ISN Canada Group Inc.

Head of Human Resources

Acuity Brands

Senior Human Resources Manager (North America) 

Alphanumeric Systems

• Work proactively with global stakeholders utiilizing HR data and analytics to provide insights and recommendations on HR strategies and initiatives. 
  Conduct data-driven analysis of workforce trends, turnover rates, and employee engagement to inform 
  decision-making.
• Spearheaded the development and leadership of the Organization's Diversity, Equity, and Inclusion 
 program.
• Keep abreast of employment legislation, regulations and health and safety best practices. Ensure 
   compliance with legal requirements and mitigate human resources risks.
• Play a pivotal role in defining company culture/values, ensuring alignment with organizational goals.
• Utilized extensive employee relations experience to create and implement sustainable solutions.
• Provided thought leadership and training in areas such as complaint handling, escalation, and conflict 
  resolution.
• Develop, implement, and update human resources policies, procedures, and programs, ensuring 
   compliance with legal requirements and industry best practices. Review and revise policies in light of 
  emerging trends or changing organizational needs.

Human Resources Manager

Amazon

Partnered with operational leaders and employees, providing HR guidance to improve working relationships and enhance productivity.
Served as the main point of contact for employees on HR-related matters, such as benefits, WCB, and policies.
Managed complex employee relations issues, conducting internal investigations and implementing resolutions.
Analyzed trends and metrics, generating reports to identify areas for improvement.
Collaborated with Health and Safety to ensure compliance with employment laws and regulations.
Participated in various HR projects to enhance employee engagement.

Human Resources Generalist

Home Care Assistance

Conducted full-cycle recruitment for hourly and office personnel, actively participating in job fairs and recruitment events.
Coordinated orientation and onboarding sessions, maintaining employee files and tracking performance reviews.
Addressed employee inquiries related to work schedules, pay increases, and system-related matters.
Maintained relationships with candidates and generated recruiting metrics.

Human Resources Specialist

Oxygen Development

HR  & HSE Manager

Hi, I'm Mariel,

With 10+ years in HR, I've developed a leadership-first approach that builds scalable, people-centered systems for growing companies—from startups to global organizations like Amazon.

At ISN Canada Group and in previous roles, I focus on:

1. Retention strategy → Identifying hidden risks before top talent walks out the door
2. Compassionate transitions → When changes are necessary, handling them with dignity and clear process
3. Growth-aligned HR → Building compensation and career frameworks that scale with business objectives.

Results I've delivered:

→ Prevented $50K+ in turnover costs through proactive retention strategies
→ Maintained team engagement during organizational restructuring
→ Built HR systems that supported rapid scaling with clear performance metrics

Currently leading people operations as Head of HR, where I'm passionate about turning HR challenges into competitive advantages.

Love connecting with other leaders navigating people challenges—feel free to reach out!

75% of employees say their manager is the most stressful part of work.


Not the workload.
Not the deadlines.
You.

And here's a truth I see most leaders get wrong:

You think trust builds automatically over time.
Like some relational osmosis that just... happens.

Well, it doesn't.

Trust is a skill. And most managers never learned it.

These are 3 false beliefs killing your credibility:

1. Trust just happens naturally
Wrong. Trust forms through specific behaviors you can learn and practice. If you're not intentional about it, you're leaving it to chance.

2. Everyone views trust the same way I do
Your team member's definition of trust might be completely different from yours. Without a shared understanding, your efforts miss the mark.

3. Trust is just warm and fuzzy relationship stuff
High-trust teams have lower turnover, higher engagement, and outperform low-trust teams on every metric. This isn't soft: it's your bottom line.

This is what actually builds trust:

✓ Competence → Know your stuff
✓ Integrity → Do what you say
✓ Care → Show you genuinely care
✓ Commitment → Follow through what you commit to

Stop assuming trust will magically appear.

Start building it like the skill it is.

Your team's stress levels depend on it.

