For many, navigating a career path involves a clearly articulated strategy with set goals, a training plan and a step-by-step checklist to get from entry-level positions to the executive team table. For others, the path is much less directed but still fascinating and rewarding. My career path definitely falls in the second category, but its trajectory is marked by many of the recommendations shared in Navigating Your Leadership Journey in the Winter 2022 edition of Exchange.

Education followed by on-the-job training formed the critical foundation for my career. There is no question that the managers I have reported to and worked with as colleagues have been integral to my ability to progress quickly into new positions and gain valuable experience. Working with talented, experienced, strategic communicators with exceptional professional standards and solid ethics gave me models for my own professional development. I took training when it was offered, worked extra hours to learn new skills and gain much-needed experience, and I applied for and achieved positions that were often a stretch based on my level of experience. 

I started my career in the provincial government in Manitoba, and then I moved to the private sector to expand my experience beyond government. I joined the International Association of Business Communicators (IABC) and became an internationally Accredited Business Communicator. Being part of a professional organization provided further opportunities for professional development through training, conferences, publications and other resources. I gained leadership experience by volunteering on the IABC-BC Board of Directors and the IABC Western Canada Board of Directors. With my training, work experience and accreditation, I was on a career track to achieve my goal to be a vice president of communications. Then, when that targeted position was offered to me, I turned it down to take a job with the City of Coquitlam that meant a pay cut but the opportunity to spend way more time with my son, who was three at the time. The decision was entirely based on what I felt was best for our family, but the opportunity to work with the City opened up a new world of communications and community engagement that have now become a key component of the services I provide as a consultant.

Like the Case Studies shared in this edition, my career path has gone in a variety of directions and it differs from others, but it’s been exciting, challenging and ultimately very rewarding. Sometimes I targeted an opportunity, and sometimes the new opportunities seemed to target me. But there is no question that continuous learning, mentors, professional association membership, colleagues and supportive organizations all played an integral role in my journey. 

For those who are starting their career, at the midpoint in their career or, like me, looking at retirement in a few years, the tools, advice and experiences shared in this edition provide a map that can help guide you through your own journey. 

The crazy COVID days continue. It feels like a rollercoaster, with some sudden drops that take our breath away, unanticipated twists and turns, and a general feeling of nausea as we wonder when this ride will end. While the brief respite during the flattened curve in the summer was helpful, watching case numbers rise and seeing a return of restrictions is difficult. So it’s not a surprise that health safety fears and mental health issues are becoming more prevalent. 

Unfortunately, hunkering down and hoping things will settle down on their own isn’t realistic – especially when you are responsible for delivering essential services. Local governments don’t have the option of just shutting down operations, and their employees are expected to show up for work and meet the needs of their community. The problem is those same employees are likely experiencing personal challenges – like kids or elderly family members who are cooped up or having to stay home more often, scary notices about COVID cases in schools, illness and fears about catching and spreading COVID-19, and the mental health impacts of dealing with a crisis that has been going on for months without a break. 

The result is that local governments are facing the need to support employees, apply new workplace safety requirements and ensure that business operations continue without interruption. Fortunately, there is a lot of support and advice from experts to help navigate and apply viable solutions. In the winter 2021 edition of Exchange, experts in mental health and wellness and human resource management professionals share insights into how the prolonged pandemic is affecting employees, along with tips and resources for employers. They also highlight both the risks of not meeting employee mental health needs, as well as the benefits in the long-term, including more robust mental health support programs. 

The impact of increased health safety concerns while requiring employees to come to work and maintain services is discussed further in Business Continuity and COVID-19: Balancing Employee and Organizational Needs. In particular, the pandemic has highlighted that while there is a difference between actual safety and the perception of safety, health safety concerns are affecting employees and need to be addressed. This involves more extensive communication to provide staff with details about the measures in place to prevent the spread of COVID, including regular updates as new information and requirements are put in place. As well, instead of just the legal requirements for duty to accommodate measures, there is a growing recognition that good management practice means we may need to be more flexible in how special accommodations are applied on a short-term basis.

With the continued pressure on local governments and their employees, it seems that we need to build on the advice from Dr. Bonnie Henry to “be kind, be calm and be safe” to include “be flexible, be patient and be accommodating” whenever possible. The pandemic will end, and the overall culture and health of organizations will largely be based on the work done now to support employees. Fortunately, there is a lot of great advice on how to take the right steps today to provide for effective business continuity and a more secure future.