Magazica: Ladies and gentlemen, welcome, or welcome back. Today we are going to talk with Deborah Lehmann, who’s the President and CEO of The Ottawa Cancer Foundation.

She is known for turning community needs into practical programs and stronger partnerships. With two decades of nonprofit leadership, she blends strategic clarity with a trauma-informed and people-centred approach that advances equity and support for families facing cancer. A life-changing moment often starts a mission.

So, we will be taking a tour with her, and she will share how it shaped her perspective on life, advocacy, and nonprofit leadership. Ladies and gentlemen, let us welcome Deborah Lehmann.

Deborah Lehmann: Thank you very much, happy to be here.

Magazica: Thank you. Let’s start from the very beginning – how it all started, and how you have been in this discussion. What first drew you toward community health and nonprofit leadership? And is there one personal moment, or maybe a bundle of experiences, that made you realize this would be your life’s work?

Deborah Lehmann: Yes. My love for community health came from my family, and my mother, in particular, was an incredible volunteer and deeply committed to community service in Ottawa. She wanted to help people, and what I remember the most is her time at The Ottawa Hospital, the Civic Campus. I was a young girl, and she was volunteering, and she would provide book cart service to patients.

That was an opportunity for her to go and visit patients in their rooms, let them choose a book, talk to them about why they chose that book, hear their stories, and be present for them – listen, get them a tea or coffee. She would come home with the most incredible stories, and that’s where I started to learn about the human connection, and about what difference it makes when someone feels heard. And when someone is listened to and can just share how they’re feeling in the moment.

Magazica: And those moments you experienced, and that you experienced through your mom, turned into your mission. In the nonprofit world – and sometimes even in the for-profit world – many leaders describe a single event that changed everything. Tell us a story about a turning point that shifted your priorities or the way you lead now.

Deborah Lehmann: When I was the Executive Director at the Abbotsford Hospice and Grief Support Society in British Columbia, I was leading an incredible team of staff and volunteers who were supporting people who were dying, their families, and those who were grieving.

One day, I heard that Canuck Place Children’s Hospice, located in Vancouver, was planning to extend its reach and build a hospice residence for children in Abbotsford. So instead of feeling, “Another organization that’s a hospice is coming to my city,” I thought, “How can we transform hospice services and do something no one has done before, and create an internal network of support between children and adults?”

So, I brought a group of community leaders together, along with the City of Abbotsford, and we talked about possibilities, and we dreamed big. We also brought another organization to the table – Communitas Supportive Care Society, which focused on children with complex care needs. And one thing led to another. As the discussions evolved, the magic happened.

We created the Campus of Care, the first one in North America that was designed to integrate an adult hospice, a children’s hospice and a respite home, all located on the same property. It was amazing. And it really changed not only our city, but the province, and that Campus of Care became a flagship for hospice services, end-of-life care, and grief support.

That experience fundamentally changed how I lead. I realized that transformational change doesn’t come from one organization acting alone. It takes more people to come to the table, more ideas, more inspiration, and, like I said, more dreams.

Magazica: And just for our readers, what is a hospice?

Deborah Lehmann: A hospice residence is a home-like medical facility where people come to spend their final days and receive comfort care. It provides end-of-life support that is focused on the patient, the family, truly understanding each unique circumstance and giving people choices about how they want to be in their final days. It’s really an incredible model.

Magazica: And just imagine the person knows that he or she is going to die.

Deborah Lehmann: That’s right. Often, home is where people want to be at end of life – where they’re comfortable, familiar, and where family is – but it’s not always possible. For many reasons. And so the hospice residence is where people can truly receive specialized care. And the biggest gift is that family can then be fully present because they don’t have to worry about the caregiving or fear that their loved one isn’t getting the support they need at the most critical time.

I’ve seen so many people, near the end of their lives, reach a place of peace. They have honest, meaningful conversations with people close to them. The hospice environment creates space for moments and words that might never have been shared otherwise.

It’s incredible to witness. Seeing someone die with peace is truly a gift.

Magazica: A great exit, sometimes they call it. A peaceful exit.

Deborah Lehmann: Absolutely.

Magazica: And this motto, or guiding principle, or guiding philosophy, is very nice, very proactive. But to manage the whole process is a very complex thing. So many professionals are involved, so much expertise is involved, so many different layers of duties and distribution of duties. You translate big, systematic problems into practical programs. So how do you decide-it’s not random cherry-picking-how do you decide systematically which problems to tackle first?

Deborah Lehmann: We have a Community Advisory Group at The Ottawa Cancer Foundation (people with lived experience of cancer) and a Community of Practice where we bring professionals to the table who are working in the cancer space, and aware of gaps in service, emerging trends, and critical needs that aren’t being addressed. One of the things we learned from these groups is that isolation is a big issue. People may have support systems, but they can still feel profoundly alone in their cancer experience. Either way, the impact is the same – they feel a sense of loneliness.

We’ve learned that support can take place in many ways. Interestingly, at the beginning of our Community Cancer Hub a few years ago, we had a nutrition program – helping people understand what makes sense to eat, when and why, depending on what they’re experiencing and what their cancer is like for them. On the surface, it addressed a practical need because nutrition is very important.

