There have been so many moments in the last few years when we’ve found ourselves powerless to change what’s happening around us. The pandemic shut down businesses, schools, and entire industries. Policies like tariffs threaten to shift our cost of living, worsen the affordability crisis, and exacerbate job loss. In post-secondary education, we’ve watched new regulations disrupt international student recruitment, impacting institutional finances. In addition to tuition freezes in some provinces, rising inflation, and declining domestic enrollment, it’s no surprise that the sector is feeling the strain. Over the last few weeks, people I have worked with, looked up to, and/or championed in their careers have lost their jobs due to institutional restructuring.
Job markets tell a stark story—many institutions, especially colleges, have few openings, if any. Budget cuts, hiring freezes, layoffs, and program closures are the reality in many schools. We’ve spoken with professionals across the country, and this isn’t just a financial crisis—it’s a profoundly human one. People are not sleeping. They are worried, and they feel helpless.
We’ve coached leaders navigating impossible choices: balancing shrinking budgets while trying to take care of their teams. Some institutions have faced cuts for so many years that there’s nothing left to trim. Others find that even eliminating operational budgets barely moves the needle. And yet, these leaders don’t want to cut staff. They don’t want to shut down programs. They don’t want to ask people to do more with less. They don’t want students to bear the weight of decisions. People who care deeply about the student experience are still trying to deliver on a promise that budgets of years ago could barely deliver on – let alone now.
Yes, leaders and organizations are advocating to government, writing op-eds, and making the case for systemic change. But these efforts aren’t yielding the sweeping reforms needed to “save” post-secondary education in Canada. Instead, leaders are forced to manage the reality in front of them. Right now, leading in this sector means carrying an enormous weight on your shoulders.
So, what do you do when you can’t change what’s happening?
You turn to your people, lean into your community, listen, tell the truth, and trust your gut.
And, more practically, here are five things you can do when it feels like you can’t do anything:
1. Communicate—Even When You Have Nothing to Say
In uncertain times, silence isn’t neutral—it’s dangerous. When communication stops, people fill in the gaps with their fears and assumptions. The best leaders either know how to communicate clearly or surround themselves with people who can help them.
If you don’t have answers, say this:
“I don’t have anything to share right now, but when I do, you’ll be the first to know.”
“I’ll tell you what I can, when I can.”
Honest communication—even when it’s just acknowledging uncertainty—builds trust.
2. Build and Protect Trust
Trust isn’t a given. It’s built through actions, and it’s eroded just as quickly. We do a trust exercise with the teams that we are working with. We ask them what builds trust, and here are some of the things we hear over and over again:
- Be honest, even when it’s hard.
- Have each other’s backs.
- Allow for grace and space.
- Admit when you’re wrong.
- Allow for others to express ideas and thoughts.
- Champion your values. Live them.
- Follow through on commitments.
- Show appreciation genuinely.
- Align actions and words.
- Address issues.
- Be present.
- And one of my favourites: Don’t let someone walk around with spinach in their teeth. If you see a mistake—whether it’s something embarrassing or something serious—say something. That’s what trusted relationships are built on.
3. Lean Into Your Community
Leadership doesn’t mean going it alone. Connect with others. Ask how they’re handling similar challenges. Seek solutions from peers, staff, and colleagues. Share that you’re struggling, too, but you’re working toward clarity.
People aren’t looking for certainty. They’re looking for clarity.
When people understand the situation—even if they don’t like it—they can make informed decisions. Leading well in tough times means closing the gap between uncertainty and clarity, not widening it.
4. Remember That Actions Speak Louder Than Intentions
We judge others based on their actions but ourselves based on our intentions.
I learned this lesson at the Disney Institute, where leaders are trained to model behaviour at every level. A facilitator shared a story:
At Disney, it is a “law” that if a cast member sees a piece of garbage on the ground, you must pick it up and dispose of it right away. Knowing that, this facilitator brought the concept of judging himself on his intentions and others on their actions to life as he recalled walking with another leader, deep in conversation. He saw a piece of garbage on the ground. He thought, Someone else will grab it—I don’t want to interrupt this conversation. Then he realized: If one of his staff saw him walk past that garbage, they could also come up with reasons why it wasn’t their responsibility either. Through this simple illustration, he talked about matching intention with action.
