Have you ever known a friend who bought an investment just because it had a massive run-up the year before?

By Bruno Scanga Financial Columnist It is a completely natural human instinct. We are hardwired to look for patterns and gravitate toward what feels successful. If a specific investment just posted a large annual return, it feels incredibly reassuring to put our money there. But in the investing world, relying on what feels immediately safe is often one of the riskiest moves you can make. It is the financial equivalent of trying to drive down a highway while staring exclusively into your rearview mirror. The Reality Check Let’s look right here at home. Imagine a specific Canadian ETF has a phenomenal year. Usually, this happens because a specific sector—perhaps energy or financials—went on a sudden tear. The financial news is glowing, and everyone at the neighborhood barbecue is talking about their returns. It is incredibly tempting to abandon an existing asset allocation strategy and concentrate more money in these specific “high-flying” investments. But markets are cyclical. The exact sector that carried the TSX to new heights last year might be the one taking a breather this year. When people make investment decisions based primarily on a previous year’s soaring performance, they aren’t discovering a secret; they are just paying top dollar for yesterday’s news. The Danger of Our Own Instincts This brings us to the most unpredictable variable in your portfolio: you. To be completely candid, investors are often their own worst enemies. Human beings suffer from “recency bias,” a psychological glitch that makes us believe whatever is happening right now will continue happening forever. We get fearful and want to sell when the market drops, and we get greedy and want to buy when the market is already expensive. True financial resilience isn’t about flawlessly picking the winning investment every single time. It is about managing our own behavioral risks. It’s about recognizing that volatility is a normal part of the landscape and building the emotional endurance to handle it, rather than leaping from one “hot” trend to the next. Your Behavioral Buffer This is exactly why working with an independent financial advisor is so critical. A good advisor does much more than just look at spreadsheets; they act as a buffer between your money and your impulses. When human nature is screaming at you to chase a soaring asset or to panic-sell during a temporary dip, your financial advisor can be a voice of reason. They anchor you back to your actual, long-term plan. They help you build the financial and emotional resilience necessary to separate the daily market noise from your ultimate destination. At the end of the day, lasting wealth is rarely built by trying to predict the future or chasing the ghosts of past performance. It is built through patience, discipline, and endurance. When it comes to your financial success, remember the golden rule… Time in the market is a far more reliable strategy than trying to time the market.

The Traditions We Never Meant to Start

By Gary Payne, MBA Founder of Funeral Cost Ontario One of the things that has surprised me over the years is how few family traditions seem to begin with much intention. We often think of traditions as something that is carefully passed from one generation to the next, almost as though someone makes a conscious decision that a particular gathering, meal, or routine should continue. Looking at families over a long enough period, I am not convinced that is usually how it happens. Most traditions seem to have much more ordinary beginnings than that. They often grow out of practical decisions made during periods when life has changed and everyone is simply trying to make the next family gathering feel a little easier. At the time, those decisions rarely feel significant. They are simply the best answer to the situation everyone happens to be facing. I have watched families work through the first Christmas after someone dies, the first Thanksgiving, or the first birthday that arrives without the person who had always been at the centre of it. Those first occasions carry enough emotion on their own that very few of us are thinking about the future. The conversations are usually much more practical than sentimental. Someone in the family suggests gathering at a different house because it will be easier for everyone. Somebody else in the family offers to cook because that is one less thing for everyone else to worry about. A different day may be chosen because travel has become more complicated. The decisions almost always sound temporary. "Let's just do it this way this year." It is a sentence I suspect most families have spoken in one form or another. What interests me most is how often "this year" just becomes next year, and then the year after that. The first decision was never meant to create a new tradition, it was simply trying to protect the family from having to absorb every change at the same time. Looking back several years later, however, it becomes surprisingly difficult to remember when the temporary arrangement stopped being temporary. I have seen this happen in my own family. After my grandfather died and my parents had moved closer, we decided to gather on Christmas Eve at my sister's house. As far as I remember, nobody described it as a new tradition. It simply seemed easier that year because of where everyone was staying, and after everything that had happened, nobody was looking to complicate Christmas any further. The following year someone mentioned how nice it had been, so we did it again. There was no discussion about changing the family forever. There was simply another practical decision that felt right at the time. Years later, Christmas Eve at my sister's house had become part of who we were as a family, and I cannot honestly tell you when it stopped feeling temporary. I think that is what makes traditions so interesting. We often imagine they are inherited, but many seem to emerge instead. They grow out of ordinary decisions made by ordinary people who are trying to take care of one another during periods when life feels less certain than it once did. Nobody writes them down. Nobody announces that a new family custom has been established. They simply repeat often enough that eventually they begin to feel as though they have always existed. Perhaps that is why families become so protective of them. By the time a tradition feels permanent, most people have forgotten the practical reason it began in the first place. What remains is not the original decision but everything that has happened since. Children grow up expecting things to happen a certain way. New spouses are introduced to customs that seem decades older than they really are. Grandchildren assume the tradition has always existed because, as far as they can remember, it has. The longer I have watched families move through life's transitions, the more I have come to believe that traditions rarely begin with a decision to create them. More often they begin with people trying to take care of one another for just one year, only to discover much later that they had quietly given the family something that was worth keeping.

How Difficult Can It Get?

How Difficult Can It Get? Common Sense Health – Diana Gifford-Jones What are the true tests of a healthcare system? Is it how well it resolves health problems? How it prevents them? How efficiently it operates? One question should be, how does it treat our eldest citizens? But the fact is, it’s absurdly difficult for seniors to access care, submit claims, and navigate a plethora of disjointed systems. People pay taxes for decades. They contribute to insurance plans. They work hard, raise a family and play by the rules. Then, when they finally need help after a stroke, a broken hip or a heart attack, they are handed another form to complete, another approval to obtain, and one after another, bureaucratic hurdles to clear. In the United States, headlines have focused on insurance companies denying rehabilitation, long-term care and other medically necessary services to older patients. Many denials are overturned on appeal. But if the care was appropriate, why was it denied in the first place? How defeated are people in the process? How much illness is created, not cured? Canada likes to congratulate itself for having a different system. But Canada has its own version of bureaucracy. Long waits for diagnostic tests. Delays for specialist appointments. Programs that are nearly impossible to navigate. And yes, diabolical mayhem with making claims to provincial programs or insurance companies. If this isn’t making people sick, their medications certainly are. Everywhere seniors are juggling too many medications because physicians and pharmaceutical companies have created an epidemic of excessive prescriptions. It should be no surprise what’s happened as a result. Older people and their caregivers are beaten down. What is the price of the absurdity? Governments worry about the rising cost of caring for an aging population. But what’s truly worrisome is the failure to care at all. Getting care has become too complex – for all of us, but especially for the elderly. A national survey should ask this question, “have you given up?” Can’t get an appointment? Can’t get there if you do? Can’t get the right forms or figure them out? Don’t even know you are missing the forms? How much time and money is spent dealing with paperwork? How many hospital admissions could be avoided if someone took the time to review a senior's dozen prescriptions? How many older people deteriorate unnecessarily while waiting for approvals, referrals or appointments? These are not questions for debate. They are management imperatives. In other industries, executives measure customer satisfaction, identify bottlenecks and eliminate waste. If an airline stranded thousands of paying customers every day, heads would roll. If a bank required six approvals to cash a cheque, shareholders would revolt. The excuse is always that health care is "complex." But so is aviation. So is nuclear power. Complexity is not an excuse for inefficiency. It is a reason to manage better. What worries me most is the growing distance between decision-makers and patients. Increasingly, care is being managed by algorithms, utilization reviews, budget targets and policy frameworks. Somewhere beneath all that paperwork is an 82-year-old woman recovering from pneumonia who simply wants to go home, or an 89-year-old man hoping to walk again after hip surgery. Here's my challenge to every health minister, deputy minister, insurance executive and hospital CEO. Go spend time shadowing an 85-year-old who is trying to book an appointment – or trying to get to it. Check to see if they understand their medication list. Try to join them for a call with their physician and see if anyone answers the telephone. Then tell us that the system is working as intended and that it cares for those who need it most.