Mariel Peralta CRHA

I help Canadian managers stop guessing and start leading | Transformation Program + Certification | CRHA | ex-Amazon

A manager at a Quebec company verbally warned an employee three times.
Never wrote it down.


Employee got fired then failed wrongful dismissal.

Company had zero paper trail.
Settlement cost: $45,000.

This happens constantly in Quebec and Ontario SMEs.

And it's not just terminations:
→ Botched accommodation request = human rights complaint
→ Poor probation documentation = wrongful dismissal lawsuit
→ Mishandled performance conversation = constructive dismissal claim

The problem I see everywhere is this:

Promote someone → Give them a team → Hope they figure it out → They mess up a conversation → HR scrambles → Legal costs pile up

Most SMEs think the answer is more HR oversight.
It's not.

It's teaching managers to handle the conversation correctly the first time.

When your managers know how to document performance issues, navigate accommodation requests, and conduct legally sound terminations, you prevent problems instead of paying for them.

In a labour shortage with tight budgets, you can't afford:

• $45K settlements from preventable mistakes
• Legal fees because someone didn't know the rules
• Lost performance from stressed teams

The question isn't whether to invest in manager training.

It's whether you can afford the next lawsuit.

Have you seen this pattern in your company?

First-time managers think they need all the answers.

This kills your credibility faster than admitting you don't know something.

Great leaders ask questions, they don't fake what they don't know.

Here's how you can lead through inquiry:

- Replace certainty with curiosity
↳ When you don't know something, involve your team. Transparency builds way more trust than fake confidence.

- Ask "What would you recommend?"
↳ Your team knows things you don't. Get their input and they'll actually care about the outcome.

- Own your mistakes early
↳ Admitting errors creates safety. Your team will follow your lead.

Things to avoid:

- Pretending you know stuff you don't
↳ Your team can tell instantly. One lie destroys more trust than ten "I don't knows."

- Making decisions alone
↳ Unilateral calls might feel efficient but create resentment. Loop people in early.

- Defending "how we've always done it"
↳ Every inherited process needs questioning. Don't default to legacy just because.

Leaders who admit what they don't know earn more respect than those who fake it.

What question should you have asked earlier in your career?

__
If you're an HR leader or Ops Leader with first-time managers and you want them to feel more confident, send me a DM with "𝗠𝗔𝗡𝗔𝗚𝗘𝗥" and I'll share my 𝗡𝗲𝘄 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗚𝗮𝗺𝗲𝗽𝗹𝗮𝗻 with you.

Mariel Peralta, CRHA

HR without the complexity — I help Canadian SMEs stay compliant & keep their best people | Head of HR | ex-Amazon | Free HR Risk Audit

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You don't get promoted to leadership because you asked nicely.

You get promoted because you were already doing the job.

Everyone wants the title, the team, the authority.

But leadership isn't a reward for tenure; it's recognition of behavior.

If you want people to trust you with a team, show them you already think like someone who manages people:

1. You have the hard conversations others avoid.
2. You give feedback that actually helps people grow.
3. You make your team's problems your problems, even when it's      
     inconvenient.
4. You stay calm when everyone else is spiraling.
5. And the one most people miss:
6. You make other people look good, not just yourself.

That last one separates real leaders from people who just want the promotion.

Management isn't handed out.
It's given to people who've already proven they can handle it.

What's the hardest part of leading without the title? 
Share in the comments 👇

Everybody thinks underperformance means the employee is the problem.


They're wrong.

Most of the time, it's you, Manager.

Three missed deadlines and quality tanking. 
Most managers would write her up immediately.

I did the opposite.
I asked one question: What's changed?
Not why are you failing?
Just. what's changed?

She exhaled.

It turns out we'd updated the systems months ago and never told her.
Her role evolved. New expectations. Different processes. Zero training.
We were setting her up to fail.

