In this episode of Mission in Motion, host Heather Maxwell continues her conversation with Salimah Walji‑Shivji, CEO of AgeCare, turning the focus from Salimah’s personal journey to the day‑to‑day realities of leading a people‑first senior living organization at scale. Together, they explore how to keep teams motivated and engaged in a sector that is constantly evolving, how to reframe the public’s understanding of seniors' care, and how to leverage technology and AI without losing the human touch that defines great care.

Salimah shares how purposeful work and a clear line of sight to residents’ lives drive engagement across AgeCare’s communities. She describes a sector that is “ever-changing and always buzzing,” with new government priorities, funding opportunities, pilots, and technologies creating a dynamic environment for teams. From cross‑training and stretch assignments to supporting leaders through turnover and transition, she offers a grounded view of what it takes to build sustainable, resilient operations where people still feel connected to the mission.

The conversation also tackles one of the biggest myths in the field: that nurses and clinicians “lose their skills” in long‑term care or seniors living. Salimah challenges that narrative head‑on, explaining how increasing resident complexity—dialysis, wound care, diabetes management, complex med passes—actually demands a high level of clinical expertise in a non‑acute setting. Heather and Salimah dig into why the sector needs to be branded not as “just housing” but as “care in housing,” and how clinical training programs, faculty, and student placements can help shift perceptions and attract the next generation of talent.

From there, they turn to technology and AI: where it’s already making a difference and where leaders need to tread thoughtfully. Salimah shares how AgeCare partners with vendors to bring innovation into areas like master scheduling, administration, and finance, while also experimenting with emerging tools that can streamline work and free up time for more resident‑facing interactions. She emphasizes that in a high‑touch, people‑centric sector, technology is there to support, not replace, the workforce—allowing teams to spend more time on what matters most: relationships, presence, and personalized care.

A highlight of the episode is Salimah’s description of her regular visits to AgeCare homes across the country. She explains why walking into each community—whether in downtown Vancouver or surrounded by farmland in Ontario—is “the best part” of her job. From personalized welcome signs and resident councils to informal conversations with staff, residents, and families, Salimah uses these visits to celebrate what’s working and to surface pain points that might otherwise stay hidden. Her “Lunch with Salimah” sessions create space for candid feedback, collaborative problem‑solving, and a shared sense of ownership over the organization’s future.

Throughout, Salimah highlights the importance of tenure, loyalty, and family culture at AgeCare. She reflects on staff who have stayed for decades and on multi‑generational families—parents, children, and even grandchildren—who all work within the organization. For her, those referrals are a powerful sign that AgeCare is a kind, values‑driven employer, even as they acknowledge the realities and challenges of running a large, complex system. The ethos: they are not perfect, but they are continuously evolving and striving to do the right thing.

The episode closes with a look at professional development, succession, and partnership. Salimah outlines how performance appraisals feed into succession planning and individualized growth paths, including acting roles and assistant leadership positions that help emerging leaders gain experience. She discusses the value of students—not just for recruitment, but for the learning they spark in existing teams—and shares excitement about AgeCare’s first leadership conference bringing over 100 leaders together in Calgary. Finally, she explains how AgeCare chooses partners who understand the continuing care sector and can bring tangible value back to staff, including through the new AgeCare Cares program that leverages their procurement power to help employees navigate rising costs.

Listeners in senior living, long‑term care, and healthcare will come away with a practical, hopeful picture of people‑first leadership at scale: how to keep teams engaged in a demanding environment, how to reframe the narrative around seniors' care, and how to blend innovation, culture, and compassion in ways that honour both residents and the people who care for them every day.

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.com

Chapters:

