Leadership Excellence: A Profile on Janet Wardle, President and CEO of MHI Canada Aerospace Inc.
Leaders play a crucial role in setting the tone for the team. At Driven By… Co. we are focused on building more motivated and engaged teams, so we set out to find Leaders who are setting a great example.
Introducing Janet
Janet Wardle is the President and CEO at MHI Canada Aerospace in Mississauga. Janet Wardle was also Awarded the Business Person of the Year for 2023 by the Mississauga Board of Trade.
MHI Aerospace has a team of about 700 people and specializes in manufacturing wings and center fuselages for Bombardier programs. Established in 2006, the company recently celebrated its 18th anniversary.
What does leadership mean to you?
For me, it’s all about the concept of a shared goal. As leaders, we sometimes think of it as a company goal or a profit goal, but I prefer to call it a shared goal to emphasise that it’s something everyone needs to be part of. As a leader, it's my responsibility to communicate our goals and ensure that everyone understands how they fit into the bigger picture.
The first priority is making sure everyone is aligned with those shared goals. It’s also crucial to provide the motivation needed to achieve those goals. We must engage employees, listen to them, and show empathy—these are all essential parts of human nature. I struggle when people ask me what leadership is, because to me, it’s simply about being human.
Another key aspect of leadership is serving others and leading by example. I’m not the kind of leader who avoids talking to certain people based on their position. When anyone has questions or concerns, I want them to feel that my open-door policy is genuine and that they can come to me.
Ultimately, a leader is someone who can share their goals and vision, keep everyone motivated, and ensure that we retain the right people, all working together toward that shared goal.
What are key characteristics that you think every leader should have?
The number one quality is integrity. As leaders, we want to trust that our employees can work with us and share in our goals and vision. If they can’t trust us, it becomes a problem. Integrity means doing what we say and walking the talk. For example, when I first took on this role, we were under pressure with some issues, so I would come in on Saturdays—not for any specific task but to show my support and demonstrate that I was working alongside the team. If issues arise, or if something changes, it’s important to communicate that so employees don’t feel confused, thinking, "Janet said X yesterday, but now she’s saying Y. How can I trust her?" Integrity is crucial because we expect it from our workers, so they should be able to expect it from us.
Next is empathy. Caring about your employees is essential, even in small ways. For instance, I receive an email every day notifying me of whose birthday it is, and I make a point of finding them to wish them a happy birthday. I also ensure that I’m aware of personal struggles. It’s important to show employees that we care about their well-being, not just their productivity and efficiency.
Resilience is another critical trait. We've faced many challenges here, and I remember early on, someone asked me, "Janet, how are you still smiling? This situation is awful!" But if I were to panic and act like the sky is falling, it would scare everyone else. So resilience means showing optimism even during difficult times—not sugarcoating the situation, but demonstrating that we will get through it together.
Finally, the ability to empower is key. Employees want to feel like they are contributing. Everyone wants to go home at the end of the day and be able to say they made a difference. If we don’t empower our employees to make decisions and take ownership of their work, they’ll just feel like cogs in a machine. We don't want that. By balancing empathy with empowerment, we can engage our employees in a way that makes them feel valued, not just like a number. That, I believe, goes a long way.
What would you say was your greatest challenge in leadership?
When I first started, I struggled with trusting that everyone shared the vision and was aligned with the same goals. I worried that people were focused on their own siloed groups or individual advancement, rather than prioritizing the shared goal. What I discovered was that the more I communicated, the better they understood. This led to more open conversations, questions, and ultimately, a sense of empowerment. So, I truly believe that sharing more was incredibly helpful.
At the beginning, I would send out messages, hoping that people understood them, bought into them, and felt comfortable coming to me with questions. That's why empathy and getting to know employees became so important to me—so they would feel they could approach me with concerns instead of engaging in watercooler talk like, "Janet’s out of touch; she doesn’t know what’s going on." Sometimes they knew things that made them feel my plans wouldn’t work because of A, B, or C. So, it was about building trust both ways—my trust in them and their trust in me—which was a challenge at first when trying to ensure we were all working towards the same shared goal and vision.
