Leadership Archives - Amanda Bernardo

The Red Flags in Leadership

admin — Fri, 08 Aug 2025 01:10:54 +0000

Earlier this week, we talked about discomfort and how it can stretch, challenge, and invite us to see things differently.

Today, let’s lean into that discomfort again and talk about something we don’t always call out: 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽.

In today’s workplace, it’s not uncommon to hear leaders speak passionately about psychologicalsafety, inclusion, collaboration, and well-being. These sound great in corporate messages, thought leadership posts, or even town halls, but for many employees, the lived experience tells a very different story.

Many of these stories often point to the same root issue: performative leadership — when leaders say all the right things, but their actions (or inactions) tell another story. It’s not always overt. In fact, it’s often subtle — disguised by charm, surface-level initiatives, or polished internal messaging. But employees feel it: the inconsistency, the double standards, the erosion of trust.

𝗦𝗼 𝗵𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘄𝗵𝗲𝗻 𝗶𝘁’𝘀 𝘀𝗼 𝗰𝗮𝗿𝗲𝗳𝘂𝗹𝗹𝘆 𝗽𝗮𝗰𝗸𝗮𝗴𝗲𝗱?

Start by watching for the small signals, the ones that reveal what’s really happening beneath the surface.

Here’s how to spot the disconnect — the subtle contradictions between what’s said and what’s actually done:

“We value open dialogue.” — but dismiss or silence feedback.

“We lead with our values.” — but make decisions that contradict them.

“Everyone has a voice.” — but only a select few are truly heard.

“We hold people accountable.” — but only some, and not equally.

“We welcome different views.” — but respond to challenge with defensiveness or quiet retaliation.

“We support your growth.” — but block, delay, or redirect opportunities.

“We care about wellness.” — but punish boundaries and reward burnout.

“We believe in inclusion.” — but only show it in comms, not decisions.

“We’re committed to transparency.” — but avoid the hard conversations.

If you’re navigating a culture like this:

1⃣ Pay close attention to your experiences and patterns over time.

2⃣ Build a circle of trusted allies.

3⃣ Use official feedback channels strategically.

4⃣ Set and protect your boundaries.

5⃣ Know when to walk away — some change isn’t possible from within, and your growth may require leaving to protect your well-being.

𝗔𝗻𝗱 𝗱𝗼𝗻’𝘁 𝗳𝗼𝗿𝗴𝗲𝘁 … 𝗻𝗮𝗺𝗶𝗻𝗴 𝘄𝗵𝗮𝘁’𝘀 𝗻𝗼𝘁 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗶𝘀 𝗮 𝗽𝗼𝘄𝗲𝗿𝗳𝘂𝗹 𝗳𝗶𝗿𝘀𝘁 𝘀𝘁𝗲𝗽.

Not every #culture can be transformed from within. But some can … and often, it starts with one voice, one question, one act of courage that nudges the system. So whether you’re navigating these dynamics or leading within them:

Keep paying attention.

Keep challenging the disconnects.

Keep choosing integrity — even when it’s uncomfortable.

That’s how we build better workplaces.

The post The Red Flags in Leadership appeared first on Amanda Bernardo.

How to make the most of your organizational restructuring

admin — Thu, 31 Jul 2025 14:46:59 +0000

So last week we talked about attrition and how an element of that can be adjusting organizational structures.

Let’s dive into that some more.

When it comes to government cost saving exercises, restructuring can be a mechanism to find efficiencies, reduce duplication, and realign resources with evolving priorities. It offers a way to manage reductions without relying solely on position cuts. This helps reshape how work is organized and delivered.

