Category: UP! for Work

Have you ever had someone on your team that you knew was a problem, but you didn’t want to address it because the conversation felt uncomfortable?

You know the one…
The underperformer everyone else sees.
The toxic employee people avoid.
The once-great employee who is slowly disengaging.

Avoiding the conversation to address the issue because it is difficult or uncomfortable will do more damage to the culture of your work environment than having the conversation. Business leaders talk a lot about holding people accountable, but they often don’t recognize when or how to do it effectively.

When issues are ignored, it is just avoidance and teaches your team that rules don’t matter.

When issues are recognized but excused, they don’t improve, they get enabled.

When your first response is taking corrective action and writing someone up, trust erodes. Employees stop feeling safe enough to admit mistakes.

When issues are recognized and the employee is given ways to improve, that is where long term transformation can happen. This is the level we strive for.

When Do We Give Feedback?

Feedback isn’t just something that happens at annual reviews. Feedback should happen daily. Every interaction either strengthens or weakens the relationship.

1. Coaching Conversations

These are the informal, everyday conversations. A coaching approach helps employees think and come to their own solutions.

2. Development Conversations

These can happen during formal performance reviews or in the flow of the day. You’re giving guidance while allowing them to grow.

3. Difficult Conversations

This is where leaders can struggle. Some people dislike calling others out. Others have no problem correcting behaviour. Understanding your own edge of where discomfort shows up for you, is key. Leadership growth starts at the edge of discomfort, not when you’re comfortable.

The Real Cost of Avoidance

You may think avoiding a difficult conversation keeps the peace. What it actually does is quietly chip away at your culture.

It Creates Resentment

Your team notices what is tolerated. High performers especially notice when low performance is allowed to continue and may eventually change their quality of work. Resentment isn’t obvious, but there are signs. It shows up as disengagement and lower effort. Attitudes of “Why should I bother giving my best effort?” may start to creep in. Eventually, your strongest employees may leave, not because of the workload, but because their frustration and what you allowed.

It Erodes Trust

When you don’t address issues, you lose credibility with your team. If leaders won’t address issues, employees lose confidence. Your team will feel you don’t have their back and support is lacking.

Your team starts wondering:

• Do the rules really matter?
• Are expectations consistent?
• Will leadership step in when needed?

According to Patrick Lencioni in the The Five Dysfunctions of a Team, the first dysfunction is the absence of trust. Without trust, it is almost impossible to build a cohesive, thriving workplace. Trust is built by being clear and consistent.

It Creates Confusion

If you say accountability matters but don’t enforce it, your team receives mixed messages. When values aren’t upheld through your actions, they become just words on a wall. Confusion creates inconsistency and inconsistency creates chaos. Clarity, on the other hand, creates confidence.

Why Leaders Avoid Difficult Conversations

There are many reasons we avoid holding people accountable.

• We don’t like conflict.
• We might have people-pleasing tendencies.
• We worry the employee will quit.
• We’re unsure what to say.
• We’re concerned about saying the wrong thing and creating legal risk.

The fear is real and is a concern. But isn’t it better to deal with the situation than let it fester until it explodes? Often creating a bigger problem than the original.

Keep Brené Brown in mind and reframe your mindset.

“Clear is kind. Unclear is unkind.”

Avoiding the conversation may feel kind in the moment, but long term, it is not.

How to Have a Difficult Conversation, without Damaging Trust

You don’t need to be perfect, but you do need to be prepared. Here’s a few simple tips to follow the next time you need to have an uncomfortable conversation.

1. Get Yourself Ready

Give yourself time so you aren’t rushed and avoid being reactive. And yes, make sure you’re not hangry. Keep your frame of mind positive.

2. State the Facts

Describe what you observed without laying blame.  For example, instead of pointing fingers and saying
“You’re careless.” Try to use a factual statement such as, “I noticed there were errors on the financial summary.” By sticking to observable facts, it avoids anyone becoming defensive and keeps communication open.

