I offer this feedback in the spirit of identifying the larger opportunities before us - to strengthen our company - and I hope others see it as an invitation to treat challenge not as criticism, but as an opportunity to elevate your leadership, expand your impact, and become the leader the moment, your people and the institution deserve.
LW — VP & Chief Compliance Officer
An organization should be willing to hold itself to the standards it sets for others and to the standards it sets for itself.
Those commitments matter most when honouring them is inconvenient, uncomfortable or requires challenging people with significant authority.
That is where Compliance should carry particular gravity.
The function cannot allow itself to become merely an institutional advocate whose role is to rationalize an outcome, defend a preferred interpretation or explain why what has already happened should be accepted.
If Compliance becomes primarily the function that constructs the best defence of an existing position, it risks surrendering the independence and moral authority that give it value.
Your leadership opportunity is to decide what Compliance is prepared to stand for.
There will be moments when that requires telling colleagues at the most senior levels that the organization should do better—not because a technical rule compels it, but because the standard the institution has chosen for itself demands more.
That is not disloyalty. It is stewardship.
The strongest Compliance leader does more than protect the institution from wrongdoing. They help the institution become worthy of its own commitments.
AC — SVP, Corporate Strategy & President, Power
It is encouraging to see real attention and leadership capacity being directed toward diversification, power and renewables.
The challenge now is to convert more of that attention into momentum.
Emerging businesses can spend too much time evaluating possibilities, refining analysis and attempting to remove uncertainty before acting. In markets that are changing quickly, waiting for certainty can itself become the greater risk.
Your opportunity is to create greater permission to move.
Make smaller bets. Learn faster. Allow intelligent failure. Adjust as evidence emerges. Give capable teams room to act before every variable has been resolved.
Not every opportunity needs to be perfected before the organization participates. Sometimes six months of doing will teach more than another year of analysis.
The organization has considerable capacity to think.
Your leadership challenge is to make it equally confident in acting.
HT — Director, People & Performance
You have capable people around you.
Your leadership opportunity is to give them more voice, more room and stronger sponsorship.
A People & Performance function should model the very behaviours it seeks to encourage across the organization: listening, constructive challenge, empowerment and a willingness to improve established ways of working.
When talented people identify something that should change, leadership should help them sharpen the idea, test it and, when it has merit, champion it through the organization.
Your role is not simply to manage capable people. It is to amplify them.
Create an environment in which thoughtful challenge travels upward, good ideas can become action, and people know that leadership will stand behind them when they are trying constructively to make the institution better.
MF — SVP & Chief Communications Officer
Your leadership opportunity is to ensure that Communications creates more value than complexity.
Every central function has to decide when it is enabling the business and when legitimate enterprise risk requires it to exercise greater control.
Some governance is necessary. But governance should always be proportionate to risk.
Not every communication warrants the same degree of central intervention, review or ownership. Consistency should not become an argument for inserting the function into work where the value of doing so is marginal.
The important question is whether Communications is materially improving clarity, trust and effectiveness relative to the time and organizational friction its processes create.
Your challenge is to simplify the model.
Be rigorous where reputation or material risk genuinely requires it. Everywhere else, trust capable leaders and allow the organization to move.
A high-performing Communications function should make the enterprise clearer, faster and more credible—not merely more controlled.
TL — VP, Technology & Information Services, LP/GTM
Your leadership challenge is fundamentally about trust, accountability and follow-through.
People need to know they can rely on their leader, particularly when decisions become difficult, attract criticism or produce uncomfortable outcomes.
When leadership support recedes as pressure rises, people learn very quickly. They become more cautious. They protect themselves. They take fewer reasonable risks. Eventually, they begin asking whether their leader will stand beside them when it matters.
You should ask yourself some difficult questions.
Can your people count on you? Do you consistently follow through on what you say you will do? When an outcome is poor, do you first examine your own role before assigning accountability downward? Have you committed to more than you can realistically deliver?
Accountability begins at the top.
Leadership requires ambition, but credibility also requires restraint. Sometimes the stronger decision is to say no, narrow the agenda, make fewer promises and deliver them relentlessly.
Your opportunity is to rebuild trust through predictability: be clear about what you support, follow through on what you commit to, and stand beside people who have exercised reasonable judgment based on your direction.
