in Motion, host Heather Maxwell sits down with leadership development expert Stacy Lademar to explore what it really takes to develop leaders that people actually want to work for—especially in the senior living sector, where leadership directly impacts resident experience, team stability, and turnover.Drawing on her journey from retail executive trainee on Fifth Avenue to manager of learning and development for major brands like Walmart and Royal Caribbean, and later into senior living during the pandemic, Stacy shares the hard lessons she learned about trying to “do it all,” the power of delegation, and why promoting your best individual contributor without support is often a setup for failure.Through practical stories from the floor—like assistant buyers in tears over untrained managers, or a star chef turned struggling culinary director—Stacy shows how lack of people-skills training quietly erodes culture, performance, and retention, and what organizations can do differently.Key themes they explore include:From top performer to first-time manager: Why so many organizations promote high achievers into leadership without giving them the tools to succeed—and how this leads to confusion, frustration, and avoidable turnover.High-potential and new manager programs: How identifying emerging leaders early, and offering targeted training in feedback, delegation, emotional intelligence, and expectation setting, can transform both performance and engagement.Feedback as a gift—not a threat: Using simple frameworks like What Went Well / Even Better If / Must Be Better and the FBI model (Situation, Behaviour, Impact) to make feedback specific, normal, and safe—for both positive reinforcement and constructive coaching.The critical role of one-on-ones and psychological safety: Why early and ongoing one-on-ones help new leaders build trust, become “safe spaces” for their teams, and surface struggles before they become performance issues.Delegation, clarity, and follow-through: Practical advice for leaders who are used to doing everything themselves—how to let others do things “their way,” ensure understanding, and follow up without micromanaging.Time management and the 80/20 rule: How journaling your time, then reviewing it with your supervisor, reveals where your energy really goes—and how to refocus on the 20% of activities that drive 80% of results.Trust as the foundation of leadership: Why trust—built through honesty, consistency, and admitting when you don’t know—is the core trait that separates leaders people endure from leaders people choose to follow.Stacy also lifts the curtain on how Walmart and Royal Caribbean structured their leadership development—through intentional promotion-from-within programs, extended manager training, and open-access leadership classes—and how organizations of any size can adapt these ideas using fractional learning and development support.This conversation offers a clear, actionable roadmap for organizations that want to stop “hoping managers figure it out” and start intentionally developing leaders who listen, clarify expectations, give meaningful feedback, and create workplaces where people—and residents—truly thrive.About Maxwell Management GroupThis podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.Learn more: maxwellmanagementgroup.comChapters:0:00 – Introduction to Stacy and Mission in Motion2:20 – Stacy’s Journey: From Retail to Leadership Development4:27 – The Pitfall of Promoting Top Performers6:43 – Building High-Potential and New Manager Programs8:42 – One-on-Ones and Creating Psychological Safety9:52 – Feedback as a Culture, Not a One-Off10:54 – Practical Feedback Models (WWW/EBI and FBI)12:47 – The Power of Positive Feedback and “Catching People Doing Right”18:06 – Traits of Leaders People Want to Work For19:19 – Clarity, Expectations, and Job Descriptions21:37 – Interviewing as a Critical Leadership Skill23:33 – Onboarding New Leaders and Reinforcing Expectations25:15 – Delegation: Letting Go of “My Way”28:09 – Time Management and the 80/20 Rule for Leaders29:51 – Trust as the Core of Effective Leadership32:06 – What Walmart Got Right in Developing Leaders33:11 – What Royal Caribbean Got Right in Developing Leaders35:04 – How Stacy Partners with Organizations Today35:53 – Closing Thoughts and How to Connect with Stacy & Maxwell Management Group

In this episode of A Minute with Maxwell: Mission in Motion, host Heather Maxwell sits down with Mike Traub, former Vice President of Operations at Riverstone Retirement Communities, and Arta Shala, now Riverstone’s Vice President of Operations, to explore what legacy leadership and people-first succession look like in senior living. From building Riverstone “boots on the ground,” to leading through COVID-19 without ever closing the office, to cultivating teams and residents who stay for 15+ years, Mike and Arta offer a rare, practical look at succession planning that is both strategic and deeply human.Key themes they explore include:Legacy leadership in senior living: How Mike intentionally prepared his own successor—from identifying Arta’s potential to gradually expanding her responsibility—so Riverstone could grow without disrupting residents, families, or staff.People-first, profit-follows philosophy: Why Riverstone’s guiding principle—“We look after the people and then the profits follow”—has shaped culture, operations, and long-term success across all communities.Mentorship and internal promotion in action: Real stories of informal mentorship, stretch assignments, and how most support office roles (and even a former accountant) were developed into successful leaders from within.Leading through COVID-19 and rapid growth: How Mike and Arta stayed “boots on the ground,” supported homes that couldn’t work remotely, and maintained trust, stability, and continuity during crisis and expansion.The conversation offers a grounded, story-rich roadmap for organizations that want to turn mentorship, internal promotion, and succession planning into everyday leadership practices—especially in mission-driven sectors like senior living.About Maxwell Management GroupThis podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.Learn more: maxwellmanagementgroup.comChapters:00:00 – Intro: Legacy Leadership in Senior Living00:59 – Early Impressions of Arta’s People-First Management03:03 – Mike’s Path: From Hotels to Retirement Living05:57 – People-First, Profit-Follows Philosophy06:39 – Growth, COVID-19 & Responsibility to Residents12:42 – Choosing Arta as Successor & Mentorship Begins17:15 – Culture, Connection & Stories of Long Tenure20:21 – Inside the Mentorship: Exposure to the Executive Role24:34 – Why Succession Planning Matters26:30 – Arta’s Journey: Being Mentored into Leadership29:31 – Practical, Informal Mentorship & Internal Promotion33:37 – Outro