But what might this look like in action? Here a few scenarios where organizational restructuring may be considered:
A senior leader retires, presenting an opportunity to redistribute responsibilities rather than refill the role as-is
Teams with similar mandates are merged to reduce management layers and improve coordination
New or emerging priorities shift focus, requiring functions to be realigned or integrated differently
Cost-saving targets drive a broader review of roles, reporting lines, and functional overlaps

If done well, restructuring can:
Enable quicker decision-making through flatter hierarchies
Clarify roles and improve accountability
Create leadership opportunities for staff through reclassification or progression
Support internal mobility while preserving critical capacity

𝗜𝘁’𝘀 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝗿𝗲𝗺𝗼𝘃𝗶𝗻𝗴 𝗹𝗮𝘆𝗲𝗿𝘀 … 𝗶𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗱𝗲𝘀𝗶𝗴𝗻𝗶𝗻𝗴 𝘀𝗺𝗮𝗿𝘁𝗲𝗿 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝘀 𝘁𝗵𝗮𝘁 𝗿𝗲𝗳𝗹𝗲𝗰𝘁 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗴𝗼𝗶𝗻𝗴, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘄𝗵𝗲𝗿𝗲 𝗶𝘁’𝘀 𝗯𝗲𝗲𝗻.

This means creating:
Strategic alignment – Do the roles and reporting relationships support current and future priorities?
Span of control – Are managers overseeing the right number of people and functions to be effective and responsive?
Functional clarity – Are responsibilities clearly defined, or are teams duplicating effort or competing for ownership?
Capacity and capability – Are we placing the right people, with the right skills, in the right places to deliver?
Mobility and growth – Does the structure allow employees to progress, take on stretch opportunities, or pivot as priorities shift?

These elements help ensure that restructuring doesn’t just reduce but rather builds resilience, flexibility, and purpose into the way we work.

As the government looks inward, let’s use this as an opportunity to truly modernize how we work. Restructuring shouldn’t just be a reaction to fiscal pressure. It’s a chance to build more connected, agile, and forward-thinking teams.

And if your team, branch, or organization is planning to restructure, 𝗱𝗼𝗻’𝘁 𝗳𝗼𝗿𝗴𝗲𝘁 the people side of change. Build in the change management strategy and activities needed to support employees through the transition. Communication, engagement, and empathy will go a long way in ensuring your team doesn’t just adapt to change, but feels equipped to thrive in it.

The post How to make the most of your organizational restructuring appeared first on Amanda Bernardo.

So why is that some leaders miss what’s happening in their own organizations?

admin — Wed, 30 Jul 2025 14:54:23 +0000

Leadership comes with blind spots. And sometimes, we don’t see the cracks forming until something breaks.

So why is that some leaders miss what’s happening in their own organizations?

How do unsafe environments go unnoticed? How does problematic leadership go unchecked? How do communication breakdowns, exclusion, burnout, or even toxic cultures quietly take root?

𝗧𝗵𝗲 𝘁𝗿𝘂𝘁𝗵 𝗶𝘀: 𝗶𝘁 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗵𝗮𝗽𝗽𝗲𝗻 𝗮𝗹𝗹 𝗮𝘁 𝗼𝗻𝗰𝗲.

It builds slowly, in the space between what’s said and what’s heard. Between what’s reported and what’s believed. Between who has power and who doesn’t feel safe to speak.

And sometimes, leaders don’t see the problem because they are the problem. Not intentionally. But through distance. Through layers of hierarchy. Through filters that dull the urgency of feedback. Through a culture that rewards results, but overlooks relationships.

So how do we fix this?

We need to stay close.

To the work. To the people. To the quiet signals that something isn’t right.

That means building psychological safety, not as a buzzword, but as a condition for truth-telling. It means listening with humility, not defensiveness. To inviting hard conversations and following them with action. More importantly, it means asking not just “what’s going well?” but “what are we not seeing?”

𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗶𝘀 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝘁𝗼 𝘂𝗻𝘃𝗲𝗶𝗹𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝗰𝗿𝗮𝗰𝗸𝘀.

It gives us a pulse … not just on how operations are running, but how our people are actually doing. Because the two go hand in hand.

This is where change management professionals can make a real difference. Not just by helping us design new initiatives or implement transformation, but by helping us sustain what matters: trust, inclusion, connection, and culture.