0:00 – Welcome back: Part 2 on leading people‑first in seniors living 
0:14 – Recap: Salimah’s leadership philosophy and the AgeCare context 
0:32 – How do you keep teams motivated, engaged, and committed? 
1:17 – A sector that’s “ever-changing and always buzzing” 
2:10 – Purposeful work, resident connection, and staying close to communities 
2:45 – Grants, pilots, and technology: creating vibrancy and growth opportunities 
3:32 – Cross‑training, turnover, and building sustainable operations over time 
3:17 – Heather on purpose, innovation, and opportunities in seniors care 
3:54 – “Don’t go into seniors care”: confronting the nursing myths 
4:54 – Salimah reframes the narrative: complexity, autonomy, and clinical skills 
5:45 – “We are not just housing, we are care in housing” 
6:20 – Branding the sector and changing public and academic perceptions 
7:05 – Student placements, faculty from continuing care, and exposure to the sector 
7:40 – Where technology and AI are entering seniors care 
8:10 – Vendor partnerships, scheduling complexity, and backend innovation 
8:37 – Finance, admin, and thinking strategically about where tech fits 
8:55 – Hesitations about technology and fears about workforce impact 
9:20 – Why AI won’t replace a high‑touch, people‑centric workforce 
9:47 – Heather’s reflections: high tech and high touch in balance 
10:06 – Transition: from head office to the heart of the homes 
12:03 – Why visiting every home is “the best part” of the job 
12:35 – Warm welcomes, resident councils, and the unique feel of each community 
13:20 – Urban vs rural homes: culture, context, and autonomy to be local 
13:55 – Listening tours: celebrating wins and surfacing pain points 
14:30 – “Lunch with Salimah”: creating space for honest feedback and ideas 
15:10 – Why silence would be more worrying than criticism 
15:53 – What still surprises her on site: tenure, loyalty, and commitment 
16:08 – Decades‑long service and multi‑generational fami...

In this episode of Mission in Motion, host Heather Maxwell sits down with Salimah Walji‑Shivji, CEO of AgeCare, to explore what it really means to lead a people‑first senior living organization. From her first job in retail to a master’s in clinical social work, a career in health law, and now the CEO role, Salimah’s journey is anything but traditional—and that non‑linear path has shaped a leadership style that is deeply human, values‑driven, and grounded in service.

Salimah shares how early experiences on the retail floor—navigating the chaos of Christmas, Valentine’s Day, and Mother’s Day at La Senza—taught her enduring lessons about customer service, teamwork, and resilience that still show up in her leadership today. She reflects on the camaraderie of a great team, the importance of having fun in hard jobs, and what she learned from working with an exceptional CFO and senior leadership group over more than a decade. Together, Heather and Salimah connect those frontline lessons to the realities of leading a national portfolio of senior living communities.

From there, the conversation traces Salimah’s path from clinical social work and trauma into health law, and eventually into executive leadership. She describes herself as an “accidental CEO,” explaining how pairing a social work lens (impact on people, families, and staff) with a legal lens (risk, regulation, and reputation) informs every decision she makes at AgeCare. Throughout, she emphasizes that AgeCare is a people business, not a product business, and that everything—from policy to strategy—must ultimately support how residents and families experience life in their communities.

Heather and Salimah also unpack the realities of being part of the “sandwich generation”: leading a large, complex organization while raising teenagers and supporting aging parents. Salimah shares the habits and boundaries that help her stay grounded, including being present where she is, working in flexible “off cycles” when needed, and taking true “hard stops” for family time and travel. She offers practical insights on role clarity, delegation, and letting people work to their strengths, both at home and at work, so leaders aren’t constantly pulled in all directions.

Listeners in senior living, long-term care, and healthcare will come away with a rich, real‑world picture of people‑first leadership: what it looks like to stay close to frontline communities, empower local teams, and keep residents’ dignity, independence, and community at the center—while also leading a national organization and a busy family life with intention and care.

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.com

Chapters:

0:00 – Intro: Mission in Motion, AgeCare, and people‑first leadership 
0:26 – Heather introduces AgeCare’s mission: vibrant seniors’ communities 
0:56 – Salimah’s journey: from social worker to lawyer to CEO 
2:11 – First job at La Senza: retail, teamwork, and early leadership lessons 
3:26 – Service, tone, and kindness: how retail shaped a career in care 
5:07 – Chaos at Christmas & Valentine’s Day, and the power of great colleagues 
6:52 – Long‑term leadership: reflecting on a CFO’s decade‑plus of service 
8:06 – From clinical social work and trauma to health law and AgeCare 
10:38 – Did she ever imagine being a CEO? The “accidental CEO” story 
11:15 – Why we need to talk more about careers in seniors living 
12:23 – AI, human touch, and why care work can’t be automated 
13:45 – Beyond hospitals: overlooked career paths in continuing care 
15:20 – Social work, law, and executive lenses in everyday decisions 
17:01 – How would you describe your leadership style today? 
17:26 – Driven, caring, responsive: what Salimah hopes her team would say 
19:22 – Empowering frontline teams and avoiding being a leadership bottleneck 
20:56 – A national portfolio: leading 50+ homes across three provinces 
21:19 – Raising teens while leading a large organization 
22:40 – The “sandwich generation”: aging parents and growing kids 
22:57 – Habits and boundaries: being present and taking hard stops 
24:55 – Advice to leaders who feel pulled in all directions 
26:37 – Being clear is kind: up‑to‑date roles and responsibilities 
27:19 – Letting people work to their strengths at home and at work 
27:35 – What impact matters most as a leader in a people business 
30:25 – Home as something sacred—for residents and for families 
30:55 – Heather’s closing reflections, AgeCare’s mission, and what’s ahead in Part 2 
31:30 – Call to action: Subscribe, share, and connect with Maxwell Management Group 