Mr. X: The Law Doesn't Make Exceptions at the Slaughterhouse

Mr. X: The Law Doesn't Make Exceptions at the Slaughterhouse By Mr. ‘X’ ~ John Mutton, Former Mayor of Clarington CENTRAL EXCLUSIVE Last week, I wrote about allegations of illegal slaughterhouses operating within our communities. The response was overwhelming. Some people asked why we have so many rules governing the slaughter of livestock in the first place. The answer is remarkably simple. Those laws exist because history has taught us what happens when they do not. Ontario's meat inspection system was not created to make life difficult for farmers, butchers, or abattoir operators. It was created because animals deserve humane treatment, consumers deserve safe food, and legitimate businesses deserve a level playing field. Every licensed abattoir in Ontario understands what it takes to operate legally. Facilities must meet stringent construction and sanitation standards. Animals must be handled humanely. Meat intended for sale is subject to inspection before and after slaughter. Refrigeration, waste disposal, water supply, employee hygiene, pest control, record-keeping, traceability, and ongoing oversight are all part of the system. None of this is accidental. Every requirement was put in place because, somewhere, someone became sick, an animal was mistreated, or a public health failure demonstrated why stronger safeguards were needed. When Ontarians purchase meat, they rarely think about the inspection system behind it. They simply assume the meat they are feeding their children has been processed under rules designed to protect them. That confidence should never be taken for granted. When animals are slaughtered outside the regulated system and meat enters the marketplace without the required inspections, the very safeguards designed to protect the public may be bypassed. That is why provincial licensing and inspection requirements matter so much.There is another side to this issue that deserves equal attention. Every legitimate abattoir owner has invested hundreds of thousands—sometimes millions—of dollars to comply with Ontario's standards. They have built proper facilities, obtained licences, welcomed inspectors, maintained records, paid taxes, and accepted the costs of doing business legally. Why should they have to compete against anyone who ignores those same obligations? The rule of law only works when it applies equally. This issue is also larger than agriculture. It involves municipal zoning, provincial food safety, public health, environmental protection, animal welfare, building standards, wastewater management, and consumer confidence. Each level of government has a role because each is protecting a different aspect of the public interest. When one part of that system is ignored, the consequences can extend well beyond a single property. As a former mayor, I learned that laws only command public respect when they are enforced consistently. Citizens quickly lose confidence when they believe some people are expected to follow the rules while others are not. This is not about culture, religion, politics, or personal beliefs. It is about one standard that applies to everyone. If you intend to slaughter livestock for meat that will be sold or distributed, Ontario has established a legal process. Follow it. Obtain the required approvals. Meet the inspection standards. Protect the animals. Protect consumers.Respect your neighbours. Compete fairly with the businesses that have invested in doing things the right way. The overwhelming majority of Ontario farmers and meat processors do exactly that every single day. They deserve our respect. They also deserve to know that governments will enforce the same rules for everyone else. Because public confidence in our food system depends on one simple principle: The law must mean the same thing for everyone.

Putting the Story Back Together

Dead and Gone… Putting the Story Back Together By Gary Payne, MBA Founder of Funeral Cost Ontario One of the things that has surprised me over the years is how quickly families begin trying to reconstruct a life after someone dies. Most people would probably assume that this begins with memories, but that is not really what I have noticed. It usually begins with questions. Not particularly profound questions, either. More often they are the ordinary details that nobody had much reason to think about while life was unfolding. When did they buy this house? Was that before or after the business started? Did they move here because of work, or was there another reason? Who introduced them? Why did they stop spending summers at the lake? None of these questions seemed especially urgent a few months earlier. Then suddenly they do. What makes this interesting is that no one person usually has all of the answers. One sibling remembers the early years, and another might remember what happened after the children were born. An aunt or uncle can recall why the family moved, while an old neighbour remembers what came before. Everyone seems to be carrying a different part of the story, and it is only when people begin comparing those pieces that they realize how widely the family's history had been distributed all along. I have enjoyed watching and learning as families spend half an hour trying to settle what sounds like a simple question. Did that happen before the move or after it? Was Grandpa already retired? Was Uncle Jim married yet? Someone is convinced it happened one way. Someone else is equally certain it happened another. Eventually another relative remembers a small detail that quietly settles the discussion, and everyone moves on. None of the answers themselves change anything, and nobody is making a decision based on whether something happened in 1986 or 1988. The conversation is really about something else altogether. People are trying to understand how the pieces fit together in a way that matters much more than all of the details. They are rebuilding a timeline that always existed, but was never stored in one place so that the stories that shaped a person don't feel like they are lost. I think that there's an urgency that comes with it and that probably helps explain why these conversations can go on much longer than anyone expects. One answer naturally leads to another question. If they were living there then, was that before Dad started his own business? If that happened first, does anyone remember why they sold the cottage? Suddenly three stories that had always existed independently become connected, and the family's understanding of its own history becomes a little clearer. I do not think this happens because people suddenly become interested in genealogy. It happens because the person who quietly connected many of those pieces is no longer sitting at the table. For years there was always somebody who could settle a disagreement in thirty seconds or explain why one event led to another. Families rarely notice how valuable that kind of knowledge is while it is readily available. The interesting part is that no single person usually replaces them. Instead, the family begins assembling the story together. Each person contributes a memory, a date, a conversation, or a detail that somebody else had forgotten. The finished picture belongs to everyone, even though no one person ever carried all of it. The longer I have watched families work through these conversations, the more I have noticed that they are rarely searching for facts alone. More often they are discovering that a family's history was never kept in one place. It had been living, quietly and imperfectly, across the memories of the people who shared it.

The Changes We Didn't Notice

Dead and Gone… The Changes We Didn't Notice By Gary Payne, MBA Founder of Funeral Cost Ontario One of the things that has surprised me over the years is how often families are caught off guard by changes that happened long before they noticed them. This seems to happen most often after a long illness or a period of care-giving that lasted for months or years. During that time, people's attention is naturally focused on what is directly in front of them. Appointments need to be attended. Routines need to be maintained. Problems need to be solved. Most families become very good at adapting to whatever the situation requires. What makes this interesting is that change is usually gradual. Very few people wake up one morning and decide they are going to stop travelling, stop seeing friends as often, give up a hobby, or reorganize their schedule around someone else's needs. Most of the time these things happen one adjustment at a time. A trip is postponed, a weekly activity is skipped, a standing lunch gets cancelled, or a routine commitment quietly falls away. None of it feels particularly significant in the moment, nor is it because life has simply rearranged itself. The longer a situation continues, the more normal those changes begin to feel. What started as an adjustment becomes a routine. And what started as a temporary accommodation becomes part of everyday life. With a little time, most people stop noticing the changes altogether because the new version of life no longer feels new. Then eventually the situation changes. At first there are other things requiring attention. Arrangements need to be made, maybe paperwork needs to be completed. Families are focused on all of the immediate concerns, and it is often weeks or months later that people begin noticing something else. A trip that was postponed never happened, a favourite hobby that disappeared was never replaced, good friends who used to stop by regularly have not been seen in years, the regular visit to their favourite restaurant that fell out of the routine. I t will be different for everyone but the common thread is what surprises people is not that these things changed. What surprises them is how completely the changes blended into everyday life while they were happening. I think that realization can be tough to describe because it is rarely attached to a single moment. More often it arrives in pieces. Someone notices an empty Saturday, or the who friend reaches out after a long absence. It can be a conversation that revives an old interest. Whatever it is, it is always gradual before people begin recognizing parts of their lives that had quietly moved into the background. This is not necessarily a sad realization and in most cases it is simply an honest one. The years spent caring for someone mattered more than the adjustments which were made for good reasons. Most families would make the same choices again. But that does not change the fact that life was changing at the same time. What I find most interesting is that people often expect the biggest adjustment to be the loss itself. Quite often they discover that another adjustment has been taking place for years. They simply did not have much reason or time to notice it while they were living through it. The longer I have watched families navigate these transitions, the more I have noticed that people are rarely surprised by what they gave up. More often they are surprised by how much they had gradually set aside before they realized it.

