DISC and the people side of care Pt. 1 | Nicole Belanger

DISC and the people side of care Pt. 1 | Nicole Belanger

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 [https://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

Leading Through Complexity in Healthcare Pt. 2 | Sue Owen

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 [https://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”

Leading Through Complexity in Healthcare Pt. 1 | Sue Owen

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

Staffing the Future of Long Term Care | Jodi Hall

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

Developing Leaders People Want to Work For | Stacy Lademar

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 [https://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