𝗖𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝗯𝘂𝗶𝗹𝗱 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗹𝗼𝗼𝗽𝘀 𝘁𝗵𝗮𝘁 𝗸𝗲𝗲𝗽 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗴𝗿𝗼𝘂𝗻𝗱𝗲𝗱 𝗶𝗻 𝘄𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀.

That can look like:
• Running regular pulse checks or employee listening sessions
• Facilitating anonymous feedback to uncover what’s hard to say out loud
• Coaching leaders through tough feedback — and helping them respond with action

𝗥𝗲𝗮𝗹 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘀𝗵𝗼𝘂𝗹𝗱𝗻’𝘁 𝗯𝗲 𝗮 𝗿𝗲𝗽𝗼𝗿𝘁 𝘁𝗵𝗮𝘁’𝘀 𝗿𝗲𝗮𝗱 𝗮𝗻𝗱 𝗹𝗲𝗳𝘁 𝘀𝗶𝘁𝘁𝗶𝗻𝗴 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗱𝗲𝘀𝗸. 𝗜𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗮 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽.

And when we treat it that way, we don’t just fix problems, we build the kind of organizations where people feel seen, heard, and supported.

So don’t miss the opportunity to use your change management team to keep the “sunny briefings” away and deliver, instead, a fuller picture of what’s really happening in your organization.

Because sometimes, the changes you miss — or the ones quietly happening beneath the surface — are the very ones misaligned with your mission, your vision, or your values.

The post So why is that some leaders miss what’s happening in their own organizations? appeared first on Amanda Bernardo.

Everyone keeps talking about attrition

admin — Fri, 25 Jul 2025 14:59:33 +0000

Everyone keeps talking about attrition. But what does that really mean in the context of workforce adjustment?

When organizations are faced with the need to find cost savings, a first glance often turns to attrition (leveraging natural departures rather than cutting roles outright). It’s a less disruptive path that can ease transitions and avoid direct impacts on individuals.

So what does that mean in the context of government?

It could mean a few things:
1️⃣ Choosing not to renew term positions that already had a defined end date
2️⃣ Letting natural retirements unfold
3️⃣ Reassigning work across existing teams rather than posting a vacant position
4️⃣ Adjusting organizational structures to better reflect evolving priorities

When departments are expected to identify year-over-year cost savings, we often hear attrition as a consideration for year one.

It’s a practical first step that avoids formal workforce reduction processes while allowing space to realign priorities. But even early, less disruptive actions like these present an opportunity to think strategically about the future of work.

As leaders, it’s important our teams understand where and how cost savings might emerge.

While many of the details will remain protected under cabinet confidences, we can provide clarity around mechanisms like attrition. Sometimes, simply naming what’s happening—rather than leaving it unsaid—can help reduce the uncertainty and fear that naturally arise during periods of change.

The post Everyone keeps talking about attrition appeared first on Amanda Bernardo.

If we truly want healthier teams and human-centered cultures, we need to start by believing people when they say they’re not okay

admin — Tue, 15 Jul 2025 15:31:18 +0000

A thought that’s been sitting with me lately…

Someone recently shared a story about being on leave and how others began questioning whether they really needed it based on the things they were doing while away.

This isn’t the first time I’ve heard something like this. And I imagine it won’t be the last.

But it made me pause. Because this kind of quiet judgment, even when unspoken, carries weight.

We often assume that leave means someone should be home, still, hidden from view. But rest, recovery, and healing look different for everyone — especially in the midst of a difficult season.

Chances are, if an employee is on an extended sick leave, it’s not a decision they’ve taken lightly. A doctor’s note was likely provided — not to satisfy curiosity, but to formally support a period of rest and recovery. What they may not have shared with you, they have likely shared with their healthcare provider — someone who deemed the leave necessary for their overall wellbeing. That alone should be enough to warrant our respect.

So when that’s not enough — when this type of thinking quietly creeps in, questioning someone’s leave, their symptoms, their choices while away — it reflects an outdated mindset. One that overlooks mental health, invisible illnesses, burnout, and the complex realities people carry.

What’s worse is when that mindset doesn’t stay quiet … when it starts to spread.