The One Reason You're Not Getting Hired

The One Reason You're Not Getting Hired By Nick Kossovan Getting hired in today's hyper-competitive job market requires drawing a distinct line between your skills and experience and how you can generate revenue or save an employer money. Unlike what many job seekers believe, employers are not charities. Nor do employers design their hiring process to validate a job seeker's self-esteem. The job market is a marketplace in which, as in all marketplaces, profit determines survival. Employment boils down to a single financial transaction: an employer pays money in exchange for a return on their investment. If you're sending out resumes, networking, and attending interviews without receiving job offers, it's because you're not communicating your value in terms of an employer's profitability. In other words, you're not giving employers a compelling reason to hire you. The job market is full of candidates acting like historians, listing their "who cares" responsibilities in chronological order. Employers don't care what you did; they care about what you can do for their bottom line. In business, an employee's value is defined by their impact on the business's profitability. Consider how you act as a consumer. You don't buy a smartphone because the manufacturer worked hard to build it. You buy it because you believe it'll add value and status to your life, streamline communication, and boost productivity. If you didn't believe it would add value, you'd leave it on the shelf. Similarly, a homeowner doesn't invest thousands in an energy-efficient furnace out of sentimentality. They do it to lower their monthly heating bills and increase home equity. Hiring is a form of purchasing, so employers view job seekers through the same lens. What value will the employer derive from hiring you? "Hiring managers don't look at your resume and see potential—they see a massive financial risk. If your resume reads like a historical biography of daily chores, you are positioning yourself as an administrative cost to be minimized." — Episode 3178 of Jeff Altman's podcast, No B.S. Job Search Advice Radio, titled, How to Write a Resume That Proves Your Return on Investment. Breaking the cycle of rejection requires adopting a “Business of One” approach. Instead of viewing yourself as a job seeker, see yourself as a service provider proposing a partnership. Your resume, LinkedIn profile, and cover letter should highlight how your accomplishments deliver measurable value, making it easy for hiring managers to recognize how you'd be an asset to their business's profitability. Incorporate your impact on profitability into every aspect of your job search. Your Resume: Remove meaningless fluff, such as "responsible for managing a team." Use aggressive, metric-based bullet points. Frame your work in dollars, time saved, or percentage gains. For example: "Re-engineered regional call centre workflows, cutting customer wait times by 14% and saving $45,000 in quarterly operational overhead." If you managed a budget, state how you kept it under target. If you built a process, quantify the hours it reclaimed. Present your history as a series of profit enhancements. Your LinkedIn Profile: Treat your headline and "About" section as a sales landing page, not an online obituary. Replace generic labels such as "Experienced Operations Professional" with a clear value proposition: "Operations Leader Specializing in Scaling Call Centre Efficiencies and Reducing Client Churn to Maximize Revenue." Use your "Featured" section to share articles or case studies you've written that explain exactly how you solve costly bottlenecks. When Networking: Never ask someone if they know of any openings; this comes across as desperate and places the burden on them. View networking as a casual consultation conversation. Ask targeted questions about their company's or industry's specific operational challenges. When sharing your background, pivot to outcomes: "In my last role, we noticed a major drop in client retention, so I implemented an automated follow-up system that reclaimed $120,000 in drifting contracts. I imagine advertising agencies are facing similar margin pressures right now." TIP: When meeting someone for the first time, ask yourself: How can I help this person? When Interviewing: Many candidates sink into a defensive crouch during interviews. Turn interviews into a sales meeting, which is what they are. When asked about your strengths, don't offer platitudes about being a "hard worker." Link your traits directly to enhancing their profitability. For example: "My core strength is rigorous process optimization. I look for operational leaks because every broken process represents wasted capital. When you hire me, my primary objective will be to ensure the team's output directly protects and enhances your department's margins." Putting aside all the excuses many job seekers make, if you're not getting interviews and job offers, it's because you're not making a compelling business case for why they should hire you. Without one, employers view you as an unnecessary expense. Employers aren't buying your biography; they're buying a solution to their margin pressures. Shift your narrative from what you'll cost an employer to how much you'll make for an employer. Review your resume, LinkedIn profile, and interview talking points. Ruthlessly remove anything that doesn't clearly articulate a financial return on hiring you. If you want employers to see hiring you as a profitable decision, reframe your professional identity in terms of the bottom line.

The Things We Thought Would Matter

The Things We Thought Would Matter By Gary Payne, MBA Founder of Funeral Cost Ontario One of the things that has surprised me over the years is how often families are caught off guard by what does not matter. Most of us spend a fair amount of time deciding what is important. We save things. We protect things. We move certain possessions from one house to another because we assume they deserve to make the journey. Over time, some objects acquire a status that feels almost permanent. They become part of the family landscape, and people stop questioning their importance because their importance has simply been accepted for so long. Then something happens, and a family finds itself sorting through a house, opening cupboards, looking through closets, and deciding what stays and what goes. Before it begins, there is often a quiet assumption that certain items will be spoken for immediately. Everybody knows which pieces those are supposed to be. The dining room set. The cabinet. The collection. The things that were always treated as important. And then the family discovers that nobody really wants them. I have seen that happen more than once, and what makes it interesting is not the decision itself, but the surprise that follows. People are often caught off guard that an object which carried such a large presence in family life can suddenly have very little place in anyone's future. The object has not changed. The craftsmanship has not changed. The history has not changed, yet something has shifted. I think part of the surprise comes from the fact that families often confuse significance with attachment. They are related, but they are not the same thing. An object can be significant without anyone wanting to own it. A family can respect its history, appreciate its place in the household, and still have no practical role for it in the next chapter of their lives. That reality shows up in very ordinary ways. I have watched families spend twenty minutes discussing a valuable piece of furniture before agreeing nobody has room for it, then spend much longer talking about a box of handwritten recipe cards that nobody expected to keep. It is not always logical, but it is very human. One thing has value because everyone agreed it did. Another has value because, for reasons that are harder to explain, it still seems to carry a person with it. There is also a generational side to this that families sometimes underestimate. The objects that helped define one household may not fit easily into another. A dining room set that once made sense in a larger home may not make sense in a condo, townhouse, or smaller place already filled with someone else's life. A collection that represented years of care to one person may feel like responsibility to the next. That does not mean people value family less. It usually means they are living differently. What makes these decisions difficult is that nobody wants to be the person who says it out loud too quickly. Nobody wants to make it sound as though the thing did not matter. So families sometimes talk around the obvious for a while. They admire it. They discuss where it came from. They mention how long it was in the house. Then eventually someone says what everyone else may already be thinking: "I just don't have a place for it." That sentence can feel harsher than it is meant to be. In most cases, it is not a rejection of the person who owned it, or of the life built around it. It is simply the point where memory and practicality meet, and practicality has to be given a vote too. The longer I have watched families work through these decisions, the more I have noticed that the item everyone worried about often becomes the easiest decision in the room.

AI Is Coming To Medicine But Will It Help?