His intention was to stay focused on an important conversation, but his action would have told a team member that he didn’t have to follow through on a basic core value.
We don’t always get the chance to explain our intentions. Instead, we have to be mindful of the story our actions tell.
5. Give Yourself Some Grace
You can’t pour from an empty cup. If you’re running on fumes, you won’t be any good to your team—or yourself. Step away from the constant stream of bad news. Take a mental health day. Do something that allows your brain to reset. Whether you are in a leadership position at work, leading a family at home, or are part of a team, you need to give yourself time and space to process all that is happening. Give yourself permission to rest and recharge.
When the pressure mounts, use tools to clarify your decision-making. A simple “if this, then what” chart can help you think strategically and feel more in control. It will also help you pause to consider your options and pathways.
In the absence of certainty, be the leader who provides clarity. In the midst of chaos, be the one who creates calm.
At the end of the day, people want to go home, be with their families, and get a good night’s sleep. How can you lead in a way that helps them do just that?
Institutions aren’t going anywhere but are evolving—shifting structures, redefining roles, and adapting to new realities. Whether you’re navigating these changes yourself or know someone who is, great people will always be needed. Careers evolve, new roles emerge, and opportunities continue to surface. If you’re looking for your next move—or know someone who is—here’s a roundup of current openings that might be the right fit.
The Hive Network Weekly Roundup
Newfoundland & Labrador
Employment Information Officer (Administrative Officer I) – CNA
Apply here – Closes: March 18, 2025
Guidance Counsellor (Gander) – CNA
Apply here – Closes: March 16, 2025
Guidance Counsellor (Happy Valley-Goose Bay) – CNA
Apply here – Closes: March 16, 2025
Nova Scotia
Program Manager, Lab2Market – Dalhousie
Apply here – Closes: December 25, 2003 (posting may need confirmation)
Coordinator of Community Connections – CBU
Apply here – Closes: March 25, 2025
New Brunswick
Management of the Innovation Support Office – University of Moncton
Apply here – Closes: March 17, 2025
Experiential Platform and Reporting Specialist – UNB
Apply here – Closes: March 20, 2025
Director of Executive Education & Professional Development – UNB
Apply here – Closes: March 14, 2025
VP, Student Affairs – Mount Allison
Apply here – Closes: April 17, 2025
Ontario
Curricular Experiential Learning Initiatives Lead – U of T St. George (Downtown Toronto)
Apply here – Closes: March 24, 2025
Work Term Engagement Coordinator (Term) – U of T Scarborough
Apply here – Closes: March 13, 2025
Work Term Engagement Coordinator – U of T Scarborough
Apply here – Closes: March 13, 2025
Curriculum Project Manager (Term) – U of T St. George (Downtown Toronto)
Apply here – Closes: March 18, 2025
Career Services Officer (Temp) – Western
Apply here – No closing date given
Manager, Co-Curricular & Student Engagement, Faculty of Engineering – McMaster
Apply here – Closes: March 25, 2025
Analyst, Business Development and Partnerships – U Ottawa
Apply here – Closes: March 14, 2025
Director, Policy and Strategy (Term) – TMU
Apply here – Closes: March 24, 2025
Manager, Student Engagement & Development – TMU
Apply here – Closes: March 20, 2025
Co-op and Internship Coordinator – Ontario Tech
Apply here – Closes: March 21, 2025
Career & Work Coach/Employer Liaison – Conestoga
Apply here – Closes: March 18, 2025
Field Placement Advisor – Conestoga
Apply here – Closes: March 19, 2025
Manager, Strategic Planning and Implementation – Humber
Apply here – Closes: March 16, 2025
Senior Work-Integrated Learning Operations Specialist – Humber
Apply here – Closes: March 19, 2025
Placement Coordinator – Northern College
Apply here – Closes: March 17, 2025
Alberta
Manager, Centre for Teaching and Learning – University of Alberta
Apply here – Closes: March 17, 2025
Program Facilitator, Cooperative Education – MacEwan University
Apply here – Closes: March 25, 2025
British Columbia
Associate Director, Student Affairs and Services – Douglas College
Apply here – Closes: March 14, 2025