In this second part of our conversation with Nicole, host Heather Maxwell welcomes back Nicole Belanger, a DISC and leadership development specialist, to explore how positionality, bias, and the Wheel of Power and Privilege intersect with DISC to shape how leaders show up at work—especially in senior living, long-term care, and healthcare.

Nicole introduces the Wheel of Power and Privilege, a framework widely used in academic research to help people examine how their life experiences, identity, and unearned advantages influence the way they interpret situations. She explains concepts like positionality—“how my life experience shapes my perspective”—and Peggy McIntosh’s idea of the “invisible knapsack” of unearned advantages we all carry. Unlike DISC, which produces a clear behavioural profile, the wheel is a self-reflection tool that asks leaders to locate themselves across factors like race, gender, education, and socioeconomic status, and to notice where they experience power, privilege, or barriers.

Building on that, Heather and Nicole connect the Wheel of Power and Privilege to the realities of multigenerational, multicultural teams in today’s workforce, where up to five generations may be working together. They share practical examples of how two leaders can observe the exact same behaviour —such as an employee asking a lot of questions or a younger leader bringing a laptop into a meeting—yet interpret it in radically different ways based on their experiences. Through these stories, Nicole illustrates how combining DISC (how people communicate) with the wheel (why people see the world the way they do) can reduce conflict, increase empathy, and improve engagement, retention, and psychological safety.

Listeners also hear why self-awareness is a non‑negotiable leadership skill that can’t be outsourced to AI. Nicole references research by organizational psychologist Dr. Tasha Eurich, whose work suggests that while 95% of people believe they’re self-aware, only about 10–15% actually are. Together, Heather and Nicole encourage leaders—especially those in relationship‑driven sectors like senior living and healthcare—to use DISC and the Wheel of Power and Privilege as accessible, free tools to: question their assumptions, recognize bias in decisions (such as hiring), and shift from “Do I like this person?” to “What evidence suggests this person can succeed and contribute to our mission?” The episode closes with a strong call for leaders to embrace humility, reflection, and curiosity as the foundation for inclusive, high-performing teams.

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.com

Chapters:

0:00 – Intro, welcome back & Nicole’s expertise 
0:32 – Why talk about bias, culture & generations in today’s workforce 
1:20 – What is the Wheel of Power and Privilege? 
2:39 – Positionality explained in simple terms 
4:10 – Peggy McIntosh and the “invisible knapsack” of unearned advantages 
5:30 – Walking through the wheel (Government of Canada version) 
7:06 – How the wheel is used: self‑reflection vs. comparison 
9:10 – Key reflection questions for leaders using the wheel 
11:10 – Generational and cultural diversity in senior living teams 
12:55 – Example: Two leaders, one behaviour, very different interpretations 
14:45 – From automatic thinking to intentional, reflective leadership 
15:42 – Sponsor message: About Maxwell Management Group 
17:08 – How the Wheel of Power and Privilege connects to DISC 
18:25 – DISC: how people communicate; the wheel: why they see things differently 
19:50 – Story: Families, prior healthcare experiences, and cultural expectations 
21:35 – Using these tools to build empathy with residents, families, and staff 
23:15 – Bias in leadership: from “Do I like them?” to “What evidence do I have?” 
24:16 – Why positionality matters now for healthcare and senior living leaders 
25:40 – Dr. Tasha Eurich’s 95/15 paradox of self‑awareness 
27:05 – Blind spots, assumptions, and misinterpreting situations at work 
28:40 – Practical takeaway: How leaders can start with DISC and the wheel 
30:10 – Self-reflection, humility, and moving beyond “my way is the benchmark” 
32:05 – Final thoughts: Why we can’t outsource self-awareness to AI 
33:11 – Heather’s closing summary, key takeaways & invitation to listeners 
34:08 – Call to action: Subscribe, share, and connect with Maxwell Management Group

In this 2 part episode of Mission in Motion: A Minute with Maxwell, host Heather Maxwell sits down with Nicole Belanger, a DISC and leadership development specialist, to unpack how understanding communication styles can transform teams in senior living, long-term care, and healthcare.