Here's what I did instead:
→ Wrote down every expectation (clarity first)
→ Removed her biggest blocker same day
→ Weekly 15-min check-ins to course-correct

Four weeks later she's crushing it.

The truth about underperformance:
Most employees need clarity, not discipline.

4-20% of employees underperform at any time.
Performance issues cost 40% of your time ignored.

15 minutes if you address them right.
Your team is watching how you handle this.
---
I train managers to diagnose underperformance without the anxiety.
DM me "PERFORMANCE" for the exact questions I used.

𝗬𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗮𝗿𝗲 𝘁𝗵𝗿𝗼𝘄𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘂𝗻𝗱𝗲𝗿 𝘁𝗵𝗲 𝗯𝘂𝘀.

And it's costing you more than morale.

Here's a pattern I see repeated again and again:

Deadline missed → Manager blames team in front of executives → Team shuts down

Client complains → Manager says "my team dropped the ball" → Trust evaporates

The real cost is:

→ Your best people start quiet quitting

→ Team stops flagging problems early

→ You lose the honest feedback that prevents disasters

→ Turnover: $30K per person you now have to replace

𝗪𝗵𝗮𝘁 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝘁𝗵𝗶𝗻𝗸 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗱𝗼𝗶𝗻𝗴:

"Being honest about performance issues."

𝗪𝗵𝗮𝘁 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗱𝗼𝗶𝗻𝗴:

Destroying psychological safety to save face.

𝗜'𝘃𝗲 𝘄𝗮𝘁𝗰𝗵𝗲𝗱 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗯𝗹𝗮𝗺𝗲 𝘁𝗵𝗲𝗶𝗿 𝘁𝗲𝗮𝗺 𝗳𝗼𝗿 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 𝗱𝗲𝗮𝗱𝗹𝗶𝗻𝗲𝘀.

In front of executives.

In front of clients.

And then wonder why no one speaks up in meetings anymore.

𝗧𝗵𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻:

Manager feels heat → throws team under bus → protects own reputation → loses team's trust

Two outcomes:

1. Your A-players leave

2. Everyone else stops caring

𝗪𝗵𝗮𝘁 𝘁𝗵𝗶𝘀 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲:

❌ "My team didn't deliver"

✅ "We missed the mark. Here's what I'm doing to fix it"

❌ "They should have flagged this earlier"

✅ "I should have created space for them to surface this sooner"

❌ Blame up, credit down

✅ Accountability up, credit down

𝗧𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗽𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗻𝗲𝗲𝗱:

You own the outcome.

Always.

If your team failed, you failed to set them up for success.

𝗕𝗼𝘁𝘁𝗼𝗺 𝗹𝗶𝗻𝗲:

Managers who blame their team in public lose their team in private.

You can't afford that in a labour shortage.

𝗪𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝘄𝗼𝗿𝘀𝘁 𝗰𝗮𝘀𝗲 𝗼𝗳 𝗯𝘂𝘀-𝘁𝗵𝗿𝗼𝘄𝗶𝗻𝗴 𝘆𝗼𝘂'𝘃𝗲 𝘀𝗲𝗲𝗻?

---

If your managers are losing people you can't replace, my Manager Training Program teaches leaders to take accountability and build high-performing teams. Message me "TRAINING" and I'll send you the program details.

I train Canadian managers to lead with confidence | Manager Certification + HR Consulting | CRHA | ex-Amazon

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A $30,000 mistake that most companies are making right now:

Company A promoted their top performer.

Invested $5,000 in manager training.

Gave Sarah a $15,000 raise.

Company B hired an external star manager.

Paid $15,000 in recruitment fees plus 20% higher salary.

𝗦𝗶𝘅 𝗺𝗼𝗻𝘁𝗵𝘀 𝗹𝗮𝘁𝗲𝗿:

→ Company A's new manager is thriving
→ Team performance up 18%
→ Zero turnover
→ Total investment: $20,000
→ Company B's "star" doesn't understand the culture
→ Team resents the outside hire
→ Three people quit in 90 days
→ Total cost: $105,000

𝗧𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲:

Company A trained their people.