When judgment begins to circulate among staff and eventually reaches the person it targets, it breaks trust. It turns someone’s personal situation into workplace gossip. It undermines psychological safety. And it sends a damaging message: 𝘁𝗵𝗮𝘁 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝗮𝘄𝗮𝘆, 𝗲𝘃𝗲𝗻 𝘄𝗵𝗲𝗻 𝗻𝗲𝗰𝗲𝘀𝘀𝗮𝗿𝘆, 𝗰𝗼𝗺𝗲𝘀 𝘄𝗶𝘁𝗵 𝘀𝗰𝗿𝘂𝘁𝗶𝗻𝘆 𝗮𝗻𝗱 𝗱𝗶𝘀𝘀𝗲𝗰𝘁𝗶𝗼𝗻 𝗼𝗳 𝗼𝗻𝗲’𝘀 𝗰𝗵𝗼𝗶𝗰𝗲𝘀.

Now, an already difficult time is being made more difficult as a result, adding unnecessary stress when support is what’s truly needed.

That’s not the kind of culture we need today.

𝗪𝗲 𝗰𝗮𝗻 𝗱𝗼 𝗯𝗲𝘁𝘁𝗲𝗿.

We don’t need more judgment.
We need more grace.
More space to be human.

And truthfully, it’s disappointing that this still happens.

Disappointing that in 2025, some are still met with doubt instead of care. That the default reaction is suspicion instead of support. That someone’s pain is debated rather than respected.

We can — 𝗮𝗻𝗱 𝗺𝘂𝘀𝘁 — expect better from our workplaces, our leaders, and from each other.

Because if we truly want healthier teams and human-centered cultures, we need to start by believing people when they say they’re not okay.

The post If we truly want healthier teams and human-centered cultures, we need to start by believing people when they say they’re not okay appeared first on Amanda Bernardo.

Behind every efficiency exercise or restructuring decision are people

admin — Mon, 14 Jul 2025 16:28:40 +0000

𝗖𝗼𝘀𝘁 𝘀𝗮𝘃𝗶𝗻𝗴𝘀. 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗮𝗱𝗷𝘂𝘀𝘁𝗺𝗲𝗻𝘁𝘀. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗿𝗲𝘃𝗶𝗲𝘄𝘀.

These are words we’re seeing more frequently across the hashtagpublicservice—each one carrying the weight of change that impacts not just programs and budgets, but people.

Behind every efficiency exercise or restructuring decision are people—employees navigating uncertainty, leaders managing tough conversations, and teams trying to stay focused amid shifting priorities.

In moments like these, how we support and lead people through change becomes just as important as the change itself. That’s why change management is an important enabler to these reviews.

Done well, change management can help to:

Create a shared understanding of decisions and proposed changes
Enhance decision-making by surfacing insights from across the organization, ensuring cost-saving measures reflect operational realities and people impacts
Equip leaders with the tools and confidence to guide their teams through complex conversations and decisions
Build and maintain trust through transparent, timely communication
Support morale and engagement during transitions
Mitigate risks of unintended consequences by fostering early feedback and inclusive planning

But without it, even the most well-intentioned reviews can result in more harm than good.

We risk:

Superficial savings that lead to service gaps, bottlenecks, and higher costs over time to fix what was prematurely reduced
Erosion of institutional knowledge and long-term capacity gaps that affect both delivery and innovation
Change fatigue and cultural disconnect that makes future change efforts harder to land
Without a coordinated change lens, reviews may focus too narrowly—missing broader opportunities to align mandates, reduce duplication, or modernize holistically
Missed opportunities to strengthen how we work; we may overlook strategic ways to retain, realign, or reinvest—opportunities that could strengthen programs, improve integration, or better serve Canadians.

Change management doesn’t just ease transitions, it uncovers insights, improves coherence across priorities, and strengthens our ability to work better, together.

𝗟𝗲𝘁’𝘀 𝗻𝗼𝘁 𝘁𝗿𝗲𝗮𝘁 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗮𝘀 𝗮𝗻 𝗮𝗳𝘁𝗲𝗿𝘁𝗵𝗼𝘂𝗴𝗵𝘁.