Nicole demystifies the DISC framework: D (Dominance), I (Influence), S (Steadiness), and C (Compliance) explaining what each style looks like in real life: how D’s drive results, I’s energize relationships, S’s create harmony, and C’s safeguard quality and compliance. She shares how DISC began as psychological research and has evolved into a practical assessment tool used in hiring, leadership, and team development.

Grounded in the reality that senior living is a people business, Nicole and Heather explore why DISC is so valuable in environments where leaders must balance resident care, family expectations, regulatory compliance, and team well-being. They connect DISC to pressing issues like employee engagement, burnout, retention, and psychological safety, highlighting Gallup’s finding that only about 20% of employees are engaged globally, and that managers influence 70% of that engagement.

Listeners hear vivid examples of how different DISC styles commonly show up on a senior living leadership team, such as an Executive Director (high D), a Director of Care (high C), and a Recreation Manager (high I)—and how clashes often arise when a results-oriented D and a risk-averse C see the same situation through very different lenses. Nicole offers language and strategies leaders can use to reframe tension, validate each other’s perspectives, and co-create a path forward instead of slipping into command-and-control or silent resistance.

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.com

0:00 – Intro & Welcome
0:49 – Why DISC in Senior Living
2:32 – What Is DISC?
3:35 – D, I, S, C in Everyday Terms
7:06 – DISC, Engagement & Burnout
11:48 – DISC on a Leadership Team
15:11 – How Styles Act Under Pressure
18:20 – When D and C Clash
22:37 – From Frustration to Understanding
25:40 – Using DISC with Families & Residents
27:38 – Story: Turning Conflict into Connection
31:15 – Key Takeaways & Next Episode Teaser
32:47 – Closing & Call to Action

In this Part Two episode of A Minute with Maxwell: Mission in Motion, host Heather Maxwell continues her conversation with Sue Owen, President and CEO of the Canadian College of Health Leaders, shifting from systems and strategy into a more candid, deeply personal look at what it really means to lead people in a complex, exhausted healthcare environment.

Picking up where Part One left off, Heather and Sue explore the inner landscape of leadership—the humility, self‑reflection, moral distress, and multigenerational tension that don’t always show up in dashboards or reports, but quietly shape the experience of leaders and teams across Canada.

Through honest examples and practical reflection, Heather and Sue dive into:

• Leadership humility, self‑reflection, and non‑linear careers: Why the most important leadership lessons often come later in your journey—and how humility, listening, coaching, and learning from “detours” (including job loss) can become accelerators for growth.
• Moral distress and the cost of empathy: How resource and time constraints are creating moral distress for healthcare workers who want to provide truly relational care—especially in long‑term care—and why this quiet strain is burning people out.
• Leading five generations and evolving capabilities: What it takes to lead a multigenerational workforce while integrating reflexivity, EDI, cultural safety, and Truth & Reconciliation into everyday leadership practice—not as side projects, but as core capabilities.

This second episode in the two‑part series is a grounded, hopeful invitation to leaders, emerging leaders, and organizations across Canada: if we want sustainable, people‑centered healthcare, we must invest not only in systems and structures, but in humble, reflective, community‑anchored leadership that makes it possible for people to keep caring—without breaking.

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.com

Chapters:

0:00 – Welcome back: Part Two introduction and recap  
0:27 – What keeps leaders up at night: looking after your people  
1:36 – Defining leadership lessons: humility, listening, and blind spots  
4:03 – Non‑linear careers, coaches, and learning from setbacks  
7:23 – Showing up consistently while leading a national association  
9:44 – Relevance, modernization, and making CCHL a “must‑belong‑to” organization  
10:24 – Are we supporting leaders—or asking them to operate in unsustainable conditions?  
13:01 – Moral distress as a workplace hazard and the cost of empathy  
14:11 – Going above and beyond: PSWs, relational care, and burnout  
16:12 – The LEADS framework refresh and emerging capabilities  
16:30 – Reflexivity, EDI, cultural competence, and Truth & Reconciliation in leadership  
19:51 – Communities of practice and continuous knowledge uptake  
20:23 – Learning from Indigenous partners and the gift of feedback  
21:18 – Leading five generations: from teens to traditionalists  
22:21 – Different ways of working, shared needs, and co‑creating solutions  
24:50 – Similarities across generations: respect, trust, and meaningful work  
25:36 – Context vs. content: tailoring leadership to setting and population  
27:28 – Are we promoting faster than we’re developing leaders?  
28:53 – Joy at work, role fit, and investing in development  
29:17 – Scaling leadership and strategic HR in large, complex organizations  
29:47 – Final advice: lead from where you are and build communities of practice  
31:23 – What gives Sue hope: people, generosity, and quiet leadership  
32:31 – Closing reflections and call to “together we get better”