Did you find, in the beginning, that you weren't sharing as much, and later realized you needed to adjust?
Absolutely. But then there’s always the question of how much sharing is too much. It’s a delicate balance because sometimes over-sharing can overwhelm people. You start giving too much information, and they don't even know how to process it. So, it becomes about finding that balance of sharing the right amount of information—relevant, meaningful information that connects back to the vision and shared goals. It’s about ensuring that what you communicate helps people understand why we’re doing what we’re doing.
I learned many of these lessons the hard way, when employees would come to me and I’d realize they didn’t understand the reasons behind my requests or decisions. It wasn’t necessarily that they didn’t trust me or that I didn’t trust them; rather, it was often because they didn’t know me well enough to understand where I was coming from. And sometimes, that made them feel unsure of the direction we were headed.
As a leader, how do you think you impact the culture of your organization?
It's about walking the talk and ensuring that culture remains a top priority for us. Since we’re non-unionized, we face certain challenges. In a unionized environment, employees often feel more protected, so we need to work harder to maintain a family-oriented culture where employees feel cared for and know that someone is looking out for their best interests. Culture is extremely important, and it starts with leadership—being present, available, and following through on commitments.
Too often, companies send out questionnaires but don’t take action. We sent one out in December, and the biggest request was for free coffee for everyone. Something as simple as free coffee can make a big difference in how people feel about their workplace—they want to feel valued and rewarded. Showing employees that you are listening and having transparency is key to ensuring a cohesive team. We don’t want teams that just follow, but teams that trust enough to give us suggestions to improve or change or challenge us. They need to feel that we are here to hear them and build a bridge that is easily accessible for all.
For me, culture is paramount, and that means walking the talk, being visible, and truly listening to our people. We’re proud of the fact that we have 66 countries represented here at MHI Canada Aerospace, so from a cultural standpoint, it’s crucial to find ways to celebrate this diversity and foster inclusivity. It’s about making sure everyone feels included and respected and valued.
What are your strategies for engaging and motivating your employees?
For many employees, regular feedback is key. We provide it through various channels, including our monthly newsletter, which keeps everyone informed about where we stand and some of the challenges we face. I also try to celebrate milestones, both at the team and individual level. We have a platform called "Wings" where I can post shout-outs, like, "Hey, Fred, you did a really good job yesterday on A, B, and C. You really demonstrated our values." I can’t emphasise enough how important it is to celebrate small successes, and I don’t think we do it enough as human beings.
My husband and I joke about it when we call our moms. We ask, "How’s it going?" and they immediately launch into something negative. It's like, come on! My mother-in-law, who’s a bit older, always starts with who passed away recently. It just makes you realize how easy it is to focus on the negatives. We see gas prices rising, the news filled with troubling events, and it’s easy to carry that negativity into work. So, I believe we need to focus on the positives while we're at work, celebrating what we can and keeping the atmosphere as upbeat as possible.
It’s also about making sure people feel like part of a team. When there’s a problem, I try to involve as many people as possible, not just a select few, because collaboration is key. Building relationships is also incredibly important. I have guys on the shop floor who bring me Christmas presents, and my husband, who also works in manufacturing, tells me, "That doesn’t happen, Janet." But here, we’re truly like a family.
When I go down to the shop floor, it’s not like people scatter. Instead, they come over, eager to tell me what’s going on. That’s the result of building relationships where they know I’m not someone to be afraid of. I don’t see myself as "the leader" who worked hard to get here and is now at the top while others are in different roles. We’ve all worked hard—we’ve just chosen different paths. I went into engineering and business, and others chose to work with their hands. Every role is essential to moving this boat forward, and it’s about ensuring everyone feels equal and understands how they contribute to the bigger picture.
Sometimes, people say things that can be a bit irritating, but I believe it’s important to listen and try to understand their perspective. Just giving them the chance to be heard can make a big difference. For example, during COVID, many of us in the office worked from home, while the guys on the shop floor still had to be there in person. I’d get notes from them saying, "Janet, we want to work from home too," and I’d think, "How am I supposed to move the wing from one house to another? Let’s be realistic!" But instead of dismissing them, I’d respond with empathy. I’d acknowledge their frustration: "I know it’s tough wearing masks and safety glasses all day in this heat. But let’s work through this together." Even when their requests seemed impractical, I made sure they knew I understood where they were coming from.