As we kept having conversations, it became clear that people wanted more connection. That’s how Simmer and Social came to be. It was about people showing up as they are and gathering around soup or a simple, comforting meal. What surprised us was how something so small turned into something so meaningful. Around a table of 24 people, new connections formed, friendships grew, and a real sense of community took shape. It offered social support, belonging, and a renewed sense of hope. It was incredible to witness then, and it still is today.

Magazica: And it enriches you. But whenever you’re managing a team of experts – Cancer System Navigators, counsellors, dieticians and social workers – so much expertise. How do you help these people, your staff, stay resilient without burning out?

Deborah Lehmann: This is a really good question. It’s about paying attention to the people I am working with.

People carry their life experiences and perspectives with them into the workplace. In environments such as community health that focuses on illness, grief, and uncertainty, staff can be triggered in unexpected ways.

At The Ottawa Cancer Foundation, this means leading with awareness and intention. We talk openly about what’s working and what isn’t, and we acknowledge when something hasn’t gone as planned. When mistakes happen, we name them, learn from them, and move forward together. That transparency builds trust and signals that learning and growth are valued.

We also create space for staff to process the emotional impact of their work, to reflect, and to ask for support without fear of judgment. We normalize pauses, boundaries, and honest conversations about capacity and wellbeing. That transparency and that ongoing, consistent message to staff and volunteers helps build trust and gives people confidence.

What I notice is that our team is incredibly conscientious. They care deeply about doing good work, and when something doesn’t go as planned, they tend to be hard on themselves because it matters to them. They are compassionate, driven people who genuinely want to do their best. My role is often about encouraging them to give themselves grace. That matters more than we sometimes realize. Being able to forgive yourself is essential.

Magazica: Let’s talk about partnership now. You have made a lot of partnerships with organizations, agencies, advocacy groups, caregivers – so many types of services. Tell us about one partnership that surprised you with how much it achieved, and what made it succeed.

Deborah Lehmann: This is a special one for me.

It was during COVID 19, and I was Executive Director of the Parent Resource Center. During the pandemic, everything changed quickly. We were hearing from parents who used our services that the basics were slipping out of reach. They told us what they were missing, what they felt they needed. I had a flashback to my experience Abbotsford and thought, “Who can I get to the table who will help us bring as many supplies, food, and resources as possible to families in this big neighbourhood we serve?”

So, we made a decision to act. We expanded the Community Parent Cupboard, even though it sat outside our traditional scope, because it was clear it needed to exist. Through strong cross-sector partnerships and persistent advocacy, we secured funding from all three levels of government. That support allowed us to offer free care packages with baby supplies, personal care items, cleaning products, children’s activities, grocery gift cards, home deliveries, and virtual counselling. We also extended the hours of our parent support line so families could reach a real person when they needed it most.

In Strathcona Heights during Covid, we collaborated with Ottawa Community Housing, Sandy Hill Community Health Centre, the City of Ottawa, and the Mission Food Truck, to bring prepared meals directly into the neighbourhood every second Thursday, making access simple and dignified for residents.

Alongside that work, we partnered with many of the same organizations and a local food bank partner agency to distribute food boxes to families in the community. Together, these initiatives helped removed barriers, met families where they were, and showed what’s possible when supports are coordinated. I didn’t realize the significant impact it would have or how it would start such an incredible community connection. People still talk about it today.

Magazica: That’s why, when we started Magazica, we made our launch day the first of July.

Deborah Lehmann: Oh, Canada Day!

Magazica: This is for the people of Canada, so this should be on the 1st of July – Canada Day.

Deborah Lehmann: It’s about storytelling, right?

Magazica: And this is one of the reasons for starting Magazica – we want to bring out the people who are serving others. You can say so many things about many aspects, but the people who are actually making a difference, people should know about them. And that’s why we are having this conversation.

Deborah Lehmann: I love that.

Magazica: So, as an HR professional, equity is a big thing for me – equity in action. Equity and human rights are central to your approach. Can you share a concrete change that you led or advocated for that made services more accessible or fairer for people facing barriers?

Deborah Lehmann:

The first thing we did was remind ourselves that we don’t actually know what’s best for everyone. It’s easy to forget that, especially when you’re an expert in a particular area. But we’re not the experts in what works for every person.

So we slowed down and really listened. We listened to our clients and to community partners working in this space, and we resisted the urge to rush to solutions. What we heard was that there are real barriers we don’t always think about, like transportation and childcare.

That led us to ask different questions. How do we reach people where they are? How do we make access easier? How do we address everyday barriers that quietly exclude people? A few examples are we provide bus tickets for those facing transportation or financial challenges, partner with the Good Food Box to deliver fresh fruits and vegetables directly to clients’ homes, and offer interpretation through our Cancer System Navigation program, with navigators who speak English, French, and Arabic.

We also recognize that people may not be able to access everything at once. Needs change over time. Someone might need one kind of support today and something different later. That flexibility is essential, and it’s part of what allows us to offer a more responsive and meaningful model of supportive cancer care.