Company B paid 5x more for worse results.

𝗜𝗻 𝗮 𝗹𝗮𝗯𝗼𝘂𝗿 𝘀𝗵𝗼𝗿𝘁𝗮𝗴𝗲, 𝘆𝗼𝘂 𝗰𝗮𝗻'𝘁 𝗮𝗳𝗳𝗼𝗿𝗱 𝗲𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝗵𝗶𝗿𝗲𝘀.

𝗧𝗵𝗲 𝗰𝗼𝘀𝘁 𝗼𝗳 𝗱𝗼𝗶𝗻𝗴 𝗻𝗼𝘁𝗵𝗶𝗻𝗴:

→ Promote without training: lose $60K in turnover

→ Hire externally: spend $105K on someone who might not work out

→ Train your internal person: invest $20K and keep your team intact

Stop paying 5x more for external hires.

Start investing in the people you already have.

𝗛𝗮𝘃𝗲 𝘆𝗼𝘂 𝘀𝗲𝗲𝗻 𝘁𝗵𝗶𝘀 𝗽𝗹𝗮𝘆 𝗼𝘂𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆?

---

You already have the talent.
They just need the right training.

My Manager Training Program is what I use to turn high performers into confident leaders without the guesswork.

Scripts, frameworks, everything they need from day one.

If you want to see how it works, message me "TRAINING" and I'll walk you through it.

The people around you are writing your story with you.
Whether you realize it or not.

Their doubts become the voice in your head at 3am.
Their limits become the ceiling you stop yourself from breaking through.

I've seen so many talented people shrink because the people closest to them needed them to stay small.

Not for cruelty but for comfort.

Because when you grow, it forces them to look at where they're stuck.
So they pull you back down. Gently. With concern that sounds like care.

"Are you sure that's realistic?" "What if it doesn't work out?"
They're not protecting you. They're protecting themselves from watching you leave them behind.

The right people don't feel threatened when you grow. They feel proud.
They see something in you that you can't see yet. And they won't let you forget it.

Look at the five people you talk to most.
Do they remind you who you're becoming, or who you used to be?
Do they make you feel possible, or small?

Your future is being shaped right now by the voices you let in.

Choose people who make you believe more is possible.

Not less.

Who's in your circle that makes you believe more is possible?

After 14 years of coaching managers, I've finally created the most effective delegation system ever.

The results are these:

→ Managers reclaiming 3+ hours per day
→ Leaving at 5 PM instead of 8 PM
→ Teams actually delivering without constant follow-up
→ 87% less "checking in" anxiety

It focuses on 2 key things:

Clear language and tracking systems.

Here's what's included:

1. The CLEAR Delegation Framework (5 steps that work every time)
2. Word-for-word scripts for 7 common scenarios (performance concerns, unclear deliverables, missed deadlines)
3. Simple tracking system you can use in your 1:1s
4. 7-day action plan to implement immediately

This is the exact system I've refined over 14 years, from Amazon to Montreal organizations.

The same one that turns overwhelmed managers into confident leaders.

If you want it, do this now:

1. Send me a connection request
2. Comment "DELEGATION" below and I'll send it to you in a few minutes.

Only 25% of employees get valuable feedback from their manager.

The other 75%?

They get vague praise or criticism sandwiches that mean nothing.

Manager says:
- Great job on that project!
- You're doing well, but maybe improve communication?
- Keep up the good work!

None of this helps anyone get better.

The problem isn't that managers don't care.
It's that they don't know the exact words to say.

This script makes feedback actually land:

→ Name the specific behavior
→ Explain the impact
→ Ask what they need

For example:
"When you sent that client update without looping in the team, it created confusion about next steps. The client got mixed messages from two people. What support do you need to make sure we're aligned before external communication?"