3. Explain the Impact

Help them understand why it matters. I find this makes a difference when a person understands the reasons. For example, “When the financial summary has errors, it delays decision-making and impacts the rest of the team.” Now it’s about the business and not about the person.

4. Ask for Their Perspective

Instead of being accusing, ask a question first.  Hear from them on why they may behave the way they do or made the decision they did.  A quick question, such as “Can you walk me through what happened?” will give them an opportunity to provide their perspective. Then you need to listen. There may be more going on than you see on the surface.

5. Agree on Clear Next Steps

These conversations do not need to be long and dragged out. Avoid bringing up a laundry list of your frustrations. Focus on one issue and how to improve. Agree together what success will look like and ask how you can support.

6. Close with Alignment

Paraphrase a summary of the conversation and what was discussed. Thank them for the work they do and let them get back to work.

7. Make notes

After the conversation, make some bullet points on the conversation.  Write down the date and who was present. Include what was said from both sides and the actions going forward. Conversations should be documented as you never know when you may need to use them.  Even if you think you have a great memory, take notes.  File it in your employee file.

Having difficult conversations and holding people accountable isn’t about control. It’s about being clear on expectations. When you address issues early, respectfully, and directly, you:

• Protect your culture
• Reinforce expectations
• Develop your people
• Reduce long-term stress

Having uncomfortable conversations may never feel easy. That’s normal. It is like building a leadership muscle.  Leadership does not grow when you are comfortable. It grows when you push yourself and do things you don’t want to do but know you need to. Your team doesn’t need you to have all the answers, they just need you to be consistent and clear.  

The labour market is very tight, and predictions are that it’s only going to get harder to find qualified workers. As employers, what can you do to attract someone who has:

• A great work ethic
• An understanding of how to get along with others
• A willingness to learn and dig in to help, regardless of the job

And that’s before we even talk about the hard skills needed to actually do the work.

In a perfect world, the ideal employee shows up with all the boxes checked:

• Great work ethic.
• Strong interpersonal skills.
• The exact experience you’re looking for.
• Ready to be productive within the first month.

Sigh… if only it were that easy.

Hire for Character, Train for Skill (When You Can)

I’ve always believed that hard skills are trainable—to a point. Of course, there are roles that absolutely require specific knowledge and experience just to be considered. But for many entry to mid-level roles, you may want to weigh character more heavily than background experience.

You can teach systems.
You can train processes.
It’s much harder to teach attitude, work ethic, and how to be a decent human at work.

Want help assessing character during interviews?
Download my free Interview Questions Guide.

So What Actually Attracts Good Candidates?

If you want to attract great employees, focus on the employee experience. And that starts before you even think about hiring.

First: Take Care of Your Current Employees

Your employee experience is how both current employees and future candidates perceive your organization as an employer. That experience is shaped by things like:

Compensation & Perks
Compensation needs to be fair and equitable. When possible, consider health benefits, a pension, flexible perks, or even company swag. These things signal that you value your people.

Onboarding
Onboarding isn’t just paperwork—it’s your first real impression. A thoughtful, personable onboarding experience lays the foundation for the employee-employer relationship and directly impacts performance, job satisfaction, and retention.

Clear Communication
Share information about the business. Vision. Mission. Values. Policies. Job expectations. People want clarity, not guesswork.

Involvement & Development
Involve employees in decisions where you can. Delegate responsibility. Help them build skills and confidence. Talk about career paths—even if that path looks different for everyone.

Feedback & Coaching
Provide praise when it’s earned. Give performance feedback regularly. Offer developmental coaching, not just correction when something goes wrong.

Team Cohesiveness
Strong teams build trust. When employees feel safe, respected, and connected, they can relax and focus on doing good work—without fear of constant reprimand.

Happy Employees Attract Other Good People

When your existing employees are engaged and genuinely enjoy where they work, they talk.
They refer friends.
They recommend people with similar work ethic and attitudes.