AI Is Coming To Medicine But Will It Help? Common Sense Health – Diana Gifford-Jones This week I’m writing from Berlin, where I’m leading Canadian university leaders on a week-long study of Germany’s higher education and research ecosystem. Our North American penchant for policy by experimentation was in sharp contrast with the coordinated national strategies and infrastructure evident across the German economy. By my observation, the role of artificial intelligence (AI) in health is becoming the next national mission. Friedrich Merz, the German Chancellor, is leading the charge to unleash AI. “I will push to ease the regulatory burden in the EU on AI,” he said recently, “and, where possible, to exempt industrial AI from the current regulatory straitjacket that is too tight.” Now, before readers stop and say, “This has nothing to do with me,” think again. AI is not just about computers and robots. Increasingly, it will shape what happens when you visit your doctor, undergo a test, receive a diagnosis, or fill a prescription. And whether this becomes a blessing or another modern headache depends on our leaders setting the right course. Americans are charging ahead at full speed with AI. In the United States, giant technology companies see healthcare as the next great gold rush. Faster diagnostics. Faster data collection. Faster treatment decisions. Germany has a different attitude and people are asking questions. Who controls the data? Can patients trust computer-generated advice? Will medicine become colder and more mechanical? Will doctors eventually rely too heavily on algorithms? These are genuine concerns. Medicine is not a math problem. Patients are frightened, confused, emotional, vulnerable. They need accurate information, but they also need judgment, experience, communication, and compassion. A machine cannot look a worried patient in the eye and say, “You’re going to be alright.” At least not convincingly. But make no mistake. AI is coming to healthcare everywhere. Soon, if not already, AI will read mammograms, identify skin cancers, flag dangerous drug interactions, predict heart disease risk, and analyze blood tests. In many cases, it will catch abnormalities earlier than physicians can do. That’s the good news. The bad news is that many people are completely unprepared for this transition. Some readers still avoid online banking. Others rarely use email or electronic records. Many older people understandably distrust technology altogether. But avoiding technology is risky in itself. Patients now need “AI literacy in healthcare” to understand enough about how AI works in medicine to ask sensible questions and avoid being fooled. That matters because AI can be brilliant one moment and dangerously wrong the next. A computer program may confidently provide false information. Anyone who has experimented with AI systems knows this. So what should readers do? First, become more engaged in your own healthcare, not less. Too many people drift through the medical system. They take pills they don’t understand and undergo tests they never discuss. Second, become comfortable with digital tools. Learn how to access your medical records electronically. Learn how to verify information from reliable medical sources. Ask family members for help if necessary. Pride is a foolish reason to remain uninformed. Third, know that technology should align with common sense – not replace it. One of the smartest observations I heard in Germany came from a researcher who warned that societies risk becoming “overconfident in technological answers to human problems.” AI may improve medicine. It may reduce errors, shorten wait times, and help physicians make better decisions. But no algorithm replaces healthy living. No computer can exercise for you, stop you from smoking, overeating, drinking excessively, or refusing to manage stress. And no AI system will magically repair a piecemeal healthcare system damaged by leadership indecision or policy blunders.

Canada Needs More Confidence and Less Fear

Canada Needs More Confidence and Less Fear By Dale Jodoin Columnist Canadians already know the economy is struggling. They do not need another article telling them groceries cost more, housing costs more, and jobs are harder to find. They know. They live it every day. For months, Canadians have been telling politicians, business leaders, and experts that something feels wrong. Families have been cutting back. Young people have been searching for work. Parents and grandparents have been worrying about what kind of future the next generation will inherit. None of that is news anymore. The real question is what comes next. If you listen to enough headlines, you would think Canada is on the edge of collapse. One day it is the economy. The next day it is a war somewhere in the world. Then it is another crisis, another warning, another prediction that the sky is about to fall. Fear sells. It always has. Yet Canadians have heard these warnings before. In the 1970s, inflation was eating away at family budgets. Prices seemed to rise every time someone walked into a grocery store. Fuel costs climbed. Interest rates rose. Families worried about paying bills and keeping food on the table. Many people thought the good times were over for good. They were wrong. Canadians adapted, businesses adjusted, and eventually the economy recovered. The lesson from the 1970s is not that hard times are easy. The lesson is that hard times end. The same lesson appeared again in 2008. The financial crisis spread around the world. Businesses slowed down. Jobs disappeared. Retirement savings took a hit. People watched the news and wondered what disaster would come next. There was fear that entire economies could collapse. Yet Canada weathered the storm better than many countries. Communities carried on. Workers adapted. Businesses found ways to survive. Recovery did not happen overnight, but it happened. Looking back today, many people barely remember how frightening those months felt at the time. That should remind us that today's challenges, while serious, are not the first serious challenges Canada has faced. Many Canadians are no longer worried about getting rich. They are worried about staying afloat. That may be the biggest economic warning sign of all. When people stop dreaming about the future and start worrying only about next month's bills, confidence begins to disappear. The greatest threat to Canada may not be a recession. It may be losing confidence in ourselves. History matters because it reminds us that Canadians are builders. We built railways across a vast country. We built industries that supported generations of workers. We built communities, schools, hospitals, roads, and businesses. We did not build them by panicking. We built them by getting to work. That is one reason many Canadians are watching new energy projects closely. Whether it is pipelines, natural gas, mining, hydroelectric power, or other forms of development, many people see these projects as opportunities to create jobs, attract investment, and strengthen the economy. No project is a magic solution. They cost money and take years to complete. But growth rarely happens without investment. Canada cannot build a stronger future if it is afraid to build at all. A country that stops building eventually starts shrinking. New pipelines and energy projects may not solve every problem tomorrow, but they can help create the kind of long term growth that gives future generations more opportunities. Every major project built in Canada today becomes part of the foundation future Canadians stand on tomorrow. The same conversation applies to education. For decades, trades helped build the middle class. Carpenters, electricians, welders, mechanics, machinists, truck drivers, and countless others helped shape this country. Today, many employers say they cannot find enough skilled workers. At the same time, many young people are struggling to find stable careers. Perhaps it is time to place greater value on the skilled trades once again and remind young Canadians that success can take many different paths. Not every student needs a university degree. Canada will always need people who can build homes, repair equipment, maintain infrastructure, and keep the country running. Strong trades programs can create good jobs while helping solve labour shortages at the same time. Immigration is another issue Canadians discuss openly. Canada has always been a country built by newcomers. Generation after generation, people arrived here looking for opportunity and became part of the Canadian story. Most Canadians do not oppose immigration. What many want is a system that is fair, organized, and focused on helping newcomers succeed while maintaining the values and responsibilities that hold the country together. The conversation is not about rejecting people. It is about making sure Canada remains strong enough to welcome them successfully. What often gets lost in political arguments is that Canadians have more in common than they sometimes realize. Most people want safe communities. They want decent jobs. They want affordable homes. They want their children and grandchildren to have opportunities. Whether someone lives in Vancouver, Calgary, Winnipeg, Toronto, Oshawa, Montreal, or a small town in Atlantic Canada, those goals are remarkably similar. Patriotism should not be controversial. Being proud of Canada does not mean believing the country is perfect. No country is. It simply means recognizing what generations before us built and wanting to leave something even better behind. Canadians come from many backgrounds, faiths, cultures, and experiences, but we share a country. That shared identity matters. There are good politicians and bad politicians. There are good business leaders and bad business leaders. There are good ideas and bad ideas. No single group has all the answers. The strength of Canada has never come from a handful of powerful people. It has come from ordinary Canadians helping one another through difficult times. The economy may be slowing, but that is not the whole story. The story is also about resilience. It is about a country that has weathered difficult decades before and emerged stronger. It is about communities that continue to support one another when times are tough. Canadians should not ignore problems. They should not pretend everything is fine when it is not. But neither should they forget who they are. The generation that faced inflation recovered. The generation that faced the financial crisis recovered. The generation that endured the pandemic recovered. Canadians have a long history of proving the experts wrong when times get tough. The economy may be slowing, but Canada is not finished. Not even close. The future will not be decided by fear. It will be decided by what Canadians choose to build next. If history is any guide, betting against Canadians has rarely been a winning strategy.