Let’s lead with it—intentionally, compassionately, and strategically.

Because in times of uncertainty, our ability to manage change isn’t just a skillset … it’s a responsibility.

If you’re leading a change initiative: embed change management from day one.
If you’re supporting employees: advocate for clarity, transparency, and empathy.
And if you’re shaping policy or budgets: prioritize the human impact as much as the financial return.

Change is coming—let’s be ready to lead it, not just 𝗿𝗲𝗮𝗰𝘁 to it.

The post Behind every efficiency exercise or restructuring decision are people appeared first on Amanda Bernardo.

“Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.”

admin — Fri, 04 Jul 2025 15:43:39 +0000

I recently read the quote:

“Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.”

In reading it, I couldn’t help but feel that this was true now more than ever — especially as upskilling, culture and engagement become even more important across organizations.

In the public service, we often focus on processes, policies, and outputs. But real transformation, the kind that builds engaged teams and drives lasting change, comes from involvement.

It’s not enough to pass on information or deliver a training session. When we involve our teams, be it in decision-making, in problem-solving, or in modernizing our organizations, we empower them to lead, grow, and take ownership.

I’ve seen firsthand how involvement builds confidence, unlocks creativity, and strengthens accountability … but also how it sustains change, which is more often than not one of the hardest parts to manage.

But what does involvement look like?

Truthfully, it can look different across organizations, projects, and teams but here are some general examples to keep in mind.

Think about:

Bringing staff into early stages of planning — not just asking them to execute, but including them in shaping ideas, identifying risks, and co-developing solutions. This builds ownership and leverages the frontline perspective that leadership may not always see. This is true for clients and other stakeholders too.

Creating space for ideas by carving out time during team meetings for staff to pitch improvements, share lessons learned, or propose new ways of working. When people feel heard, they show up with more energy and initiative.

Delegating with trust — not just assigning tasks, but giving team members the autonomy to lead on files, make decisions, and learn through experience …with support, not micromanagement.

Making learning and development participatory by encouraging staff to co-lead lunch-and-learns, facilitate onboarding, or mentor colleagues. This reinforces their skills while helping others grow.

Involvement isn’t about adding more to people’s plates, it’s about unlocking their potential. It builds confidence. It builds capacity. And most importantly, it builds a culture where people feel seen, valued, and trusted.

The post “Tell me and I’ll forget. Teach me and I’ll remember. Involve me and I’ll learn.” appeared first on Amanda Bernardo.

Why do we feel bad when we advocate for ourselves?

admin — Tue, 06 May 2025 20:39:47 +0000

Have you ever walked out of a meeting feeling like you had to apologize for simply asking for what you need? You’re not alone. For many employees, especially in structured or hierarchical workplaces, self-advocacy can feel uncomfortable, even wrong — as if asserting your needs or perspectives is somehow a threat to the status quo.

Sometimes, the discomfort doesn’t just come from within — it’s reinforced by external pressure, including management. You might hear things like:

“You need to be a team player.”
“Everyone else is on board.”
“Management has already decided.”
“This is just part of the job.”
“It’s not ideal, but we all have to push through.”
“Of course you can say no… but it would really put the team in a tough spot.”

These phrases might seem harmless on the surface, but they’re often used as subtle pressure tactics. They serve to silence dissent, guilt employees into compliance, and create a culture where self-advocacy or questioning decisions/situations is seen as disloyal rather than constructive.

The result? People begin to suppress their ideas, minimize their needs, or worse — take on workloads, roles, or expectations that are unrealistic or unsustainable, all to avoid being labeled “difficult.”

When employees feel they can’t speak up, it doesn’t just affect individuals — it corrodes team morale. A culture where self-advocacy is discouraged leads to:

People taking on too much because they can’t say no.
Teams feeling decisions are top-down and non-negotiable.
Employees withholding ideas because speaking up feels risky.
People carrying resentment quietly instead of addressing concerns.
Hearing the same voices while others hold back and feel unheard.