What advice would you give to those who are new to leadership?
The most important thing is to take a moment and listen. As leaders, especially early in our careers, I think many of us feel the need to assert our authority by speaking loudly and listening less. I made that mistake when I first became a manager and director. If someone had told me to listen more, I would have understood that the people reporting to you, those who look up to you, have valuable ideas—some of which are really good. If you don’t open yourself up to listening from the start, it might take too long for them to come to you, and they might only do so a year later. So, if you’re new, take a moment to listen, even in meetings. Don’t always be the first to speak. Be authentic and vulnerable.
I know this can be challenging. Personally, it helped me a lot when people understood my struggles. I remember the first time I spoke on stage, sharing why I felt I was there and getting emotional. This honesty and vulnerability showed that I wasn’t just a cold, distant leader. Being authentic and not changing who you are—despite what others might say about your political skills or approach—matters greatly.
Remember that no one is perfect and mistakes are inevitable. Don’t be too hard on yourself; instead, learn from your mistakes. If you keep making the same mistakes, then there’s a problem. But if you learn from them, they will help you grow.
What is something you wish someone had told you before you started a leadership role?
Similar to what we’ve discussed, but phrased differently, is the importance of understanding both your own emotional intelligence and the emotional intelligence of others. When people come to you agitated or angry, if you can understand where they're coming from and take a step back, often just listening will help diffuse the situation. Otherwise, if you escalate things as well, you’ll get nowhere. It’s like arguing with your parents or your children—when both sides are agitated and not listening to each other, nothing gets resolved.
To be effective, it’s crucial to understand where others are coming from and empathize with them a little. I remember when I became a director, someone gave me a book on emotional intelligence, and it really resonated with me. One line that stood out was something along the lines of, "Are you really going to let this person affect the way you feel for the rest of the day?" When you think about it, that’s exactly what happens when you allow someone else to influence your emotional state instead of controlling it yourself.
As a leader, the more you can manage your emotional responses and understand them, the better you’ll be perceived. Emotional intelligence helps you handle situations with grace, and in turn, influences how others view you as a leader.
What has been the most rewarding part of your experience as a leader?
When I first started, we had a major transfer from Japan to here, and from a tangible goal standpoint, I’d say that was a huge accomplishment. We completed the transfer on time and on schedule, pulling everyone together—we worked with the government, with various teams—so it was a big collaborative effort. We ticked all the boxes, and it was great. But honestly, when I look back now, what stands out to me more isn't just the transfer of 6,000 parts and all the tooling, as impressive as that is. For me, it's more personal—the gratitude from the guys on the floor. When they come up to me and say, "Thank you for what you do for us," that’s what really matters. Those moments make it worthwhile. That’s what helps me get up in the morning and motivates me to keep going. Those are the little signals that I’m doing something right.
What are you driven by?
In my position, my primary drive is to ensure that everyone has the opportunity to retire from here and that their families can work here as well. I want everyone to feel that this is a safe and positive place to work. To achieve this, we need to be profitable and maintain strong customer relationships. But what truly drives me is making sure that the people on the floor and in the office are satisfied and excited to come to work each day, just as I am.
Additionally, I am motivated by my three daughters. It’s not just about telling them they can be anything they want to be; it’s about showing them through my actions. We all face rejection and challenges, and I want to demonstrate that we can use these obstacles as fuel rather than letting them bring us down.
I won’t pretend that I don’t get upset when faced with rejection or setbacks, but it’s important to turn those situations around and view them as opportunities for growth. Instead of letting a roadblock deter you, adjust your path and keep moving forward. Showing my family that you can use “no” as motivation and not let it hold you back is crucial to me.
I believe that preparing them for rejection is as important as encouraging them to pursue their dreams. Sometimes, as a society, we don’t adequately prepare our children for the “noes” they will face. My drive is to show them that setbacks are a natural part of life and that they should use those experiences to move forward. We need to balance realism with encouragement and instil in them that they can overcome challenges and succeed.
