Systems are designed by people to support people

18
May 2023
209
A group of people are putting their hands together in a huddle.

Author: Jesse Adams, President and Founder of Ember Experience

Over the last few years, we have had the opportunity to speak with, listen to, or coach hundreds of leaders and employees throughout multiple industries across Canada. In these conversations, we have observed a recurring theme. Whenever workplace challenges arise (e.g., productivity issues, inefficiencies, cultural friction), individual behaviour is often first to be blamed for the problem.

This translates to the belief that there must be some deficiencies in individual resilience, technical skills, or motivation and willingness to “go above and beyond”. While we encourage organizations to create opportunities for individual growth, and believe that individuals have a responsibility to contribute to a thriving organization, blaming or judging individual deficiencies as the problem seems to overlook a significant issue. Design flaws within the workplace environment.

Time and time again, we find that workplace environments, specifically the systems, structures and culture in place, are not amplifying individuals, but instead creating systemic barriers that hinder the delivery of desired outcomes.  When organizations or leaders focus primarily on individual deficiencies as the source of the problem, it can increase defensiveness within cultures, widen the divide between leaders and staff, and prevent organizations from making long-lasting changes.

We believe that organizations have the responsibility to create the work conditions, leaders have the responsibility to facilitate the work conditions and individuals have the responsibility to contribute to the work conditions. When these three elements work in synergy, organizations will thrive.

Creating a thriving workplace environment requires the development and alignment of the organization’s systems, structures, and culture. We define systems as a set of elements or activities that work together to create an interconnecting network or method to achieve a specific business outcome. This can include organizational processes, policies, practices and defined key performance behaviours. We define structures as the elements within the organization that make up the business infrastructure. This can include team or department design, equipment (e.g., IT platforms), function mapping, and business plan. Culture is what brings the systems and structures to life. Culture is established by social norms, values, and interpersonal relationships of the people inside the organization.

While many organizational environments are designed with the intention to best support people's optimal work, the last few years have brought to light some of the underlying and unaddressed issues and challenges within the workplace. Employee turnover, psychological health and safety, employee burnout, and Diversity, Equity, Inclusion and Accessibility (DEIA) are increasing at a rapid rate. According to a study done in 2022 by Mental Health Research Canada, 33% of employed Canadians experience burnout. In some professions, however, it is much higher (e.g., 66% of nurses, and 61% of the mental health workforce). We find these challenges have been exacerbated for a few reasons:

  1. There has been, for many years, a reliance on individuals pushing past their personal boundaries (e.g., working on weekends).
  2. There has been a culture of celebrating people who push past these personal boundaries while judging or shaming those that work within the boundaries of their employment contract.
  3. The systems, structure or culture have not been examined or updated in many years.
  4. There is a tendency to hold onto legacy norms (e.g., this worked in the past, it is the way we have always done it).

These challenges often do not exist in isolation but compound on top of one another. We recently faced such challenges within our business. In executing a recent client deliverable, a staff member gave feedback about the project. They informed me that the way we executed the work was less than an ideal experience.  In delivering this client project, we had defaulted to the “way things were done before”. We went with this approach for multiple reasons:

  1. It was a major project for our new company and we had to deliver quickly.
  2. We had several other deliverables and internal development work happening simultaneously.
  3. We had team members that had transitioned with me from a previous organization and I assumed they would know what to do.
  4. I was confident about its design as it had worked very well in the past. 

Although important context, we did not take the necessary time for a proactive and honest conversation. In choosing the path that we did, we inadvertently overlooked the unique needs of our current organization and team.

As a result, the project was choppy, confusing, and frustrating for all involved. I found myself micro-managing the team and being more directive than usual.  I even found myself pointing to gaps in team members’ skills as well as my own as a leader. After debriefing with the team, we realized that there were significant gaps in the process, norms and structures used in this situation. Some staff were not fully familiar with the previous system, while others had outgrown it. Our methodology and perspectives had organically evolved over time as well.  I realized that as the leader of a new organization, or any organization, norms and functions need to fit the structures and processes we build, and that we need to build them proactively to ensure we are creating a culture where individuals feel amplified and therefore, thrive.

The responsibility to stay in tune with your people, and create an environment that best suits your team can feel overwhelming and never-ending, especially when it involves large-scale items, such as business processes, policies, organizational design or infrastructure.

In navigating how to decide the best path forward, the following steps to be helpful:

  1. Identify the original intention and purpose of your system and structures.
  2. Evaluate the current performance.
  3. Identify the root cause or problem within the current system.
  4. Explore the feasibility of the system.
  5. Commit to action.
  6. Implement change and monitor progress.

Register for the panel discussion Wednesday, June 07, 2023 at 12:00 pm to 1:00 pm featuring Jesse Adams, Aishwarya Jayaprakash and Norah Marsh, to explore more about creating and how to implement systems and structures that can amplify the people inside your organization. https://www.cphrab.ca/professional-development/structures-and-systems-ember-experience-panel-discussion


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Leadership Opportunity: Chief Executive Officer for CPHR Canada