Over time, this kind of culture drives disengagement and turnover. It becomes harder to attract or retain talent, and those who stay may stop bringing their full selves to the table.

Now, as a mom, this topic hits even harder. I’ll be juggling a full-time job, a busy toddler, life, home, and all the in-between. To say working parents are stretched thin would be an understatement. The mental and emotional load is constant, and the margin for error or extra pressure is small.

That’s why advocating for myself has never been more important. I’m not just showing up for my work — I’m also showing up for my family, and I can’t do either well if I’m running on empty.

We, as organizations and leaders, have a role to play in this. We can make the workplace more manageable and more human when we listen to and support the needs of our employees.

This is where human-centered leadership enters the chat.

Human-centered leadership goes beyond assigning tasks, managing performance, or running teams efficiently. It’s about leading with empathy, curiosity, and intention — recognizing that people are not just resources; they are whole human beings with lives, challenges, and identities that don’t pause when the workday begins.

Human-centered leadership is rooted in the principles of human-centered design — a problem-solving approach that starts with the people you’re designing for and ends with solutions tailored to their real needs.

When applied to leadership, this means:

Taking time to understand people’s experiences, pain points, and motivations before jumping to solutions or decisions.
Instead of dictating change from the top, human-centered leaders engage their teams in shaping solutions. They ask questions, listen actively, and co-create paths forward.
Leadership isn’t static. Just like design, it evolves. Human-centered leaders are open to feedback and willing to adjust based on what’s working and what’s not.
Psychological safety is foundational. When people feel safe to speak up, share ideas, or challenge norms without fear of punishment, real progress can happen.

Ultimately, human-centered leadership is about designing the workplace with people, not just for them. It’s how we build teams that are resilient, inclusive, and adaptable — not by demanding perfection or blind loyalty, but by fostering trust and dignity.

And when we lead this way, we create space for people to speak up. Human-centered leadership doesn’t just allow self-advocacy — it invites it. It encourages feedback, open dialogue, and honest conversations about capacity, needs, and values. It doesn’t make those conversations awkward or risky — it makes them a natural and essential part of how we work together.

So how do you advocate for yourself — without the guilt?

The first step is understanding this: advocating for yourself is not selfish — it’s responsible. You are the best person to speak to your capacity, your boundaries, your goals, and your needs. And when you do it well, it actually strengthens the workplace, not weakens it.

Here are a few ways to practice self-advocacy:

1. Reframe the narrative

Replace that outer voice saying “I’m being difficult” with “I’m being clear.” You’re not creating problems by speaking up — you’re helping solve them by offering context others might not have.

2. Use constructive language

Frame your perspective in ways that show alignment with shared goals:

“In order for me to deliver on this successfully, here’s what I need.” “I want to support this initiative — here are some things to consider.”

3. Be clear about your limits

Advocating for yourself doesn’t mean saying no to everything. It means being honest about your bandwidth, your boundaries, and what you can realistically deliver.

4. Ask questions

Sometimes advocacy means seeking clarity. Asking “What’s the rationale behind this decision?” or “Can we talk through the impact on our team?” invites dialogue instead of defiance.

5. Document and follow-up

If you raise a concern or request and nothing changes, follow up in writing. It’s not about being adversarial — it’s about creating accountability and ensuring your voice isn’t lost.

When self-advocacy is normalized, workplaces thrive. Teams become stronger, more resilient, and more creative. People stay longer, trust grows deeper, and the work gets better.

As leaders, we should want self-advocacy on our teams. We don’t benefit from sunny briefings that mask real issues, unrealistic pictures of how our teams are doing, or — worse — employees on the verge of quietly quitting because they feel unheard or unseen. When people don’t feel safe to speak up, we lose out on honesty, innovation, and early warning signs that something isn’t working.