Canada Needs a Growth Agenda, Not a Management Strategy

Canada Needs a Growth Agenda, Not a Management Strategy by Maj (ret’d) CORNELIU, CHISU, CD, PMSC FEC, CET, P.Eng. Former Member of Parliament Pickering-Scarborough East Canada is facing a difficult economic reality. While the country has avoided the severe recessions that many feared in recent years, Canadians are increasingly feeling poorer, not richer. Housing affordability remains out of reach for many young families. Productivity growth has stagnated. Business investment has weakened. Government debt has increased. And our traditional economic advantages—abundant natural resources, access to global markets, a skilled workforce, and political stability—are not translating into the prosperity they once did. The challenge facing Canada is not merely cyclical; it is increasingly structural. The country needs more than careful economic management. It needs a national growth agenda. For decades, Canadians have been accustomed to steady improvements in living standards. Each generation expected to enjoy greater prosperity than the one before. Today, that assumption is no longer guaranteed. Real GDP per capita, one of the most important measures of economic well-being, has struggled to keep pace with population growth. Many Canadians are working harder while finding it more difficult to purchase a home, save for retirement, or support their families. At the heart of the problem lies Canada's productivity challenge. Productivity may sound like an abstract economic term, but it is ultimately the foundation of higher wages and improved living standards. A worker equipped with better tools, technology, infrastructure, and training can produce more value. When productivity rises, wages can rise without creating inflation. Unfortunately, Canada has fallen behind many of its peers in productivity growth. Business investment per worker has lagged behind that of the United States. Companies are investing less in machinery, technology, research, and innovation. Too much capital is flowing into existing real estate rather than into productive enterprises that generate long-term economic growth. This trend should concern policymakers across the political spectrum. The solution is not simply to spend more public money. Governments cannot subsidize their way to prosperity indefinitely. Instead, Canada must create conditions that encourage investment, innovation, and entrepreneurship. One obvious area for improvement is infrastructure. Major projects in Canada often take years, sometimes decades, to move from concept to construction. Whether it is a mine, port expansion, electricity transmission corridor, nuclear facility, transportation project, or housing development, approval processes have become increasingly complex and time-consuming. Environmental protection remains essential, but regulatory systems must also recognize the economic costs of delay. A project that takes fifteen years to approve may effectively be denied. Canada must find a better balance between environmental stewardship and economic development. Housing presents another major challenge. The affordability crisis is not simply a social issue; it is an economic issue. When workers cannot afford to live near employment centres, labour mobility suffers. Businesses struggle to attract talent. Young families delay important life decisions. Economic growth becomes constrained. The answer is straightforward, even if implementation is difficult: build more housing. Municipal approval processes must be streamlined. Infrastructure investments must support new development. Governments at all levels must work together to increase housing supply rather than merely managing demand. Canada must also confront once and for all its fragmented internal market. It is often easier for Canadian companies to export goods to foreign countries than to sell them across provincial borders. This reality would be almost unbelievable to outsiders. Interprovincial trade barriers increase costs, reduce competition, and limit economic opportunity. Removing these barriers should be a national priority. A country of nearly forty million people should function as a single economic market. Energy policy represents another area where Canada possesses enormous untapped potential. Canada is one of the world's leading producers of energy and critical minerals. These resources are essential not only for today's economy but also for the energy transition technologies of tomorrow. Yet Canada frequently struggles to bring projects into production. Investors face uncertainty. Regulatory processes are lengthy. Political debates often discourage long-term investment. Canada does not need to choose between environmental responsibility and economic growth. Modern technology, strong regulatory oversight, and rigorous environmental standards can support both objectives. What Canada needs is the confidence to develop its resources responsibly while ensuring that the resulting prosperity benefits all Canadians. The same principle applies to critical minerals. As countries compete to secure supplies of lithium, nickel, cobalt, copper, uranium, and rare earth elements, Canada possesses significant strategic advantages. These resources should form part of a comprehensive national economic strategy that strengthens both prosperity and national security. Education and skills development must also remain central to Canada's future. The global economy increasingly rewards innovation, scientific expertise, engineering talent, and technological capability. Canada has world-class universities and research institutions, but more must be done to connect research with commercialization and industrial development. As a professional engineer, I have long believed that nations prosper when they value science, technology, engineering, and mathematics. Technical expertise should play a greater role in politics, public policy, economic planning, and national decision-making. Canada should also recognize that economic growth and national security are increasingly interconnected. A country that cannot build infrastructure efficiently, produce critical resources, or maintain industrial capacity will find it more difficult to defend its interests in an increasingly competitive world. Economic strength remains the foundation of national strength.

There’s No One Medical Truth

There’s No One Medical Truth Common Sense Health – Diana Gifford-Jones Advice has a habit of changing. One decade, eggs are dangerous. The next, they’re back on the plate. Butter was once a villain. Now it’s got its place. Coffee? Bad, then good, then possibly essential – depending on which expert you ask. It leaves people wondering: if the science is so clear, why does it keep shifting? Medicine has never been one unified story. Believing that can lead you badly astray. This is an opinion column, and for over 50 years, a lot of what’s been shared has rubbed the medical establishment the wrong way. That’s because there has been little patience for hypocrisy and groupthink. If something doesn’t make sense – in medicine, politics, or anything else – you might read about it here. All things in life are shaped by human nature. Bright ideas compete. Smart people argue their cases. Institutions defend themselves. And when a belief becomes widely accepted, questioning it can be problematic. Yet history shows that today’s “settled science” often becomes tomorrow’s revision. Part of the problem is that we talk about medicine as though it were a single, consistent approach. It isn’t. Around the world, and across time, very different models of health have developed. Some focus on drugs and surgery. Others emphasize nutrition, environment, or the body’s internal balance. Even within modern Western medicine, there are competing schools of thought. And they don’t always ask the same questions or look at the same evidence. Take something as simple as vitamins. Most of us were taught vitamins are there to prevent deficiency diseases. A little vitamin C to avoid scurvy. Enough vitamin D to protect bones. Just enough to get by. But some researchers have asked a different question: what happens if the body is given not just “enough,” but far more, under careful supervision? Could higher levels change how the body functions under stress or illness? That idea makes many experts uncomfortable. Yet it reflects a broader truth about biology: the dosage matters. A cup of coffee can sharpen your mind. Ten cups will do something very different. The same principle applies throughout the body. Substances that are helpful at one level can behave in entirely different ways at another. There’s another layer to this as well. The body doesn’t operate one chemical at a time. It works as a complex network – systems interacting with systems. Nutrients, hormones, and enzymes influence each other in ways that are still not fully understood. Some approaches to medicine look at these interactions closely. Others study one factor at a time, because that’s easier to measure and test. Neither approach is inherently wrong. But they can lead to very different conclusions. And that’s the point. When experts disagree, it’s not always because one side is foolish or uninformed. Often, they are simply looking at the problem through different lenses, asking different questions, using different methods, and defining success in different ways. Unfortunately, once a particular way of thinking becomes dominant, it tends to crowd out alternatives. Medical training, research funding, and professional reputation all reinforce what is already accepted. Over time, that can make the system less open to new or unconventional ideas. The Gifford-Jones mantra has been to push back against that tendency. It means you should be cautious about believing that any one voice speaks for all of science. When you hear a confident medical claim, it’s worth asking a few simple questions. What exactly was studied? What wasn’t? Are there other experts who see it differently? And if so, why? These aren’t the questions of a cynic. They’re the habits of an informed consumer.