In this episode of A Minute with Maxwell – Mission in Motion, Heather Maxwell sits down with Derrick Bernardo, President & CEO of Broadmead Care in British Columbia, one of the province’s most respected continuing care organizations.Derrick shares his leadership journey from his first role in a psychiatric hospital to leading a rapidly growing, innovation-driven non-profit that serves veterans, seniors, and younger adults with disabilities. He reflects on:How early exposure to interdisciplinary teamwork shaped his collaborative leadership styleThe turning point of opening his first long-term care home and learning to balance high standards with adaptabilityBroadmead Care’s evolution from a single veterans’ lodge to a multi-site organization with seven homes and expanding third‑party management up IslandThe internal culture shift behind the “You Matter” commitment and how it’s improving staff retention, psychological safety, and resident experienceBroadmead’s Long Term Care at Home program (federally funded to 2028), using technology and home care to help seniors safely age in place and reduce ER visits and hospitalizationsDerrick and Heather also dig into:Common misconceptions about long-term and continuing care across Canadian provincesWhy innovation ecosystems, partnerships and new models of care (like campuses of care and concierge-style independent living) are crucial for the futureHow Broadmead is tackling workforce challenges through creative recruitment, recognition programs (like the “You’re a Gem” award), and wellness initiativesWhy Derek believes seniors care offers limitless career paths—far beyond nursing aloneDerrick closes with advice to his younger self—and to emerging leaders: take risks, listen first, act second, and never underestimate the power of relationships and engagement.If you’re a leader, policymaker, or professional in the continuing care sector—or simply care about how we support an aging population—this episode offers a hopeful, practical look at what’s possible when innovation and compassion meet.About Maxwell Management GroupThis podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.Learn more: maxwellmanagementgroup.com

In this episode, host Heather Maxwell sits down with Jeff Renaud, a passionate leader in long-term care who is on a mission to inspire the next generation of caregivers. Jeff shares why a career in long-term care is both meaningful and rewarding, breaking old myths about the sector being low-paying or limited in opportunity. He explains how leaders can transfer passion to young professionals, helping them see long-term care as a place to grow, contribute, and make a real impact on society. If you’re a young professional, student, or healthcare leader curious about long-term care careers, this conversation will open your eyes to the possibilities.Keywords: long-term care, long-term care careers, senior care, leadership in healthcare, young professionals, healthcare careers, caregiving, meaningful work, healthcare leadership, career advice, Jeff Renaud, Heather Maxwell00:00 – Introduction to Heather Maxwell and guest Jeff Renaud01:00 – Why Jeff is passionate about long-term care03:00 – What leaders can do to inspire young professionals06:00 – Is long-term care still “low paying”? Debunking old myths09:00 – Meaningful careers: making a real impact in society12:00 – Advice for students and young professionals considering long-term care15:00 – Final thoughts and message to future leaders

In this episode, we sit down with Steven Harrison, CEO of Tri County Mennonite Homes, whose career spans continents and crises but is rooted in steadfast purpose, resilience, and a passion for building vibrant senior care communities. From his formative years shaping community healthcare in China to leading Ontario organizations through the SARS and COVID-19 pandemics, Steven exemplifies what it means to put people first, adapt to change, and innovate for the future.Steven opens up about the pivotal moments and mentors that influenced his vision, sharing how early exposure to international development, hands-on community care work, and experience amidst healthcare turmoil helped shape his values of service, courage, and continuous learning. He reveals how he and his team transformed Tri County’s staffing from crisis to success, replacing reliance on agency workers with a robust, mission-driven team, creating a workplace where younger staff thrive, and retention is stronger than ever.We explore the ambitious redevelopment underway at Tri County: a new 160-bed home built around nature, connection, and technology. Steven takes us inside the design process, emphasizing how feedback from residents, staff, and the wider community drives every decision, from outdoor gardens and walking trails to state-of-the-art systems designed to free staff from paperwork and foster deeper resident engagement. His vision doesn’t just focus on today’s needs; it actively prepares for the healthcare of the future, embracing intergenerational community, sustainability, and emerging technological tools.Throughout this candid conversation, Steven shares actionable insights for senior care leaders, from the importance of self-care and humility to keeping a strategic focus during a crisis. He encourages leaders to never settle for the status quo but to innovate, learn, and build organizations that elevate everyone involved, from residents to frontline team members. If you’re passionate about building resilient communities, advancing the standard of care, or inspiring purposeful leadership in the face of challenge, this episode is for you.00:00 – Introduction & guest welcome01:32 – Steven’s early inspiration and international beginnings06:25 – Leadership lessons: community, resilience, and service11:02 – Turning around staffing and recruitment at Tri County16:58 – Building a culture of meaning, retention, and growth23:36 – Redevelopment vision: new home, nature, and community connection30:52 – The importance of intergenerational engagement33:22 – Overcoming challenges: funding, regulation, and innovation38:38 – Preparing for future public health crises42:46 – Advice and reflections for leaders in senior care47:24 – Steven’s first jobs and lessons in leadership51:28 – Legacy, continuous improvement, and hope for the future54:07 – Outro and closing remarks