Not: Your communication could be better.

That's it.

Specific behavior = Clear impact = Forward-looking question.
No sandwich. No vagueness. No guessing.

Your team doesn't need more feedback, they need feedback that actually helps them improve.

Have you seen managers struggle with this?
---
Follow Mariel Peralta, CRHA for practical scripts that make you a better manager.

15 uncomfortable truths every first-time manager needs to hear:

(Before you learn them the hard way)

Management isn't about having all the answers.

It's about building trust, having hard conversations, and creating teams where people actually want to show up.

But most first-time managers are still stuck thinking leadership means being perfect, always knowing what to do, and never showing weakness.

Here's what nobody tells you:

1. Your team already knows when something's wrong. Avoiding the conversation just makes it worse.

2. Feedback delayed is feedback denied. Waiting for the "right moment" means they never improve.

3. If people don't feel safe disagreeing with you, you're not getting their best thinking.

4. Recognition isn't about big gestures. It's about noticing the small stuff consistently.

5. Conflict doesn't go away when you ignore it. It just gets bigger and messier.

6. Delegation means letting go of how YOU would do it. Micromanaging isn't managing.

7. Psychological safety isn't built in workshops. It's built in how you react when someone makes a mistake.

8. Being vulnerable as a leader doesn't make you weak. It makes you human and trustworthy.

9. Your job isn't to fix every problem. It's to help your team figure out solutions.

10. Inconsistency destroys trust faster than anything else. Your mood can't dictate your management.

11. Playing favorites might feel natural, but it poisons team dynamics immediately.

12. Taking credit for their work gets noticed. Giving credit builds loyalty.

13. Being liked feels good. Being respected gets results. You can't always have both.

14. Asking for help isn't failing. Pretending you have it figured out when you don't is.

15. You're going to mess up. What matters is owning it and learning from it.

The managers who understand these truths don't just survive.

They build teams people actually want to be part of.

--
𝗦𝗮𝘃𝗲 𝘁𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 for later, and if you’re leading first-time managers and want real support, 𝗗𝗠 𝗺𝗲 “𝗠𝗔𝗡𝗔𝗚𝗘𝗥” and I’ll share my New Manager Gameplan with you.

Last week's $45K wrongful dismissal post reached 30,000+ people.

The DMs I'm getting about this is:
This just happened to us.

So let me show you what the manager should have done.

Week 1: Verbal conversation + written follow-up email documenting the issue and expectations.

Week 3: Formal written warning outlining specific performance gaps and timeline for improvement.

Week 5: Performance improvement plan with measurable goals and support offered.

Week 6: Final written warning if no improvement, with clear consequences.

Only then  if no improvement then termination with full documentation trail.

The company would have had a defensible case.

And the $45K settlement  wouldn't have happened.

The manager had three verbal conversations and they thought that was enough. 

It wasn't.

Most managers don't know this is but not because they're bad managers.

Is because no one taught them.

In Quebec and Ontario, where labour laws are strict and SMEs are already stretched thin, one untrained manager can cost you more than their salary.

This is 100% preventable and teachable.

Nobody will tell you you're ready.
Nobody will give you permission to leave.


My old manager certainly didn't.

When I told her I got an offer elsewhere, she said I was not ready for that and I'd fail.

I'd been working for her for months. Exhausted. Second-guessing everything.
Every idea I had was shut down, every initiative not ready yet and every win was minimized.

At one point I thought it was me. That I wasn't good enough.
So I worked late and over-delivered trying to prove myself again and again.

But it didn't matter.

Because she wasn't supporting me, she was controlling me.

Then an opportunity came and I acted on it.
I didn't wait for her approval.
I took the job anyway.

The work didn't get easier. But I stopped doubting myself every day.
I felt trusted again, confident and supported..

I finally slept again.

Bad managers don't just hurt performance. They destroy confidence.

They make you believe their limitations are yours.
Most of them don't even realize they're doing it.