So if your team rarely pushes back, never raises concerns, or always seems to “agree,” it might not be a sign of perfect harmony — it could be a warning sign. Look out for things like:

Team members saying “yes” to everything, even when they’re clearly stretched.
A lack of questions or discussion during meetings.
Decisions being met with silence instead of dialogue.
Burnout disguised as high performance.
Low engagement or energy, even when work is getting done.

And if you’re an employee and you find yourself:

Hesitating to ask for help or clarity.
Agreeing to timelines or expectations you know are unrealistic.
Feeling guilty for taking breaks, sick days, or time off.
Feeling like your voice doesn’t matter — or won’t be received well.

Then maybe there’s some work to be done — not just on your own ability to advocate, but within the culture of your team or organization.

Advocating for ourselves — and encouraging it in others — isn’t about resistance. It’s about respect. It’s how we build workplaces that are honest, sustainable, and human. So whether you’re a leader shaping culture or an employee finding your voice, remember: speaking up is a strength. And when we make space for it, everyone wins.

The post Why do we feel bad when we advocate for ourselves? appeared first on Amanda Bernardo.

May is Mental Health Awareness Month

admin — Thu, 01 May 2025 14:06:00 +0000

May is Mental Health Awareness Month, and a timely reminder that mental health should always be part of the conversation, especially at work.

As a leader, I believe one of the most powerful things we can do is create space for others to feel safe, seen, and supported — not just in their performance, but in their whole selves. That includes their mental well-being.

This past year, I’ve had my share of highs and lows. There have been moments of motivation and clarity, and others of fatigue, stress, and self-doubt. And I’ve come to realize: it’s okay to say that out loud.

In fact, it’s important to say it out loud.

Because leadership isn’t about being invulnerable — it’s about being human. When we lead by example, when we speak honestly about our experiences, we give permission for others to do the same. We normalize the conversation. We build a culture of empathy and care.

Mental health isn’t something we check at the door when we log in to work. It’s part of who we are.

However, supporting mental health in the workplace goes beyond advocacy days and corporate messages. It shows up in the everyday actions we take, like:

Creating space for check-ins — making time to ask how someone is really doing, not just what they’re doing.
Respecting boundaries — encouraging people to take breaks, use their leave, and truly disconnect when they need to.
Normalizing flexibility — trusting people to work in ways that support both their productivity and their well-being.
Being vulnerable ourselves — sharing our own challenges helps de-stigmatize the conversation and invites others to speak openly.
Actively listening and responding — when someone shares they’re struggling, following up with empathy and support, not silence or discomfort.
Promoting and using mental health resources — making sure employees know what’s available and encouraging their use without stigma.

These are the small, consistent acts of leadership that build psychologically safe, compassionate workplaces. It’s not an exhaustive list, but it’s a start.

And from the employee perspective — if you’ve been feeling overwhelmed, exhausted, or just “off,” you’re not alone. Burnout and stress can creep in quietly, and they look different for everyone. Some common signs include:

Constant fatigue, even after rest.
Difficulty concentrating or making decisions.
Feeling detached or unmotivated.
Increased irritability or emotional sensitivity.
Trouble sleeping or changes in appetite.
A sense of being “on edge” or anxious all the time.

If any of this resonates with you, please know: it’s okay to pause. It’s okay to ask for help. And it’s more than okay to prioritize yourself.

Here are a few ways you can support your mental health — even in small, meaningful steps:

Talk to someone. Whether it’s a trusted colleague, a friend, or a mental health professional — sharing how you’re feeling helps lighten the load.
Take your breaks seriously. Step away from your screen. Go for a walk. Disconnect without guilt.
Use your leave. Time off is not a luxury — it’s part of maintaining long-term well-being.
Set boundaries. It’s okay to say no, to log off on time, and to protect your energy
Practice self-compassion. You don’t have to be at 100% all the time. Progress, not perfection.
Access support resources. Many workplaces offer Employee Assistance Programs (EAPs), mental health benefits, or peer support networks — don’t hesitate to use them.

As we mark Mental Health Awareness Month, I invite every leader reading this to pause and ask yourself: What kind of leader do your people need right now?

