The workplace as we once knew it has been reshaped by profound and ongoing changes, challenging leaders to navigate uncharted territory. From the rise of remote work to shifting employee priorities and the need for new recruitment strategies, leaders must now balance adaptability with foresight. These challenges have redefined how organizations attract, retain, and inspire talent, which requires both strategic and empathetic leadership.
Wendy Fewer’s extensive career at Bombardier illustrates the depth of expertise required to meet these challenges. Over the years, Fewer, who also teaches courses in business, leadership, and management at Concordia Continuing Education, has held roles in governance, compliance, ethics, and talent development, gaining insight into the complexities of leadership within a global organization.
After a short-lived move to the U.S. shortly before the start of the COVID-19 pandemic, Fewer returned to Montreal and Bombardier in 2021, and found a workplace completely transformed.
“What struck me immediately was how drastically the landscape had changed,” she reflects. “Things weren’t going back to how they were before.”
Fewer notes the reevaluation of priorities that took hold during the pandemic, often referred to as "The Great Resignation." Employees began questioning their life choices, career trajectories, and what they valued in an employer. This introspection coincided with a generational shift in workplace expectations.
“The younger generation entering the workforce has a completely different set of priorities,” Fewer says.
“They’re not just looking for a paycheck; they want purpose. They want to know what their company stands for, especially on ethical and sustainability issues. It’s about feeling like they’re part of something bigger and meaningful.”
Fewer explains how basic needs like shelter and financial security are met differently for many young professionals, who in many cases are still living with family or in co-living situations that suit them.
This allows younger professionals to focus on self-actualization and belonging in the workplace - a shift that has forced companies to rethink not just how they recruit, but how they retain and develop their teams.
Fewer’s experiences in teaching leaders how to attract and retain talent have underscored the importance of adaptability in recruitment practices.
“The old formula for job postings doesn’t work anymore,” she says. “You can’t just list responsibilities and qualifications. People want to see what your company stands for.”
She emphasizes that today’s job seekers scrutinize potential employers for alignment with their own ethical and professional aspirations.
“From the moment you post a job, you’re signaling what kind of organization you are,” Fewer explains. “If you’re not adapting, you’re not attracting the talent you need.”
Another significant challenge for leaders has been navigating the loss of face-to-face interaction in the age of remote work. Fewer describes how remote work has reshaped not only communication but also influence.
Business instructor Wendy Fewer
“Pre-COVID, I could knock on someone’s door and have a conversation,” she says. “Now, an email or Teams message doesn’t carry the same weight.”
Fewer underscores the importance of understanding diverse communication styles. Leaders must grasp the broader context of how people interact and adapt their guidance to bridge differences, ensuring that generational habits don't limit meaningful collaboration.
A perfect example is the traditional phone call.
“It's a lost art to a certain generation and it's completely unknown to a younger generation,” she says. “Some people are mortified by phone calls, while others thrive on that personal connection. You have to learn who needs what.”
How to reach who, for what reason, by what medium and during which hours, Fewer notes, may not be instinctual but it doesn’t take elaborate training to learn.
This adaptability extends to managing interns and employees across different time zones, industries, and levels of experience.
At the same time, Fewer recognizes the challenges of performance management in remote settings. What she calls “social pressure,” such as being physically present in an office, can no longer be relied upon to enforce accountability.
Leaders must address performance gaps directly and transparently, which Fewer acknowledges can be intimidating but essential.
“Those tough conversations don’t go away,” she says. “They’re just happening in new ways now."
A recurring theme in Fewer’s leadership philosophy is empathy, a trait she believes was democratized during the pandemic.
“COVID put everyone on the same level,” she recalls. “Leaders and employees alike were juggling kids crawling in the background, isolation, and unprecedented challenges. It gave us a chance to show transparency and humanity.”
Fewer’s approach to teaching leadership development mirrors this mindset. Her seminar-style courses encourage open dialogue, mutual learning, and an acknowledgment that no one has all the answers.
“Fifteen years ago, I’d have felt embarrassed if I didn’t immediately know the answer to a question in a class. Now, I see it as an opportunity to collaborate and learn together,” she admits candidly.
As organizations continue to grapple with hybrid work models, evolving employee expectations, and rapid technological advancements, Fewer emphasizes the need to act with intention.
“Leadership today isn’t about perfection. It’s about building an environment of trust, adaptability, and continuous learning,” she says.
Looking ahead, Fewer urges leaders to embrace uncertainty as a catalyst for growth.
“We’re not going back to the old ways,” she concludes. “Leaders need to be transparent, empathetic, and willing to adjust their sails with every new challenge. That’s the only way forward.”
© Concordia University