What I wish I'd known sooner is this:

1/ If you're doing the work, you're ready for the title
Don't wait for validation. If you're leading projects, training people, solving problems, you already have the capability.

2/ Fear disguised as feedback is manipulation
"You're not ready" from someone who won't promote you isn't development. It's control. Good managers give you a path. Bad ones give you excuses.

3/ The moment you're willing to walk is the moment you get clarity
Not leverage. Clarity. About your worth, your capability, and who deserves your talent.

Nobody will remember your potential except you.

Go where you're celebrated. Not where you're tolerated.

Have you ever had to advocate for yourself when nobody believed in you?

Your manager training failed and is not because the content was bad.

But because it wasn't built for Canada.

And the first time they needed to document a performance issue in Quebec, they realized: nothing they learned applies here.

Most leadership programs are:
→ Generic theory (not tactical scripts)
→ US focused (ignores Quebec/Ontario labour law)
→ One-off workshops (people forget in a week)

This is what's missing in those programs:
Real frameworks. Canadian compliance. Ongoing support.
Not: "how to be an inspiring leader." But the : "here's exactly what to say when an employee misses three deadlines."

Not the: "build trust with your team."
But: "here's how to document a performance conversation so you don't get sued."

What Canadian managers actually need:

1. Scenario-based training: Real situations your managers face weekly, not abstract theory.
2. Legal compliance built in: Quebec/Ontario employment standards in every framework.
3. Repetition + support: Weekly reinforcement, not one-and-done workshops.

4. Tactical scripts: Exact words to use, not just principles.

4. Practical and Legal. Built for Canadian SMEs.

Most managers don't have access to this kind of training. So I built it.

A 6-week manager certification with tactical scripts, Quebec/Ontario compliance, and real frameworks built in.

Details dropping this Friday!

AI won't replace employees in 2026.

But those who can't work through AI transformation will get left behind.

91% of companies say cultural challenges block AI adoption, but only 9% blame technology.

We're treating this like a tech problem when it's a people problem.
The leaders winning next year won't be machine learning experts.

They'll be the ones who can:
→ Spot bias before it scales across thousands of decisions
→ Know when to override automation (not every AI call is the right call)
→ Support teams through the anxiety that comes with change
→ Design workflows where humans and AI each do what they do best

These aren't technical skills; they're people leadership skills.

People don't need to understand algorithms.

They need an environment and system that:

- Reframe their value when AI does their old tasks in seconds
- Create safety to admit "I don't know this yet"
- Make the final call when the machine gets it wrong

Think about your own team:
Someone who used to spend 8 hours on reports now watches AI do it in minutes.
Someone who's great at customer relationships now worries a chatbot will replace them.

These are management challenges, not technology challenges.

The managers who ignore this will find themselves managing frustrated teams and scrambling to catch up.

The ones who lean into the human side of AI adoption will build the teams everyone wants to work for.
---

What's the biggest challenge you're seeing?

Your team doesn't believe your "good job."

And it's costing you your best people.

82% of employees feel unrecognized at work.

Not because managers don't care.

Because they don't know how to make recognition feel real.

**Here's what fake recognition sounds like:**

→ "Great work on that project!"

→ "Thanks for your hard work!"

→ "You're doing amazing!"

Your team hears: Empty words. You didn't even notice what I did.

**Here's what meaningful recognition looks like:**

→ "The way you handled that client pushback yesterday—staying calm and offering three solutions—that's exactly what we need on this team."

→ "I noticed you stayed late to help Sarah meet her deadline. That team-first mindset matters here."

→ "Your presentation format made complex data simple. I'm stealing that approach for next month."

**The Recognition Framework:**

✅ Name the specific action (what they did)

✅ Explain the impact (why it mattered)

✅ Connect to values (how it helps the team)

**Recognition without specifics = noise.**

Recognition with detail = retention.