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.com

Chapters:

0:00 – Introduction to Mission in Motion and today’s guest, Sue Owen
1:53 – Sue’s background and 28‑year journey with the Canadian College of Health Leaders
2:37 – First job, rejection, and what early experiences teach us about leadership
4:09 – From kinesiology to health administration: Sue’s path into healthcare leadership
7:23 – The current state of healthcare leadership in Canada: aging populations, fiscal restraint, and complexity
9:24 – AI, interoperability, and what strategic adoption really requires from leaders
11:40 – 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 development
20:30 – Health human resources: workforce fatigue, overtime, and the shift to strategic HR
25:09 – Uncomfortable truths: workplace violence, bullying, racism, and gaslighting in healthcare
27:28 – Intersectionality, safe spaces for hard conversations, and what leaders often don’t know—yet
30:50 – Relational care, empathy, and building psychologically safe workplaces
36:27 – The future state: managing generations, investing in AI, and measuring what matters
38:44 – COVID‑era narratives, long‑term care realities, and the dedication of frontline workers
42:43 – Innovation and good news stories across Canada’s healthcare system
44:25 – 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 Jodi Hall, CEO of the Canadian Association for Long Term Care, to unpack one of the most urgent challenges facing Canada today: how we staff, support, and sustain the future of long-term care.

With Canada now at a historic demographic turning point—more seniors than children—this conversation explores what it truly means to build a long-term care system that is resilient, modern, and centered on dignity. Drawing on national data, policy insight, and frontline realities, Jodi outlines why workforce shortages, infrastructure gaps, and system fragmentation are no longer future concerns—they’re already here. 

Through a deeply practical and policy-informed lens, Heather and Jodi explore:

• The demographic tipping point: Why Canada’s aging population is reshaping healthcare, workforce planning, and national priorities—and why long-term care must now be seen as critical infrastructure.
• Workforce shortages and retention challenges: With tens of thousands of vacancies across the country, the conversation breaks down why recruitment alone isn’t enough—and how retention, culture, and career development play a defining role.
• Leadership gaps in care environments: Why long-term care leadership roles are increasingly difficult to fill, and what needs to change to build the next generation of leaders in the sector.
• Infrastructure and modernization needs: From outdated buildings to growing waitlists, why Canada may need to nearly double long-term care capacity—and what that means for funding, timelines, and care quality.
• Technology, AI, and workforce enablement: How innovation can reduce administrative burden, improve communication, and support care teams—without replacing the human element at the core of care.
• National strategy and government collaboration: Why a coordinated, Canada-wide workforce and infrastructure strategy is essential—and what success could look like over the next five years.
• Redefining success in long-term care: A future where staffing is stable, care is high-quality, infrastructure is modern, and long-term care is seen as a respected, desirable career path.

This episode is a powerful call to action for policymakers, healthcare leaders, and organizations across the country: solving workforce sustainability isn’t just one priority—it’s the foundation that everything else depends on.

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 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

Chapters:

0:00 – Introduction to Jodi and Mission in Motion
2:39 – Canada’s Demographic Shift: Why This Changes Everything
6:55 – National Priorities: Workforce, Infrastructure, Innovation
9:25 – The Reality of Staffing Shortages in Long-Term Care
12:19 – Recruitment vs. Retention: What Actually Works
23:03 – The Leadership Gap in Long-Term Care
24:46 – Workplace Culture, Burnout, and Psychological Safety
26:52 – Infrastructure Crisis and Capacity Challenges
31:34 – Technology and AI as Workforce Enablers
36:33 – A National Workforce Strategy: What’s Needed
40:06 – What Success Looks Like for the Future of Care
42:49 – Final Thoughts: Long-Term Care as Nation-Building

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 Group

This 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

Chapters:

