Media releases

• Goodman School of Business to honour First Nations leader Margaret Kenequanash

  Thursday, October 21, 2021 | By Brock University

  MEDIA RELEASE: 21 October 2021 – R0113

  Margaret Kenequanash, a prominent First Nations leader and energy executive, will share her powerful story next week when she addresses the Brock University community as the Goodman School of Business 2021 Distinguished Leader.

  Kenequanash, CEO of Wataynikaneyap Power, will detail her leadership journey and experience leading what will be Canada’s largest First Nations-owned infrastructure project at a virtual event on Thursday, Oct. 28.

  Each year, the Goodman School of Business honours a prominent Canadian business leader and connects the recipient with Goodman students and the broader Brock community.

  For more than a decade, Kenequanash has been championing the Wataynikaneyap Power Project, an endeavour between 24 First Nations to bring power to 17 remote communities that are currently powered by diesel fuel. Wataynikaneyap, which means ‘line that brings light’ in Anishiniiniimowin, represents more than the power it will supply the communities — it also reflects the socio-economic opportunities it will bring for future generations.

  The 1,800-kilometre, up to $1.9-billion transmission line has a 2023 target completion date and has First Nations majority ownership, in partnership with Fortis Inc. and other private investors. Kenequanash ensures that the work between all the partners is anchored in First Nations protocols, culture and respect for the land and the environment.

  Kenequanash thanked the Goodman School of Business for the Distinguished Leader recognition, which she said she is accepting on behalf of “our People and our partners.”

  “I am honoured to have been asked to share insights on my own personal journey, successful business partnerships and meaningful engagement with First Nations with Ontario’s future business leaders,” Kenequanash said.

  “The Wataynikaneyap Power Project is an unprecedented undertaking, majority owned by First Nations controlling the development in their homelands. I hope students will be inspired to think about new, innovative partnership models for the 21st century as they embark on their own careers.”

  Goodman Dean Andrew Gaudes called it an “honour to have Margaret Kenequanash accept our invitation to be recognized as our Distinguished Leader for 2021.”

  “We discuss with our students how the actions of one person can impact many,” he said. “Margaret is a shining example, where her collaborative approach to leadership and holistic perspective on project management can lead to a positive transformation in the lives of an entire community.”

  Kenequanash has more than 30 years of experience working with First Nations and Tribal Councils in senior positions. She was the first female Chief of her community, North Caribou Lake First Nation, and has significant experience in the fields of financial, health and project management and supporting community development initiatives.

  Prior to the public event, she will have a virtual roundtable with Goodman Student Leaders, sharing personal leadership insights from her experiences.

  Kenequanash will then join Gaudes in conversation in an online fireside chat from 3 to 4 p.m. and everyone is welcome to virtually attend. To receive a link to the event livestream, register here. The Distinguished Leaders event is supported by the Willmot Foundation and is part of the D.G. Willmot Leader Series.

  Past recipients of the Distinguished Leader award include Bonnie Lysyk, Auditor General of Ontario; Michael Lee-Chin, Founder and Chairman of Portland Holdings and Chairman and CEO of Mandeville Private Client Inc.; Julia Deans, CEO, Habitat for Humanity; and Ned Goodman of Dundee Corporation, among others.

  For more information or for assistance arranging interviews:

  * Dan Dakin, Manager Communications and Media Relations, Brock University [email protected] or 905-347-1970 

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  Categories: Media releases

• Brock’s Niagara Community Observatory examines remote work as a long-term strategy

  Wednesday, October 20, 2021 | By Brock University

  MEDIA RELEASE: 20 October 2021 – R0112

  Remote work shouldn’t be for every organization, but when it’s done right, it can be a boost for worker well-being and help maintain “a healthy and productive work culture,” says new Brock University research.

  “For those organizations that do choose some form of remote work, our research suggests that success depends on building a culture rooted in human connection, supported with clear communication plans, the right digital tools and a compatible managerial style,” says Kate Cassidy, co-author of the latest brief produced by Brock’s Niagara Community Observatory (NCO).

  “To be, or not to be, remote? Examining the essential factors needed for ongoing remote work success,” explores the benefits and potential downsides of remote work.

  With stay-at-home orders instituted in March 2020 having wound down, “we are now at a key transition point that requires deliberate discussion and planning,” says Cassidy, adjunct professor within Brock’s Department of Communication, Popular Culture and Film.