That’s how you attract candidates who already resonate with what you offer—and who are far more likely to succeed in your organization.

Your Job Posting Should Reflect Your Culture

When you do post a job, don’t just list tasks and requirements. Build into your job postings:

• What you offer
• How employees are supported
• What it’s like to work there
• Why someone would want to be part of your team

Focus on what the employee will receive, not just what you expect them to give.

The Long Game (Because There’s No Easy Button)

Unfortunately, there isn’t a magic fix that suddenly fills your inbox with highly qualified candidates overnight. Attracting great employees is a long game.

It’s about:

• Building a healthy workplace culture
• Providing what employees truly need
• Creating clarity and consistency
• And letting your reputation do the talking

Good people don’t just look for jobs. They look for places where they can belong, contribute, and grow.

And that starts from the inside out.

Struggling to identify candidates with the right work ethic and attitude?

If resumes aren’t telling you what you really need to know, I’ve got you covered.

Download my free Interview Questions Guide to help you assess:

• Work ethic and accountability
• How candidates collaborate and handle challenges
• Trainability and willingness to pitch in
• Overall fit for your workplace culture

Download the Interview Questions Guide and start hiring with more clarity and confidence.

You’ll also receive The Up! Date, my monthly newsletter with practical HR tips and leadership insights to help you build a people-first workplace.

There are several changes made to the Saskatchewan Employment Act effective January 1, 2026. Included is a summary of what is changing.  Please do your own research and adjust for your own business.  To ensure your business is compliant, Action Items are included to help guide what to do.

Work Schedules & Overtime

As an employer, you can choose whether a “workday” is a calendar day (midnight–midnight) or a 24-hour period for scheduling and overtime calculations.

Action Items:

• Decide how your company defines a workday (calendar day vs. 24-hour period)
• Confirm overtime calculations align with what you decide
• Update scheduling or payroll procedures if needed
• Update appropriate policies on schedules and overtime
• Communicate with all staff the definition of workday for your business

Tips & Gratuities

Employers can no longer withhold, deduct, or reclaim employee tips. Tip pooling can happen, but only under regulated conditions. The Amendment isn’t clear on what the regulated conditions are so if this applies to you, further research is needed.

Action Items:

• Review what you are currently doing with tips and tip pooling
• Confirm no deductions, withholding, or reclaiming of tips
• Document how tips are distributed and communicate to your staff

Sick Notes & Absences

Regarding an employee’s absence due to illness or injury or illness or injury of a member of the employee’s immediate family who is dependent on the employee, an employer cannot take discriminatory action against an employee for the above absences. You can only ask for a medical note when the employee has been off more than five consecutive workdays or has had two separate absences of two or more days in the past 12 months.

Action Items:

• Update policies on when medical notes are allowed and train managers who have direct reports
• Tighten up absence tracking to reflect the new standards
• Ensure procedures of “automatic sick note” practices no longer happen

Expanded Leave Provisions

Several statutory leaves are being expanded or clarified. Review the Amendment along with the full Saskatchewan Employment Act.

Long term illness or injury leave is extended from 12 weeks to 27 weeks in a 52-week period. That means, for a serious illness or injury, an employee’s job is protected for up to 27 weeks in any rolling 52-week period. Exceptions were added if an employee is on Worker’s Compensation Benefits as well. .

Interpersonal/sexual violence leave is expanded to include unpaid leave of up to 16 weeks for one continuous period or the current 10 days which the employee can take intermittently.  

Bereavement leave is more flexible and includes pregnancy loss. An employee can take up to five days for the death of an immediate family member or someone to be like immediate family, including the death of a pregnancy. The leave can be taken up to six months after a death.

