Mission in Motion: A Minute With Maxwell

In this episode of Mission in Motion: A Minute with Maxwell, Heather Maxwell welcomes Adrianne Fekete, pioneering private investigator, entrepreneur, author of Rockstar Rising, and founder of I Am Unbreakable Global Media. Adrianne shares how resilience, relationships, and a willingness to keep reinventing herself shaped her career—from starting a backyard carnival as a child to building a business in a male-dominated industry.

Adrienne reflects on the barriers she faced as a woman in private investigation, the mentors and lessons that helped her move forward, and what two decades of supporting people through difficult moments taught her about human nature and leadership. She also explains why she created a space where women can find belonging and visibility, and shares her bold mission to empower one billion women.

In this episode, you’ll learn:

• How Adrianne’s upbringing and early entrepreneurial experiences shaped her resilience
• Why genuine relationships and face-to-face connection have been central to her business success
• The challenges she faced as a woman in private investigation—and how she stayed focused through pushback
• Why a mentor doesn’t have to come from your own industry
• The lesson “You get what you tolerate—raise your standards,” and the importance of listening
• Why kindness and empathy are essential qualities in great leaders
• How to look beyond a résumé and get to know a candidate’s values and character
• What inspired Adrienne to create I Am Unbreakable Global Media and her mission to empower one billion women globally

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

In this episode of Mission in Motion: A Minute with Maxwell, Heather Maxwell welcomes back Brian Emmerton, President of Complete Purchasing Services, for Part 2 of their conversation. They cover a question every leader is asking: how do you attract, keep and develop great people?

Some of Brian's team members have been with him for decades. He explains what keeps them there: purpose, trust, a team that wants each other to succeed, and a "beg for forgiveness later" culture that lets people do what's right for the customer. He also talks about Complete Purchasing Services' partnership with Maxwell Management Group to recruit key leaders in British Columbia and Ontario, and why he hires for culture, not just credentials.

In this episode, you'll learn:
- Why team members stay for decades, and the role of purpose and growth
- How "beg for forgiveness later" builds trust and empowerment
- Why recognition should fit the person, from handwritten notes to a shout-out at a town hall
- Common onboarding mistakes that push good people away, and why new managers need people-management training
- How to spot future leaders who lead without formal authority
- Leading across generations and communication styles
- Why cultural fit matters most when hiring for key roles, and the case for trusting the experts in executive search

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

In this episode of Mission in Motion: A Minute with Maxwell, Heather Maxwell sits down with Brian Emmerton, President of Complete Purchasing Services, to explore an often-overlooked side of seniors’ living and healthcare: the purchasing and supply chain professionals who quietly make exceptional care possible.  

Brian shares his journey from a 15-year-old working in a local pharmacy to leading a national group purchasing organization (GPO), and reflects on the leadership practices and cultural foundations that have helped him build a loyal, high-performing team.  

In this episode, you’ll learn:  

• How GPOs work (and why they’re like Costco for senior living)
• Why “behind-the-scenes” roles are deeply purpose-driven
• Brian’s leadership journey and early lessons in empowerment
• What it takes to build a culture where people stay and thrive
• Personalized leadership in a multigenerational workforce
• How growth and career paths look different for everyone

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:

00:00 – Welcome & Introduction to Brian
02:18 – First Jobs & Early Lessons in Customer Service
03:21 – From Dietary Aide to President: Career Journey
05:36 – Mentors and Non-Traditional Career Paths
07:03 – What Is a GPO? Costco for Senior Living
09:08 – How Procurement Frees Time for Resident Care
09:53 – Behind the Scenes: Careers in Purchasing & Supply Chain
13:13 – Who Thrives in This Work? Skills & Attributes
14:50 – Global Opportunities and Growth in a Larger Organization
18:26 – Leadership Lessons: Trust, Empowerment & Lifelong Learning
23:23 – Personalized Leadership & Recognition Across Generations
31:58 – Building a High-Performing Culture & Great Team

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