**What's one thing someone on your team did this week that you can recognize right now?**

---

*If your managers are losing people because they don't know how to give recognition that actually lands, my Manager Training Program gives them the exact frameworks to keep your best performers engaged—without sounding fake or robotic. Message me "TRAINING" for program details.*

I'm the Head of HR and I haven't trained my managers on Bill 27 yet.


Is not because I don't know better, but because I've been prioritizing other fires.

But something recently happened and finally made me stop and build the training:

A colleague at another Quebec company just paid $42K because their manager said "on va voir" to an accommodation request and never followed up.

A CNESST complaint was filed, then a settlement, plus mandatory corrective training was ordered.

That could have been us.

I know Bill 27. I know the Charter obligations. I know mental health accommodation is legally required.

But if MY managers don't know it and don't have the exact words to say when they get that medical note, we're one complaint away from the same outcome.

Many fellow HR leaders are in the same position:
→ We know the law → We haven't systematically trained managers → We're hoping nothing goes wrong

That's not a strategy, is a gamble.

So I'm building the training now. Before we're the case study.

If you're an HR or Ops leader sitting on the same realization, you're not alone.

The question is: are you building the training before or after the CNESST complaint?

The # 1 concern I hear from managers interested in improving their skills:

"I'm not a natural leader. I don't have formal training."

This worry makes total sense.

You got promoted because you were great at your job. Not because you knew how to manage people.

And now you're expected to navigate conflict, give feedback, and keep your team engaged with zero preparation.

But most managers don't realize this:

The skills you need are way more learnable than you think.

Great management isn't some innate gift. It's knowing exactly what to say in the moments that matter most.

This is how to build real confidence as a manager:

1. Learn the scripts for high-stakes conversations
Get exact words for performance issues, conflict, and recognition. Not the theory, actual language you can use on a Thursday morning.

2. Practice in low-risk situations first
Try feedback frameworks in 1-on-1s before you need them in crisis mode. Build the muscle memory.

3. Study what great managers actually do
Watch how they de-escalate tension, acknowledge contributions, and create psychological safety. Then adapt it to your style.

4. Ask for feedback on your management
Your team knows what's working. Ask: What's one thing I could do differently as your manager? This is an improvement opportunity.

5. Stop waiting to feel ready.
Confidence comes from doing, not from thinking about it. Start with one conversation this week.

Great management isn't about being perfect on day one.

It's about having the right tools when you need them.

Want the exact scripts? I'm opening 30 founding member spots for my Manager Certification starting January 13. DM me "SCRIPTS" for early access.

What New Managers say

The biggest threat to your workplace isn't what you think.

It's a conversation that gets too hot—too fast.

Strong managers don't escalate conflicts. They de-escalate them.

Management isn't about winning the argument.
It's about preventing a hot conversation from becoming fire.

Weak managers match the energy, but strong managers lower the temperature.

Think about this:
➟ Yelling back protects your ego
➟ Staying calm protects your respect and the business

Recent studies show that workplace violence is up 40% since 2023.

And the new definition now includes verbal aggression, emotional outbursts, and hostile interactions.

89% of incidents start with verbal conflict that could have been prevented.

When managers don't know how to de-escalate:
🚫 Verbal conflicts turn into claims 
🚫 Team morale crumbles 
🚫 Top talent walks out 
🚫 Legal fees pile up

But when managers learn to spot tension early:
✅ Incidents drop to zero 
✅ Teams feel safer 
✅ Turnover decreases

If you want to protect your business and your people from legal threats,
Teach managers to:

➟ Notice tone shifts before they explode 
➟ Use calming language, not commanding language 
➟ Create space instead of forcing resolution

Because the truth is...
Your managers' ability to stay calm under pressure shows how well you've trained them.

Not their ability to handle conflict after it explodes.

When tension rises, don't see it as inevitable; see it as preventable and train for it.

Curious, do your managers know how to de-escalate a heated conversation?

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