Middle Man

Middle Man By Wayne and Tamara I'm torn about how to handle this. My 23-year-old daughter got engaged last November. This weekend she and her fiancé visited us. Yesterday I sat down at my computer and her fiancé’s email was still open. In the sent mail I found pictures of his ex-girlfriend wearing nothing but a partially-open robe. This email is one he sent to himself in January. I’m no prude, but I think if nothing else this was stupid on his part. It would cause a major issue if she discovered it. Best case, they're pictures from years ago, and he simply wanted to keep them. Worst case, she is still sending him photos. I’m thinking of confronting him, and if he’s honest with me, then I’ll bury this. But if he lies, I will make him come clean with my daughter. I don't want to cause a problem where there isn't one, but I don't want to ignore something that may be a real issue. Leo Leo, one of the failings of honest people is they expect dishonest people to think as they do. The liar and the victim of the lie have a huge difference in perspective. If your daughter’s fiancé is actively involved with his old girlfriend, he has no reason to tell you the truth. If you talk to him, you should expect the same answer—denial—whether he is telling the truth or lying. The easy way out is to say nothing and pretend you never saw the photos. But the power to keep quiet is not something you have. It is better for your daughter to know now rather than knowing later. She is the one you have a relationship with. When you see someone breaking into your neighbor’s house and don’t tell your neighbor, who are you siding with? The thief. This young man brought consequences on himself. You will always have this in your head when you deal with him. You can’t stop your daughter from making mistakes, but you can give her the information you now possess. Talk to your daughter, alone and soon, in a calm and collected manner. Carefully tell her, “If something came of this, and I didn’t tell you, I would be kicking myself forever. I don’t have the knowledge to know what this means, but I saw something which hurt me because it may hurt you.” Then trust her to do the right thing. Wayne & Tamara Suspicions I work for a small company. Since I have been on board our very young owner has made accusations, but today was the worst. He was getting ready to leave and next to me was a check from one of our customers. It was similar in color to the ones I cut and he signs. He wasn't gone 10 minutes when I got a phone call, asking me why I signed one of our checks. I was dumbfounded then looked around and saw the customer’s check. I told him what he had seen and assured him I do not sign checks because I'm not authorized. There was great hesitation in his voice, and since then he has been rude and snappy with me. Meghan Meghan, your boss “saw” something he didn’t see. Rather than be disproven, he wants to defend himself and carry around the idea he wasn’t wrong. Perhaps he’s under stress, sensitive about his authority, or likes to bully others. Perhaps he is suspicious of others because he knows himself to be untrustworthy. Whatever the case, you have to protect yourself. Document the date and time of the phone call and details about the check involved. Explain to others what happened. In the meantime, act absolutely above board and professionally. If you think your job is in danger, act like your job is in danger and take steps to find a more welcoming workplace. Wayne & Tamara

Fun on Empty: Making Memories on a Tight Budget

Fun on Empty: Making Memories on a Tight Budget By Dale Jodoin Columnist Raising a family when money is tight can quietly break your spirit. Not all at once. It happens in small ways. You say no to dinner out. No to the movie. No to the weekend trip. No to the new restaurant everyone is talking about. After a while, you start feeling like the bad guy in your own house. Then friends talk about going away with their family, or trying some place where the menu looks like a car payment. You smile and say, “I have to work.” That sounds better than saying, “I can’t afford to take my family.” That part hurts. Nobody wants to say it out loud. But here’s the truth. A tight budget does not mean your family has to live a small life. Across Canada, more families are feeling the squeeze. People are working long hours and still going to food banks. Seniors are counting every dollar. Parents are choosing between gas and groceries. It’s not rare anymore. It’s everyday life for a lot of people. And yet, something else is happening too. People are learning how to live differently. Not louder. Not flashier. Just smarter. Take a picnic. It sounds simple. Maybe even a bit boring. But it works. Stop at a grocery store. Grab buns, some deli meat, maybe a bit of fruit. Skip the expensive drinks and mix your own. Pack it into a bag or a cooler. Bring a blanket, or whatever you have, and head out. I remember watching a dad once, sitting on a park bench, quietly counting change before walking back to his kids with a couple of drinks. The kids didn’t notice. They were too busy laughing, chasing a ball, falling over themselves in the grass. To them, it was a great day. Give it ten minutes once you’re there. The air feels different. The pressure eases. It’s not about what you spent. It’s about being present. In a place like Oshawa, there are more options than people think. Parks, open fields, trails. They’re there for everyone. You just have to use them. The same goes for sports. You don’t need a ticket to enjoy a game. Local leagues are everywhere. Baseball, soccer, cricket, and more rugby. Just show up. Stand near the fence or sit on the grass. Watch. Cheer a little. Lacrosse is another one people forget about. Fast, tough, and exciting. Many local games are open to the public. The same goes for school sports. Places like Ontario Tech University and Durham College often have games and events, especially in the summer. Bring your own food. A couple of sandwiches. Some drinks. You sit there together, and for a while, nothing else matters. Transit can open things up too. Not everyone drives, and gas adds up fast. A simple bus ride can take you somewhere new. A different park. A lake. A spot you forgot about. If there’s water nearby, even better. Bring a towel. Let the kids swim if it’s safe. Sit back and take it in. Those are the moments that stay. And don’t overlook what’s already around you. A pickup soccer game. Kids playing baseball. A cricket match in a field. You don’t need to join. Just being there can make you feel part of something again. Local newspapers and city websites are worth checking too. They list events most people skip past. Small festivals. Community days. Local gatherings. Many are free or low cost. You just have to look. Here’s something that matters more than most people realize. Kids don’t measure their childhood by how much money you spent. They measure it by time. By attention. By whether you showed up. You can spend a lot and still miss that. Or you can spend almost nothing and get it right. That doesn’t mean things are easy. They’re not. Working hard and feeling stuck is frustrating. Prices go up. Pay doesn’t always follow. It wears people down. But inside that, there’s still a way forward. For seniors, it might mean asking for a discount and not feeling bad about it. For families, it might mean choosing fast food over a sit down place because tipping just isn’t possible. For others, it might mean skipping one thing so you can enjoy something else. You start to see your city differently. Not as a place full of things you can’t afford, but as a place full of things you can still enjoy. And that changes things. Money can be short. The fridge can be thin. The bills can sit on the table like they own the place. But your kids don’t need rich parents to have good memories. They need time. They need laughter. They need a parent who still tries, even when things are hard. A sandwich in the park can matter. A bus ride to the lake can matter. Watching a free game can matter. Taking pictures on your phone can matter. Because one day, your kids may not remember what you couldn’t buy. They’ll remember that you showed up. And that is how a family finds a way to have fun on empty.

The Easiest Thing To Fix in A Struggling Healthcare System

The Easiest Thing To Fix in A Struggling Healthcare System Common Sense Health – Diana Gifford-Jones The Easiest Thing to Fix in a Struggling Healthcare System No country has it perfect. But a few give us envy. Switzerland combines universal health coverage with rapid access and strong patient choice. People are required to buy private insurance, but the system is tightly regulated, and wait times are generally far shorter than in Canada by comparison. The Netherlands is another standout. It has universal coverage, strong primary care, and insurers compete within strict public rules. It ranks high for patient satisfaction and access. Germany is praised for its social insurance model – broad coverage, quick specialist access, and a large hospital network. Singapore is admired for efficiency and outcomes. It spends far less of GDP on health care than many Western countries while maintaining excellent results, though its system relies more heavily on personal savings and individual responsibility. Among Nordic countries, Denmark is praised for integration and digital health systems, while Sweden is respected for quality but can struggle with wait times. Canada adheres to the principle of universal access. No one should go bankrupt because they got sick. But universal coverage is nothing to celebrate if you can’t see a doctor. And Canadians are frustrated by access delays, and increasingly, by service quality too. In the U.S., money talks. Those with means can get world-class care. For those without insurance, and there are many, it’s a lot harder and the statistics tell a grim story.Regardless of where in the world, or socioeconomic status, no senior citizen should wait 14 hours in emergency with a fractured wrist. No individual with chest pain should sit in a hallway because there are no beds. No one should have to wait eight months to see a specialist, only to be told they need another referral because the original one expired while waiting. We hear promises of “transformational reform” when parts of our systems breakdown. Yet patients continue to experience delay, frustration, and the sense that no one is in charge. What’s the one thing we could easily fix? That would be communication. What drives people to frustration is often not the illness itself but feeling invisible inside the system. Even when right in the middle of it. Medicine has become highly technical, but healing still begins with a person looking you in the eye and explaining what is happening. Patients want two things from a physician: competence and caring. They hoped for the first, but they remembered the second. And caring means diligent communication – in both directions, with give and take, until there is a common understanding. Hospitals measure everything – wait times, readmissions, staffing costs, infection rates. All important. But do we measure whether families are actually informed? Whether discharge instructions are understood? Whether patients know who is responsible for their care? Imagine if every emergency department had one person whose sole role was to keep patients and families informed. Not to provide treatment, but to explain delays, next steps, and realistic expectations. There is an old saying in medicine: “Cure sometimes, treat often, comfort always.” We seem to have forgotten the last part. Comfort is not a complex concept. It is clarity. It is dignity. It is the assurance that someone sees you not as a chart number, but as a human being who may be frightened and trying to make sense of what comes next. Can communication alone fix health care? Of course not. But if we are looking for the easiest place to start, it may be right there. For a lot of things in life, it might help to lay it out. “Here is what is happening, and here is what happens next.”