Action Items:

• Revise current illness/injury leave policy to reflect the new entitlements
• Update bereavement leave timing and eligibility
• Update interpersonal/sexual violence leave provisions
• Add pregnancy loss to personal leave policy

Other changes made to the Act:

• The Director of Employment Standards can now order reinstatement and compensation if an employer takes discriminatory action against someone for using their employment rights such as taking a leave. 
• The threshold for group termination notice increases from 10 employees to 25 employees.

Reference is directly from the Government of Saskatchewan website summarizing the changes.  You can search for the publication and get a free PDF copy of the Amendments to the Act. Supporting Businesses and Workers Through Amendments to Employment Standards | News and Media | Government of Saskatchewan

I have experienced firsthand what it is like to be on an effective team.  Unfortunately, I also know what it feels like to be on a team that is not so effective.  There are common traits that are present in high-performing teams and missing one or all the traits can be detrimental to the effectiveness of the team. There are things you can do to foster a team that works well together producing great results.

1. Set expectations from the beginning. 

When you are clear on what is expected, people know what they are working toward. Not only for goals but how you want them to BE at work. Lay the foundation of how you expect your team to behave and then hold them accountable every time they try to lag.   Communicate your expectations and hold them capable to the results. Understanding what they are working toward helps guide behaviour.

For example, when a team member comes to you giving up on finding a solution, ask open ended questions to ensure they understand the task but do not take the task back.  If you expect your team to be independent thinkers, problem solvers and solution seekers, it is critically important they are given the opportunity to persevere to find the solution on their own and if that means making a mistake or doing it differently than you, so be it.  We all learn best by doing.  If we continue to find solutions for them, we will keep ourselves in the overwhelm of doing too much rather than developing others to help carry the load.  The team will become complacent, and we will end up becoming bitter and resent those around us.  But in essence, we created the situation. I am guilty of thinking it’s easier if I just do the task myself.  I’ll get it done faster.  But in the end, I continue to struggle with not having enough time to do the work that only I can do. Keeping myself accountable to develop those around me will help me save time in the end, plus develop another person.

2. Create a culture where it is okay to make mistakes

When people feel safe at work, physically and psychologically, it allows the team to settle in to experiment with best solutions without the fear of reprimand.  If intentions are pure to find the best solution, there should be no worry of getting yelled at or belittled.  I believe there are no such things as mistakes but only learning opportunities.  If something does not work out, it is a learning experience and something not to do again.  If however, there is a threat of being yelled at from our boss, that will definitely inhibit us from trying something new to create the best solution.  This limits our creative solutions which limits our ability to problem solve.  Allowing our team to be creative, to think outside of the box can lead to solutions we may not have thought of before. When we are comfortable at work to bring ideas forward or make mistakes, it builds trust.

3. Build the team approach

Have you heard the saying “we win as a team and lose as a team”?  What about “we are stronger together”?  When we reduce negative competition amongst our team, but rather create positive collaboration, the whole team, and those we serve, wins.  Being clear on common goals the entire team is striving for, will instill a sense of belonging. It is a human psychological need to feel connected to others.  When we feel connected, the natural tendency is to strive for the common good of the team.

So what’s the secret?

The secret is there is no secret. The underpinning of all these qualities is clear communication, trust and collaboration.  High performing teams are based on relationships.  Being clear with our communication, creating a psychologically safe work environment, having trust in each other knowing we have each other’s back increases the effectiveness of what we can accomplish.  If you want a high-performing team, what are the ways you can help create it?

Lately, I’ve had some interesting conversations with business leaders about the younger generation and their work ethic. They expressed frustration with the younger generation’s lack of drive. We talked about when we were growing up, work often meant doing what we were told, not questioning authority, and working as much as possible. It seems that isn’t the case with those entering the workforce now. This shift is creating a fascinating discussion about motivation in today’s workplace.

Today, things may look a little different.  To some who have been in the workforce awhile, “kids these days” don’t seem to have the same drive or motivation we had when we started working. But before jumping to stereotypes, let’s acknowledge that times have changed, and so have the factors shaping work ethic. While I won’t dive into all those factors here, I want to share some practical tips to help you motivate your team—because as the leader, the tone starts with you.