  Cassidy says the research brief is meant to guide management in deciding whether or not to implement work-from-home strategies, some kind of hybrid approach or a full return to the physical location in the long term.

  To do this, Cassidy and co-author Mackenzie Rockbrune, an undergraduate Communications student at Brock, identify seven themes and a series of questions attached to each that managers should consider during their decision-making process.

  These include:

  Fit: Different personality types, situations and workers’ needs are some of the factors that determine if employees desire remote work and how they’ll cope. Employers are encouraged to ask: Do employees have a quiet home office space and a fast, reliable and secure internet connection? How will we ensure everyone feels like a valued and equal part of the team if some work remotely and others don’t? How will we help staff combat the isolation?

  Tasks: Many activities need to be done at a specific location that has specialized equipment, and require hands-on teamwork or mentoring. Work that involves deep problem solving, uninterrupted concentration and individual effort do well at home. Employers are encouraged to ask: Is remote work a good fit with client and customer needs? Are there issues — security, legal or other — with letting work materials leave the physical office?

  Communication: Creating a virtual office involves ensuring everyone is informed about what’s going on through clear, timely, consistent communications that create a sense of unity and collegiality. Employers are encouraged to ask: When and how often should we share organization and team-wide information, so everyone is in the loop? When should a video call be used rather than a quick text?

  Relations: When people don’t see each other daily, relationship-building must be more intentional in building social bonds and a sense of belonging. Employers are encouraged to ask: What role do serendipitous and informal encounters play for us and should we try to recreate those moments in a new way? How will we maintain team cohesion when some people are working remotely while others are on site?

  Organizational Culture: This is “the collection of stories, traditions, values and expectations that sets the context for everything an organization does.” Employers are encouraged to ask: How should our desired culture influence our decisions about whether, or how, to adopt remote work arrangements? In what ways should we redesign our onboarding process for remote or hybrid workers?

  Tools: The most appropriate and effective technologies used in remote work need to “best support the people, tasks, communication, relationships and culture of each unique organization.” Employers are encouraged to ask: Have we ensured there is an appropriate level of data security to go remote? What steps should we take to help employees manage the cognitive overload of constant digital interaction?

  Support: Remote management must support an atmosphere of trust, empathy and understanding. Remote work calls for a shift in supervisory focus from activity to results that are clearly defined. Employers are encouraged to ask: What additional training do managers need to support remote employees? Will remote employees have results-focused performance metrics? How will we support employee well-being?

  The themes and questions are based in part on interviews Cassidy and Rockbrune conducted in early 2021 with more than a dozen executives and interns from 24 different Ontario-associated organizations in a broad cross-section of fields.

  “The NCO is pleased to continue to be a platform for Brock researchers to share their current research interests with the larger Niagara community,” says NCO Interim Director Jeff Boggs, adding that the research “zeroes in on one of the most important changes it has wrought on the workplace: reliance on working from home for many office-based jobs.”

  The start of the COVID-19 pandemic last year saw an estimated 70,000 people in Niagara leave their offices and work primarily at home for the first time. Meanwhile, labour force reports indicate that about one third of Ontario businesses anticipate some remote work to continue after the emergency ends, says the brief.

  Remote Work: By the Numbers

  • During the COVID-19 pandemic, approximately one in every three Canadians were working from home, almost three times more than those who worked remotely, at least occasionally, in 2016. (Source: Statistics Canada, April 1, 2021)
  • A Canadian Labour Force Survey conducted in February 2021 found that 80 per cent of new remote workers would like to perform at least half of their hours remotely once the pandemic is over. (Source: Statistics Canada, April 1, 2021)
  • It is estimated that just over 70,000 Niagara workers were working primarily at home for the first time during the pandemic. (Calculations by Cassidy and Rockbrune)
  • Labour force reports indicate that about one third of Ontario businesses anticipate some remote work to continue after the emergency ends. (Source: Statistics Canada, April 1, 2021)
  • Approximately 61 per cent of Canadian jobs cannot be regularly performed away from a specific location. (Statistics Canada, May 28, 2020)

  For more information or for assistance arranging interviews:

  * Dan Dakin, Manager Communications and Media Relations, Brock University [email protected] or 905-347-1970

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  Categories: Media releases