When Other People Start Weighing In

Dead and Gone…

By Gary Payne, MBA Founder of Funeral Cost Ontario There is a point where the circle around a family starts to widen. It doesn’t happen all at once, but over a day or two, word spreads, calls are made, messages go out, and people begin to reach in. Friends, extended family, neighbours, people who have been through something similar before. If I were gone, I would want my family to understand that this is a natural part of what follows. People care, and most are simply trying to be helpful in the only way they know how. But something else begins to happen at the same time. As more people enter the conversation, more opinions begin to surface. Suggestions are offered, sometimes gently, sometimes more directly. Someone shares what they did when they went through it. Another mentions what they think is expected. Someone else focuses on keeping things simple, while another leans toward something more traditional. None of this comes from a bad place, but when it all starts to arrive at once, it can be harder to sort through than people expect. I have seen families reach that point, even if they don’t say it out loud. The decisions are still theirs, but the space around those decisions starts to feel more crowded. It becomes less about choosing what feels right, and more about trying to reconcile everything that has been said. That can create a kind of pressure that doesn’t come from any one person, but from the accumulation of voices. It can leave people second-guessing themselves before they’ve even had a chance to think things through together. If I were gone, I would want my family to feel steady in that moment. Not closed off, not unwilling to listen, but grounded enough to recognize the difference between hearing someone out and feeling like they need to follow what’s being suggested. It’s reasonable to take in ideas. It’s reasonable to consider what others have experienced. But it’s also reasonable to step back and ask, quietly and honestly, what feels right for the people who are actually making the decisions. One of the things that makes this more complicated is that people tend to speak from their own experience. They remember what mattered to them, what felt meaningful at the time, what they wish they had done differently. Those reflections are real, and they often come from a good place, but they don’t always translate in the same way for another family. Every situation is different, and what brought comfort to one person may not carry the same meaning for someone else. I have spoken with families afterward who said this part surprised them. Not because they expected people to stay silent, but because they didn’t realize how much outside input could influence the way they were thinking. Some found themselves leaning in a direction that didn’t quite feel like their own, simply because it had been suggested more than once. It wasn’t intentional, but it was noticeable once they stepped back and reflected on it. If I were gone, I would want my family to trust themselves enough to come back to each other before making any decisions. To take a moment, even briefly, to ask what feels right between them, without the noise of other opinions layered on top. That doesn’t mean ignoring people or shutting anyone out. It simply means recognizing that the final decisions don’t belong to the wider circle. They belong to the people closest to the situation. In the end, what tends to stay with families isn’t what others thought they should do. It’s how they felt about what they chose. Whether it reflected the person they lost, and whether it felt honest to them in the moment. If I were gone, that’s what I would want for my family - not certainty, not perfection, just a sense that what they decided felt like their own. Next week, I will write about something that often becomes clearer once that space settles again: how to recognize which decisions truly matter, and which ones don’t need to carry as much weight.

Meeting Them in Their Game

Meeting Them in

Common Sense Health – Diana Gifford-Jones Video games have a reputation – and not a good one, at least among parents. For years, I kept my distance. “Brain rot” some experts say. I’ve said it myself, often and with conviction. I’ve worried as my four children have grown up, eyes glued to screens. But over the recent holiday weekend, I caved. My now adult children – gamers, all of them – convinced me to join them. When I sensed their genuine excitement at the possibility that I might finally enter their world, how could I refuse? The game was Minecraft, where players explore, build, and survive in a blocky, pixelated universe. Think digital Lego meets wilderness survival, with a dash of engineering. Before I could begin, however, there was the small matter of getting set up. This, I discovered, was no small matter. Out came an assortment of computer equipment that had been gathering dust in closets. A screen, keyboard, and headset. I was instructed to wear ear pods underneath the headset so that I could simultaneously hear a voice chat on my phone and the game’s audio through the computer. There followed a symphony of muting and unmuting on the phone, on the computer, and on the headset. I was assured not to worry. “We’ve got this,” they said. I did not. But soon enough, there I was: seated, wired, and ready. My grown children, now giggling playmates, were scattered across three different cities, with one just down the hall. Yet we were all together in the game. I could literally see their characters running circles around me. Then the real test began. “Click here, Mom.” Easy enough. Except that was merely the beginning of what felt like a neurological stress test. First, I had to grasp perspective. With the click of a button, I could switch from seeing the world through my character’s eyes to viewing my character from the outside. Then came movement. To walk, I had to use the W, S, A, and D keys with my left hand while my thumb hovered over the space bar to make me jump. My right hand controlled the mouse, which required sliding, clicking left and right, and scrolling with the middle finger. This was no walk in the park. My brain and coordination were being tested. At one point, I was tasked with making an iron pickaxe. “Simple,” they said. Except it wasn’t. First, you need to get wood for a handle. Then you must craft a furnace. Next, the mining, for coal and iron ore. Then comes the crucial insight: coal goes in the bottom of the furnace, iron ore in the top. The game requires players to use reason, but I would have been helpless without my kids telling me how to survive. There was laughter. Lots of it. Belly-bursting laughter. There we were: a family spread across distances, connected by technology, having a blast. But I was thinking about the health benefits. Mental agility, hand-eye coordination, memory, and perhaps most importantly, social connection. Most researchers don’t focus on games like Minecraft; they use cognitive-training tests that miss the elements found in the family fun I’m talking about. So they report modest improvements in attention, reaction time, and memory. But my guess is that a little bit of Minecraft among people of my generation goes a long way in boosting cognitive flexibility, spatial reasoning, and the wholesome happiness factor. Will I play again? I’m counting on it. Much as I love a good book or a quiet walk in the woods, I’m intrigued by the potential for games like Minecraft to keep me sharp as I age.

MOM - ‘WHEN I GROW UP I WANT TO BE A REFUGEE…’

MOM - ‘WHEN I GROW UP I WANT TO BE A REFUGEE...’ By Joe Ingino BA. Psychology Editor/Publisher Central Newspapers ACCOMPLISHED WRITER/AUTHOR OF OVER 800 ,000 Published Columns in Canada and The United States I have seen firsthand the economic struggles many people are facing today—from those on the brink of eviction for unpaid rent, to families losing their homes to financial institutions unwilling to grant even a short extension. Across the country, the overall quality of life appears to be declining. Concerns about crime are rising, and the number of Canadians experiencing homelessness continues to grow at an alarming rate. This week, an announcement drew attention: Pickering to host an accommodation site for asylum seekers.According to Durham Region, a former hotel in Pickering is being converted into temporary housing for asylum seekers. The federal government has provided funding for the purchase of the property; however, neither the total investment nor the projected operating costs have been publicly disclosed. The site will serve as the Durham Reception Centre.Let me be clear—I have no issue with immigration. I am an immigrant myself. I came to this country with the same goal shared by many others: to build a better life, respect the laws of the land, and contribute meaningfully to Canadian society.I recall being asked as a child what I wanted to be when I grew up. My answer never changed. I was inspired by the uniform of the RCMP and the idea of serving a country that had given my family so much. To contribute to that legacy felt like both an honour and a responsibility. Today, however, I sometimes question whether that same sense of purpose is as widely shared. Canada has long been a nation built on diversity, but it has also relied on a shared commitment to integration, mutual respect, and civic responsibility. Increasingly, there are concerns about whether that balance is being maintained. At the same time, local governments are making significant financial commitments—such as the reported $7 million allocated toward a reception centre in Durham Region. This raises difficult but important questions: how do we balance support for newcomers with the urgent needs of Canadians who are struggling to afford basic necessities like food and housing? Behind these issues are real people—our neighbours, our families, our fellow citizens. These are conversations worth having, and perspectives worth sharing.