In this episode, we sit down with Daniel Fontaine, a leader whose journey spans healthcare, government, and community building. From his early days working on a family farm in Manitoba to his current role as City Councillor and Mayoral Candidate of New Westminster and board member at Hockey Canada, Daniel’s story is one of resilience, advocacy, and a relentless drive to make a difference.Daniel opens up about the values that have guided him through diverse roles: the importance of public service, the power of advocacy, and the lessons learned from both setbacks and successes. He shares candid reflections on leading through crisis, including the challenges of the COVID-19 pandemic, and the qualities that define true leadership: listening, adaptability, and hope. We dive deep into the pressing issues facing long-term care in British Columbia, from the staggering waitlists to the opportunities for innovation and collaboration. Daniel and Heather discuss the untapped potential of internationally educated nurses, the need for streamlined credentialing, and the promise of dual credit programs to train the next generation of healthcare workers.Throughout the conversation, Daniel’s optimism shines through. He believes in the power of community, the necessity of bold solutions, and the importance of giving everyone a voice. Whether he’s advocating for seniors, championing local hockey, or running for mayor, Daniel’s commitment to building a brighter, more inclusive future is unwavering. If you’re looking for inspiration, practical insights, and a masterclass in purpose-driven leadership, this episode is for you.Chapter 1: Introduction & Daniel’s Background 0:00:00 – 0:01:33Heather introduces Daniel Fontaine, his career highlights, and welcomes him to the podcast.Chapter 2: Common Threads in Daniel’s Career 0:01:33 – 0:03:53Discussion of advocacy and public service as the main themes throughout Daniel’s diverse career.Chapter 3: Stepping into Municipal Leadership 0:03:53 – 0:06:52Daniel clarifies his role as acting mayor and reflects on how his past experiences shape his approach to governance.Chapter 4: Early Work Ethic & First Jobs 0:06:52 – 0:08:13Daniel and Heather share stories about their first jobs and the values learned from early work experiences.Chapter 5: Challenges & Opportunities in Long-Term Care 0:08:13 – 0:11:30Daniel discusses the persistent challenges in long-term care, the impact of demographics, and the potential of technology and AI.Chapter 6: Public Perceptions & Costs of Continuing Care 0:11:30 – 0:12:51Addressing misconceptions about continuing care and the economic benefits of investing in it.Chapter 7: Systemic Issues: Waitlists & Infrastructure 0:12:51 – 0:13:54Discussion about long waitlists for care, costs of new beds, and the need for collaboration across sectors.Chapter 8: Internationally Educated Nurses & Credentialing 0:13:54 – 0:17:20The barriers faced by internationally trained healthcare professionals and the need for streamlined credentialing.Chapter 9: Dual Credit Programs & Workforce Development 0:17:20 – 0:21:52Exploring dual credit programs in high schools to encourage healthcare careers, especially for young women.Chapter 10: Leadership in Crisis: Lessons from the Pandemic 0:21:52 – 0:24:47Daniel’s experience leading through COVID-19, the importance of hope, listening, and steady leadership.Chapter 11: Emergency Preparedness & Future Crises 0:24:47 – 0:27:03The necessity of regularly testing emergency plans and being prepared for future pandemics or disasters.Chapter 12: Priorities for New Westminster 0:27:03 – 0:29:21Daniel’s priorities as acting mayor and his announcement to run for mayor, focusing on infrastructure and community needs.Chapter 13: Learning from Setbacks 0:29:21 – 0:31:38Daniel reflects on setbacks, particularly during the pandemic, and the growth that comes from overcoming challenges.Chapter 14: National Sport Governance & Community Impact 0:31:38 – 0:33:47How Daniel’s local experience informs his role on the Hockey Canada board and the value of community connection.Chapter 15: Legacy, Democracy & Final Reflections 0:33:47 – 0:37:20Daniel’s hopes for his legacy, the importance of listening and democracy, and closing remarks.

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