Your people do not need protection from accountability. They need a leader who shares it.
MM — SVP & Chief Human Resources & Inclusion Officer
HR cannot credibly ask an organization to live by standards that its own leadership does not visibly model.
Your most important leadership challenge is therefore consistency between what the function expects from others and what its own leadership demonstrates.
Where expectations around spending, policy or organizational discipline are applied strictly across the enterprise, exercising visibly greater latitude within the function creates a credibility problem regardless of how individual decisions might be explained.
At this level, perception matters because senior leaders establish the behavioural standard for everyone below them.
For the head of Human Resources, that standard should be higher, not lower.
HR asks employees to respect policy, leaders to exercise discipline, and the organization to accept difficult decisions in the interests of fairness and consistency. Those messages lose legitimacy if people believe the function operates under different rules.
Leadership by example is foundational to trust.
Your challenge is to hold yourself and your organization conspicuously to the standards you expect from others: disciplined judgment, transparent exceptions, personal accountability and visible respect for the rules the institution asks everyone else to follow.
If HR is to champion fairness and integrity, those qualities must be unmistakable at the top of HR.
MA — EVP & President, Gas Transmission
Your leadership style has brought a welcome degree of openness and accessibility.
There is real value in creating an environment where capable people can contribute without feeling that every discussion is a test of survival.
There is also value, however, in a culture where weak analysis, unnecessary complexity and poorly supported positions are expected to withstand serious scrutiny before they reach the decision table.
Some of that discipline can be lost when openness becomes too comfortable.
Your leadership opportunity is to preserve the accessibility while raising the standard of challenge.
Good leadership should create psychological safety, but it should not create intellectual complacency. People should expect to defend their assumptions, demonstrate the value they are creating and answer plainly when something is not working.
The goal is not a return to a harsher culture.
It is something better: high trust and high standards at the same time.
SS — Director, Financial Planning & Analysis
Analysis creates value when it helps an organization make better decisions.
It creates less value when the pursuit of certainty prevents a decision from being made.
Leadership sometimes requires reaching a conclusion with imperfect information, being explicit about the assumptions behind it, and remaining prepared to adjust as better evidence emerges.
Your opportunity is to become more comfortable exercising that judgment.
People do not expect certainty where certainty does not exist. They do expect leaders to synthesize the available evidence, state a position and help the organization move forward.
Disciplined conviction is often preferable to prolonged ambiguity.
Develop the confidence to take a position when the evidence is sufficient, even when it is not complete.
MW — SVP & Chief Commercial Officer, Liquids Pipelines
You bring energy, ambition and a valuable instinct to challenge the status quo.
The organization needs leaders who create momentum.
Your leadership opportunity is to put more discipline between an idea and an instruction to act.
At your level, even a relatively casual request can mobilize significant effort. Before launching work, it is worth understanding the problem being solved, the scale of effort required, what existing priorities will be displaced and whether the likely value justifies that disruption.
Not every interesting idea needs to become organizational work.
Your challenge is not to reduce the energy. It is to focus it.
Fewer initiatives. Better understood. Properly sponsored. Adequately resourced. Driven through to completion.
The organization will benefit most when your ability to catalyze change is matched by equal discipline in deciding which changes deserve its finite attention.
LP — VP, Human Resources & Development
Your leadership opportunity is to spend less energy explaining the culture the organization already has and more energy creating the culture it says it wants.
HR can easily become the institutional interpreter: explaining why a decision was reasonable, why a process technically worked, or why an employee experience is consistent with established policy.
Some of that work is necessary. It cannot become the default response to legitimate concern.
The more important question is whether the organization is becoming better.
When employees identify inconsistency, unnecessary bureaucracy, weak leadership behaviour or a gap between stated values and lived experience, HR's first instinct should be curiosity rather than justification.
Listen before explaining.
Seek direct exposure to perspectives that may not travel comfortably through the hierarchy. Distinguish understanding a decision from defending it.
Your leadership opportunity is to make HR a stronger agent of cultural change: acknowledge where the organization falls short and use the influence of the function to help leaders close those gaps.
Culture is not something HR should merely interpret. It is something HR has a responsibility to help create.