One who listens.

One who leads with empathy.

One who makes space for rest, recovery, and real conversations.

Be that leader.

Show up this month — not just in words, but in actions. Start the conversations. Normalize the pauses, and set the example by protecting your own well-being, too. Because you can’t pour or lead from an empty cup.

Next week (May 5-11) is also Mental Health Week. The theme is “Unmasking mental health”. The CMHA is encouraging people across Canada to look beyond the surface and see the whole person. By embracing honesty and vulnerability, we open the door to deeper connections and the mental health benefits that come with it. In doing so, we can create a ripple effect of courage and understanding across the country.

The post May is Mental Health Awareness Month appeared first on Amanda Bernardo.

So you’re in a budget / hiring freeze? What now?

admin — Tue, 15 Apr 2025 12:39:02 +0000

If you’re working in the federal public service, you may have heard whispers—or outright announcements—about budget constraints or hiring freezes. Whether it’s a pause on external staffing, reduced funding for initiatives, or a mandate to “do more with less,” these situations are becoming more common across departments. But what does this really mean for you, your team, and your ability to get work done?

Let’s break it down:

What is a budget or hiring freeze in the federal context?

A budget freeze means your department or branch is being asked to tighten spending. You might see travel restrictions, training limits, and fewer resources for projects.

A hiring freeze means no new external hiring—and in some cases, even internal movement is restricted or delayed. Staffing actions like term extensions, acting appointments, or backfills for departures may be paused or require higher-level approvals.

What does it mean for movement and mobility?

Mobility—one of the core strengths of the federal system—can slow down significantly. Employees looking to explore new opportunities, take on acting roles, or transition between departments may find their options limited. Managers may struggle to backfill key positions or onboard talent for emerging priorities.

In practical terms:

Vacancies may go unfilled for longer periods. Internal talent development becomes more critical, as external hiring isn’t an option. Cross-departmental secondments or deployments may be harder to negotiate or approve.

How can managers manage with less—without burning out their teams?

Here are some approaches that can help:

Prioritize ruthlessly: Not everything can be a priority. Be transparent with your team about what’s urgent, what’s important, and what may need to pause.

Protect your people: Be mindful of workload creep. Just because a position is vacant doesn’t mean the team can or should absorb that work. Push back when necessary.

Invest in your current team: Use this as a time to grow internal talent. Offer stretch assignments, job shadowing, or micro-learning opportunities to keep morale up and build capacity.

Communicate often: Budget constraints can feel unsettling. Keeping your team informed—even if the message is “we don’t know yet”—helps build trust and reduce anxiety.

Be flexible: Rigid structures don’t work well when resources shrink. Can you shift responsibilities? Share support across teams? Rethink delivery models?

Other things to consider:

Prioritize mental health and well-being: Budget and staffing freezes often come with increased stress and uncertainty. Encourage use of leave, check in frequently, and normalize conversations about well-being.

Discover opportunities for innovation: Limits can force creativity. Some of the best process improvements and tech innovations emerge when teams have to rethink the way they work.

Revisit your team’s mandate: A freeze is a good opportunity to step back and assess whether your current work still aligns with departmental priorities. Sometimes, legacy tasks hang on simply because they always have.

Consider partnerships with other teams or departments facing similar constraints. Shared resources or joint initiatives can spread the load and unlock new ideas.

Advocacy matters: Managers and team leads play a crucial role in surfacing the impact of these freezes. Don’t be afraid to raise the flag when something’s not sustainable.

A freeze isn’t easy—but it’s not the end of progress. It’s a prompt to recalibrate: to zero in on what truly matters, protect your people, and get creative with how work gets done. Yes, it can feel limiting—but it can also be a moment to lead with purpose, clarity, and care.

Remember, the way we manage during constraint speaks volumes about our leadership. Focus on sustainability, transparency, and trust—and when the freeze lifts, your team will be stronger, more agile, and more connected because of it.

The post So you’re in a budget / hiring freeze? What now? appeared first on Amanda Bernardo.