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Wednesday, September 18, 2024

Building Positive Leadership

Cooperative labour relations can seem like an oxymoron in some workplaces, none more so than those in Ontario long term care. But CLAC stewards working in this challenging sector show us how it is done

By Sue Siemens, Regional Director, Cambridge Member Centre

Earlier this year, I and two other CLAC representatives gathered together a group of 20 stewards (pictured above) from one of our largest long term care agreements in Ontario for a retreat. Working in long term care in Ontario is tough stuff these days—and even more so when you’ve taken on the role of being a steward.

The goal of the day was not only to honour these stewards’ work and give them a break from their routine, but to equip them with some leadership skills to help infuse positivity into a chronically negative working environment.

We spent the morning learning about our own individual personality types, how we function in teams, and learning to understand one another more. It was both fun and illuminating for the stewards. In the afternoon, we asked the stewards to reflect and share on some of the significant barriers they face in providing positive leadership in the workplace.

In a particularly self-aware and honest moment, one group of stewards reflected on the ease at which members—including themselves—can fall into gossip about management and perpetuate the us-versus-them mentality. They shared that it’s so easy—and even satisfying to do—because it strengthens bonds, brings people together, and easily builds trust that “the union has our back.”

We took the opportunity to have an in-depth discussion with the larger group about this very relatable human tendency. We were blown away by the group’s ability to share honestly and from personal experience.

Gossip is a perfect example of short term gain creating long term pain. Trust built on a foundation of negativity and gossip is not trust at all.

Cooperative labour relations is long, hard work. In Ontario long term care, it’s a daily decision of choosing not to engage in negativity, taking the high road in difficult conversations, and choosing unconditional positivity in the face of low wages, staffing shortages, and an increasing loss of autonomy and control.

All of this can feel as though it’s not possible at all, and therefore asking this of stewards is a very tall order. But we continue to see it, against all odds.

We see it in stewards who have chosen to serve for 10, 20, and 30-plus years. We see it with local managers who decide that respecting stewards is important and that working through conflict has long term pay off. We see it in stewards who come with compassion to the aid of members really struggling personally and those who choose to have tough conversations with members who are in the wrong.

It’s these folks who inspire me to show up on the days where I feel like it’s not worth it. They inspire me to lead by example and provide a positive foundation for them to do the nitty gritty, long-suffering work of building positive leadership in their workplaces.

Cooperative labour relations in Ontario’s long term care sector is almost an oxymoron. But CLAC stewards working in the sector are rising to the challenge daily and showing us how it’s done.