April 17, 2026
Original post by CPHR Canada, March 31, 2026

The Quiet Work of Becoming a Leader

By Jessica Jaithoo • April 13, 2026
Author: Kanwaljit Chaudhry , 2026 Editorial Committee Member Leadership rarely begins the way we expect it to. It doesn’t arrive with a title, a promotion, or a formal announcement. More often, it begins quietly, in moments that don’t look like leadership at all. A conversation where someone turns to you for direction. A meeting where the discussion stalls and you step in to move it forward. A situation where something feels off, and you choose to address it instead of walking away. These moments are easy to overlook. They don’t come with recognition or validation. Yet they are often where the real work of becoming a leader begins. It Starts Before You Feel Ready Many people assume they need to feel confident before they lead. In reality, leadership often shows up before confidence does. You may not have the answers. You may not feel fully prepared. You may even question whether it is your place to step forward. And yet, something in the situation asks you to. This is where leadership begins, not in certainty, but in response. The quiet decision to engage, to take responsibility, to move something forward. You Learn by Doing (and Re-doing) In the early stages, it’s common to try on different ways of leading. You might imitate someone you admire. You might try to sound more decisive than you feel. You might hold back when speaking up feels uncomfortable. Some approaches will work. Others won’t. That’s not failure; that’s formation. Over time, you begin to notice patterns: When do people respond to you? When do conversations open up or shut down? What feels natural, and what feels forced? This is how your way of leading starts to take shape not through theory, but through experience. The Moments That Stay With You There are certain experiences that leave a mark. A difficult conversation you didn’t handle the way you hoped. A decision you made under pressure. A moment where someone trusted you and you rose to meet it. These are the moments you replay later. Not because they were perfect, but because they mattered. They shape your instincts. They clarify your values. They quietly influence how you show up the next time. This is the deeper work of leadership. The kind that happens after the moment has passed. Learning to See What Others Don’t Yet See As you grow, leadership begins to shift. It’s no longer just about responding well in the moment. It becomes about noticing what might be coming next. You begin to ask: What risks are we not talking about? Where might this situation go if we don’t address it? What does the team need before the pressure builds? This is a subtle but important transition from reacting to anticipating. And it often develops quietly, through experience rather than instruction. Letting Go of What No Longer Works One of the less visible parts of leadership is learning to let go. Letting go of the need to have all the answers. Letting go of habits that once worked but no longer serve you. Letting go of the version of leadership you thought you needed to become. This isn’t easy work. It requires honesty, humility, and a willingness to change. But it’s often where the most meaningful growth happens. The Role of Reflection Leadership doesn’t grow from experience alone; it grows from reflection. Taking time to pause and ask: What happened there? What did I learn? What would I do differently next time? These moments of reflection don’t need to be formal. Sometimes they happen in conversation. Sometimes they happen quietly, at the end of the day. But they matter. Because they turn experience into insight and insight into growth. Becoming, Not Arriving There is a point many professionals are waiting for the moment when they will feel like a leader. For most, that moment never arrives in the way they expect. Because leadership is not a destination. It is an ongoing process of becoming. It is shaped in small, often unseen moments: when you choose to step forward when you learn from what didn’t go as planned when you adjust your approach when you stay open to learning The quiet work of becoming a leader is not always visible to others. But over time, it becomes visible in how you think, how you act, and how others experience your presence. And that is what leadership truly looks like. “Leadership is not built in the moments where everything goes right. It is built in the moments where you pause, reflect, and choose to grow.”

A Fresh Start: How Spring Can Inspire New Goals

By Jessica Jaithoo • March 16, 2026
Author: Rheya Patel, 2026 Social Media Committee Member As days become longer and the weather warms up, the first day of spring brings a sense of renewal and new beginnings. A time that feels more energizing and people are more motivated to reset their routines, look for new opportunities and clear away old habits. While spring is commonly associated with “spring cleaning” in the home, perhaps the same principal can be applies to the workplace. For organizations and HR groups, spring can be the perfect opportunity to encourage employees to reflect and construct new meaningful goals and “clean” out the “clutter” of goals that no longer help them grow or have already been achieved. Why is Spring the Perfect Time for Goal Setting? With the rush of returning to work after the holidays and resuming normal life, spring gives a perfect moment to pause and reflect. Employees can check on their progress, realign priorities and continue the year with renewed motivation. For HR teams, encouraging this reflection can re-engage employees and increase motivation. In turn, employees are more likely to be focused and productive while creating a space for meaningful conversations about growth, development, and career progression. How Can We Encourage Goal Reflection? Believe it or not, HR plays a crucial role in goal setting whether it is realized or not. Creating an open work environment where employees feel supported and encouraged with professional development is key in reflection and goal setting. Below are several ways organizations can use the season of renewal to inspire growth and goal setting. Encourage Reflection What accomplishments have employees made that they are proud of? What challenges have they faced? Asking these kind of questions and having one-on-one check-ins with employees can help support employees to openly discuss their goals and aspirations, and potentially create new goals. Promote Professional Development and Growth The arrival of spring can also create the chance to introduce new learning opportunities. Having a fresh mindset combined with training, workshops, mentorship initiatives, or skill-building programs, employees can feel more motivated and supported in pursuing growth.  This helps employees expand their skillsets and strengthen the organization as a whole. Foster Collaboration and New Ideas Tying back to renewed energy, organizations can encourage teams to collaborate and share new ideas. Brainstorming sessions, innovation workshops, or team goal-setting can foster inspiration and connectivity, Having an open space for discussions can help teams align goals with organizational priorities to promote innovation and productivity. Celebrate Progress Recognizing progress along the way is essential. Celebrating achievements and acknowledging progress have a significant impact on employee morale. Employee recognition programs, team shoutouts, or words of appreciation can go a long way to remind employees how valuable their efforts and contributions are and continue to motivate them to strive towards their goals. Final Thoughts The arrival of spring represents renewal, growth, and new possibilities. For HR professionals, it’s also the opportunity to encourage employees to pause, reflect, and move through the rest of the year with renewed purpose. Encouraging goal setting, promoting professional development, fostering collaboration, and celebrating progress, can tie the season of newness to inspire meaningful growth. The new season reminds us that progress doesn’t need to start January 1st. Sometimes, a change in perspective, and a little springtime inspiration, can be the step towards pursuing new goals and growth with confidence.
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