ABOUT THIS EPISODE
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
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”