As humans, we feel first and think second. To truly influence and inspire others, we must appeal to their emotions rather than relying solely on logic. Maya Angelou said it best: “People will forget what you said. People will forget what you did, but people will never forget how you made them feel.” This rings especially true when it comes to motivating people at work.

To get the best from your team, it’s crucial to connect with them on a human level. This isn’t about checking a box or having one good conversation—it’s about building meaningful relationships over time. Developing the relationship with the intent to build trust naturally increases the team to go above expectations. Below are five actionable ways to foster connection and improve employee motivation.

Step 1: Develop Your Leadership Skills

It all starts with you. Self-awareness is a cornerstone of great leadership. By understanding yourself—your triggers, strengths, and growth areas—you’re better equipped to respond thoughtfully in challenging situations. This builds trust and creates a positive work environment.

Improving your self-awareness also lays the foundation for developing emotional intelligence (EQ), which some argue is even more impactful than IQ. Leaders with high EQ create stronger connections, handle stress well, and inspire greater loyalty from their teams.

Step 2: Cultivate Empathy

Empathy isn’t sympathy or pity; it’s about understanding someone else’s perspective and feeling with them on some level. It’s a powerful tool for deepening connections and building trust.

When you’re socially aware, you can better appreciate your team’s challenges and successes. Understanding someone from their perspective breaks down barriers and increases connection. This helps foster a positive work environment, where employees feel valued and committed to their roles. A little empathy goes a long way toward boosting morale and motivation.

Step 3: Improve Communication

Good communication is at the heart of every great relationship. Active listening, clear language, and tailoring your approach to each person’s style are essential skills for leaders.

When you communicate effectively, you can:

• Set clear expectations.
• Provide constructive feedback.
• Navigate tough conversations with ease.
• Recognize and appreciate your team’s efforts.

Clear and meaningful communication fosters a sense of purpose and alignment with common goals, sparking greater motivation.

Step 4: Give Praise and Recognition

Acknowledging your team’s efforts, even in small ways, can have a big impact. A simple pat on the back can indicate you recognize their efforts.  A “good job” goes a long way in showing you value your team. It may sound like common sense, but some leaders do not see the need to recognize a job well done, however, it does make a difference.

Celebrate successes, both big and small. Even when goals are missed, a pep talk can inspire your team to try again. Personalized recognition boosts morale, increases job satisfaction, and motivates employees to give their best. When mistakes are made, people don’t need anyone yelling or finger pointing but coaching on where they went wrong. Praise the effort and recognize a job well done while coaching on development.

Step 5: Get to Know Your Team

Every employee is unique. By understanding each team member’s behavior, strengths, and growth areas, you can tailor your approach to what motivates them most. Some people thrive under pressure; others need more guidance and reassurance.

Taking the time to truly get to know the people on your team builds trust and connection. It also allows you to challenge employees in ways that inspire growth without overwhelming them. When your team feels seen and valued for who they are, they’re more likely to rise to the occasion.

Final Thoughts

Motivating today’s workforce might look different than it did a few decades ago, but the fundamentals remain the same: connection, trust, and communication. As a leader, it’s up to you to create an environment where your team feels inspired to bring their best selves to work every day. By focusing on your own growth and genuinely investing in your team, you’ll not only motivate them—you’ll build a culture where everyone thrives.

As business leaders, creating workplaces that are people centered deepens employee’s connection to the business, decreasing the likelihood of them leaving and increasing their motivation to serve others, ultimately benefitting your business.

It is my belief that HR walks a fine line between supporting employees and managing the needs of the organization. I believe that hard, unpopular decisions need to be made in business when we are dealing with people’s lives.

As a small business owner, think about what sets you apart from others. It’s a tough question, but it’s essential for thinking about what makes your business unique. If you’re unsure of your differentiators, take some time to reflect and let them shine brightly through your business.