Tailor Your Answers to the Employer’s Needs

Tailor Your Answers to the Employer’s Needs By Nick Kossovan Employers don't care about your past; they care about their future. Yet most candidates walk into an interview prepared to recite their career history (read: water under the bridge) as if it were a biopic. They then wait for questions that'll give them a chance to explain why they're the right candidate for the job. When those questions aren't asked, which is very likely, they feel they didn't adequately convey their suitability for the job. Waiting and hoping your interviewer recognizes your value isn't a viable strategy; it's a gamble with very low odds. Savvy job seekers don't just answer questions; they manage the interview. They don't see the interviewer's inexperience, vagueness, or unpreparedness as obstacles; rather, they see them as opportunities to steer the interview towards their value-add. They also understand that interviews are sales meetings, and it's their job to convince the employer that hiring them would be a good investment. Every interaction with an employer, whether through your resume, cover letter, LinkedIn profile, or especially during interviews, is your chance to show that you understand their business and how you can contribute to their profitability. Based on my experience, the majority of those who conduct hiring interviews do so as an appendage to their core responsibilities. Unless you're speaking with a full-time recruiter or HR, the person across from you is likely your future boss, who has a mountain of other responsibilities. Inevitably, there'll be times when your interview will be an interruption to your interviewer's workday, which, if it's filled with 'goings on', they'll have their head elsewhere. I've conducted many less-than-ideal interviews sandwiched between meetings, 'putting out fires,' or while dwelling on pressing matters. This lack of focus is precisely why your interviewer may not have read your resume, may not remember reading it, and may ask vague, unstructured questions. When an interview starts to feel messy, your initial reaction might be to think, "This isn't going well!" However, a messy interview is an excellent opportunity to sell yourself. Remember, an interview is a sales meeting. Don't wait for perfect questions; instead, subtly guide your interviewer. Tailor your answers to show you'd be a value-add to the employer's profitability. · Weak Question: "So… tell me about your experience." · Tailored Answer: "I've spent fifteen years in operations, but to make this most useful for you, I'll focus on the parts most relevant to this role—specifically where I've led teams through high-pressure execution challenges and reduced overhead by 20%." · Why it works: You're setting the direction. Rather than giving a long, unfocused history of your career, as most candidates do, you're presenting your skills and experience according to the job's requirements. · Weak Question: "Tell me about a challenge you faced." · Tailored Answer: "I'll use an example where a delivery was off-track, and the client was at risk. Since this role requires managing complex vendor relationships, this will show you how I navigate friction points." · Why it works: You've tailored your answer to their needs. You're not just telling a story; you're illustrating your value. · Weak Question: "What is your greatest strength?" · Tailored Answer: "My strongest skill is identifying operational bottlenecks before they hit the P&L. For Vandelay Industries, which is scaling quickly, this means I can ensure your growth doesn't outpace your infrastructure." · Why it works: You've turned a personality trait into a business asset. · Weak Question: "Where do you see yourself in five years?" · Tailored Answer: "In five years, I plan to have mastered this market segment. But more importantly, in the first six months here, I intend to have your new regional office operating at full capacity so that the five-year goals we set are starting to be visibly accomplished." · Why it works: You've brought a hypothetical future back to you, being a hire that'll offer an immediate ROI. You're also telling them you're focused on their five-year plan, not just yours. · Weak Question: "Why should we hire you instead of someone else?" · Tailored Answer: "I'm not here just to do a job. I'm here to take on your challenges. This job appealed to me because of your recent expansion into the Toronto market. I have the specific vendor contacts and local regulatory experience that would enable me to shave three months off your rollout time." · Why it works: You've moved from "I'm a hard worker," which every candidate claims to be, to "I am a strategic partner who can provide an advantage." Guiding your interviewer, if necessary, isn't about taking control or appearing boastful. Instead, it's about helping them easily recognize your value. The more specific and relevant your responses are to the value you delivered to your previous employers, the less effort your interviewer needs to assess your value. The quality of your answers (read: their influence on your interviewer) is measured not by how long you talk, but by how effectively you communicate that you can influence the employer's profitability. When your interviewer appears disengaged or seems to be struggling, don't get frustrated. Instead, do your best to provide answers that'll help them see you have the skills, experience, and drive to influence profitability.

The Right Attitude Helps with a Fractured Hip

The Right Attitude Helps with a Fractured Hip Common Sense Health – Diana Gifford-Jones No one wants to get that call. A loved one has taken a fall. There’s always the hope that it will be just a bruise and shaken confidence. But when the ensuing emergency treatment confirms a fractured hip, it’s time for everyone to bring out their best skills in patience. Falls are, unfortunately, very common. But their consequences are anything but trivial. Research published in journals such as the Journal of Bone and Mineral Research and the New England Journal of Medicine has long shown that a hip fracture in later life is no walk in the park. Yet, the major risks associated with hip fractures are well known, and medical teams are trained to mitigate the ones that can cause problems while in the hospital. Hip fracture surgery has risks, but today, most people come through it. Roughly four in five older adults survive the year following a hip fracture. Few will return to their previous level of mobility and independence. But a hip fracture today is not what it was forty years ago. Dr. Mary Tinetti, Professor of Medicine at Yale University School of Medicine, has spent a career studying why people fall. One of her observations is that it is often the more active, capable older adult who sustains the most serious injuries. They move more quickly, take more chances, and neglect preventative measures. Falling, she argues, is rarely due to a single cause. It is the result of small changes accumulating over time. Vision becomes less reliable. Balance is easily lost. Medications interact. Muscles lose strength. Some falls are preventable. The edges of rugs are a hazard, as is poor lighting. Showers, even with grab bars, are slippery places. Preventing a fall means slowing down so that every movement is a safe and steady one. But even with care, falls still happen. The evidence of many studies shows that frailty, rather than age, is the key determinant of rehabilitation outcomes. So whether before, for prevention, or after a fall, for recovery, exercise is critical. That’s why physiotherapy is standard practice for post-operative treatment. At any age, but particularly after 50, experts agree that people should be engaged in resistance training 2-3 days a week, aerobic exercise at least 3 times a week, and balance training just as frequently. Having professional physiotherapists to guide a program of exercise is ideal. Left to their own devices, people fail to do what’s good for them. In the U.S., large-scale surveys show that even after encouragement, about 80 percent of people don’t meet the guidelines. Getting started isn’t hard. Experts say that standing on one foot, then the other, while doing the dishes is one place to start. Slowly standing and sitting without using the arms is another good exercise. But here’s interesting news. In a longitudinal study of nearly 700 people who experienced a fall, researchers found that mindset matters. Independent of other important factors such as age, gender, and pre-fall physical function, people with positive self-perceptions of aging had significantly better outcomes as measured two years after their fall. In sports psychology, there is an expression, “The body achieves what the mind believes.” Athletes understand. Kids too. It’s just the older set that needs to internalize this. So patience, but resolve, if you are the unlucky victim of a fractured hip. It’s a long road to recovery, but with careful and consistent exercise, and a healthy outlook, you can ensure your place in the group of people who come through the trauma.