0:00 – Introduction to Stacy and Mission in Motion
2:20 – Stacy’s Journey: From Retail to Leadership Development
4:27 – The Pitfall of Promoting Top Performers
6:43 – Building High-Potential and New Manager Programs
8:42 – One-on-Ones and Creating Psychological Safety
9:52 – Feedback as a Culture, Not a One-Off
10:54 – 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 For
19:19 – Clarity, Expectations, and Job Descriptions
21:37 – Interviewing as a Critical Leadership Skill
23:33 – Onboarding New Leaders and Reinforcing Expectations
25:15 – Delegation: Letting Go of “My Way”
28:09 – Time Management and the 80/20 Rule for Leaders
29:51 – Trust as the Core of Effective Leadership
32:06 – What Walmart Got Right in Developing Leaders
33:11 – What Royal Caribbean Got Right in Developing Leaders
35:04 – How Stacy Partners with Organizations Today
35:53 – 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 continues the conversation with Mike Traub, former Vice President of Operations at Riverstone Retirement Communities, and Arta Shala, now Riverstone’s Vice President of Operations, to explore how lived experience, immigration, and frontline work shape people-first leadership in senior living.

From arriving in Canada with two duffel bags and no clear plan, to walking through a snowstorm to her first retirement home interview, Arta shares how chance, courage, and deep respect for elders led her into the sector—and why she never looked back.

Through powerful resident stories, including a Holocaust survivor whose quiet rituals spoke volumes, Arta reveals how listening beyond the surface transformed the way she leads teams, supports families, and carries forward Riverstone’s people-first culture.

Key themes they explore include:

• Immigrant experience and leadership lens: How Arta’s journey from a war-torn country to Canada shaped her resilience, empathy, and refusal to take opportunity for granted—and how that perspective informs every leadership decision she makes today.
• Frontline to executive leadership: Why starting as an office manager in a retirement home gave Arta a ground-level understanding of residents, families, and staff that now guides her as VP of Operations.
• Seeing beyond the surface in resident care: The story of a Nazi camp survivor, and how understanding hidden histories changed Arta’s approach to care, compassion, and dignity in senior living.
• People-first as a daily practice: How small moments—checking in on a withdrawn team member, asking “Are you really okay?”—reinforce the belief that “it’s a people business” where kindness, curiosity, and non-judgment are non-negotiable.
• Determination, fairness, and growth: The realities of being underpaid, having to work harder for promotions as a newcomer, and why those experiences made Arta more determined to build workplaces where people feel seen, valued, and supported.

The conversation offers an honest, story-driven look at what it means to lead with humanity in senior living—drawing on personal history, cultural transition, and everyday moments of care to shape a leadership style where people come first, and everything else follows.

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 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

Chapters:

00:00 – Intro: Mission in Motion & Guest Introductions
00:09 – Why Mike Chose to Mentor Arta as His Successor
01:07 – Heather’s Welcome and Episode Framing
01:20 – Arta’s Unplanned Entry into Retirement Living
03:02 – First Job in Retirement & Early Culture Shock
03:13 – The Story of Mrs. Zem and Seeing Beyond the Surface
05:59 – “Be Kind”: The People-First Nature of Senior Living
06:39 – Arta’s Immigration Story: From War-Torn Kosovo to Canada
08:57 – An Immigrant Lens on Team Members’ Hidden Struggles
10:44 – Family Roots: Parents, Daughter, and Leadership Values
13:14 – Challenges as a Woman and Immigrant Leader
16:08 – Leading a Large, Diverse Team at Riverstone
22:45 – Psychological Safety, Trust, and Frontline Voices
26:55 – Mike on Retirement, Hobbies, and Ongoing Mentorship
28:11 – Mike’s Legacy: People, Properties, and Riverstone’s Growth
30:00 – Succession Planning Advice for Executives Nearing Retirement
31:32 – How Arta Defines Success and Leadership Today
34:27 – Advice to Newcomers & the Power of Mentorship
38:56 – When You Must Hire Externally: Choosing the Right Search Partner
42:01 – Final Reflections on Purposeful Careers in Senior Living

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 Group

This 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

Chapters:

00:00 – Intro: Legacy Leadership in Senior Living
00:59 – Early Impressions of Arta’s People-First Management
03:03 – Mike’s Path: From Hotels to Retirement Living
05:57 – People-First, Profit-Follows Philosophy
06:39 – Growth, COVID-19 & Responsibility to Residents
12:42 – Choosing Arta as Successor & Mentorship Begins
17:15 – Culture, Connection & Stories of Long Tenure
20:21 – Inside the Mentorship: Exposure to the Executive Role
24:34 – Why Succession Planning Matters
26:30 – Arta’s Journey: Being Mentored into Leadership
29:31 – Practical, Informal Mentorship & Internal Promotion
33:37 – Outro