We know that no single organization can do it all. That’s why partnerships matter so much. We work with more than 80 partners, which allows us to respond quickly and bring in supports we can’t provide ourselves. Some partners offer services in our building, others support people closer to home through community centres.

Magazica: Beautiful to hear. There is one very favourite novel of mine – The Three Musketeers by Alexandre Dumas. I don’t know if you’ve read it or not. There’s a beautiful line: “One for all and one for all.” All for one and one for all.

Deborah Lehmann: Well, yes.

Magazica: Whenever you talk about partnership, it echoes in my mind.

Magazica: That’s the spirit of Canada.

Deborah Lehmann: Yes.

Magazica: That’s the true Canadian spirit, and that’s what we stand for now.

Magazica: When my team and I were going through your LinkedIn bio, one term really caught our eyes – grief educator. I’ve never heard it. You were trained as a grief educator and coach. And in this age of AI, when I came across the term – because I had no clue what it was – I looked into it and dug a bit deeper, just scratching the surface. You are the real expert. How have those skills as a grief educator and coach changed the way you support teams during difficult times like COVID? And can you share a moment that still sticks with you?

Deborah Lehmann: One moment that really stays with me happened during a team meeting when emotions were running high. We were talking about a slowdown in workflow and systems implementation, and it was clear people were frustrated. We’d been through a lot of organizational change, and through my training as a grief educator, I’ve learned that change almost always brings some form of grief, even when people don’t recognize it at the time.

My training has grounded me in what I call the Power of the Pause, something I’ve since spoken about in a community keynote. Instead of pushing the agenda forward, I paused the meeting and named what I was noticing. This didn’t feel like a skills issue or a performance problem, but a very human one.

I invited the team to take a breath and reflect on what the past year had demanded of them, both personally and professionally. That pause shifted everything. The tone softened, people felt permission to be honest, and the conversation moved toward problem-solving.

It reinforced for me that grief-informed leadership is about recognizing when change has taken a toll and knowing when to create space and listen.

Magazica: And in HR, we were told two things whenever change management comes up – it’s a big, big thing in HR. So when you say “the power of pause,” yes, if it is used and applied correctly…the things you are saying – paying attention to people and caring for people – they immediately translate through that power of pause.

Deborah Lehmann: Yes, exactly. You’re right. Sometimes silence can be awkward, but…

Magazica: A strategic pause is a great thing – being very careful before answering or responding. And you are considering the other person’s every word, perspective, fear, and whatever the person is going through in the face of change.

Deborah Lehmann: It’s really about respecting where people are at. Working through challenges together leads to learning, stronger relationships, and deeper connection. In a nonprofit setting, the work is complex, with many perspectives to hold. We’re engaging funders, donors, clients, board members, and community partners who are all well-intended and invested, and the work is in listening and bringing those voices together thoughtfully.

Magazica: As the… I’m a big fan of Stoic philosophy. The obstacle is the way.

Deborah Lehmann: Yes, absolutely.

Magazica: And the beauty is that everyone comes on board with good intentions.

Deborah Lehmann: Yes.

Magazica: But with their own set of principles and working strategies.

Deborah Lehmann: That’s right.

Magazica: So it’s like all the different musicians with different musical instruments. You have to create the symphony.

Deborah Lehmann: Yes, I love that. I’m going to use that.

Deborah Lehmann: I will ask people what instrument they’re playing.

Magazica: Someone is very soft with a flute, someone else with bagpipes, drums… they have their own ideas, their own energy, but you yourself cannot play every musical instrument. You have to be the bandmaster. But a symphony must be created.

Deborah Lehmann: Nice.

Magazica: When I was talking to you, I thought, “How does she manage that?” And then suddenly it came to me – she’s the conductor! And because you’re arranging everything. And when you partner with more than 80 organizations, it’s a feat in itself. Just remembering the names of 80 organizations is a task in itself.

And now, practical takeaways for listeners – for someone who wants to support a friend or family member with cancer, or any kind of terminal disease. What are a few simple, practical things they can do? You have more than two decades of experience in this.

Deborah Lehmann: Well, you can probably guess the first word I’m going to say, which is listen. We’ve talked quite a bit about listening and its benefits. And it’s knowing that you don’t have to fix someone’s situation or find the perfect words. Listening and being present – no advice necessary, no comparisons necessary – is incredibly powerful. A simple text like “I’m thinking of you today,” or “I’m here, no pressure to reply,” can mean more than you realize. To be present for somebody else, like my mother taught me some 40 years ago, or maybe more. I won’t say how many years ago it was. But it’s such a gift for your friend or colleague to be seen and heard.

And consistently – to keep showing up. They will probably need to be seen and heard again in several days, several weeks, or several months. The process can be long, and many things take place along the way. You can help by coordinating meals, handling logistics, childcare or offering to drive them to appointments can be one of the most meaningful gifts you can give.

Magazica: When someone’s unwell.

Deborah Lehmann: Yes – it’s the simple things. So offer. Don’t say, “What can I do?” because that often doesn’t work – sometimes someone doesn’t know what they need. But they know they need help.

Magazica: How do you lead through uncertainty?

Deborah Lehmann: I start by pausing. When things feel chaotic, I come back to my values and boundaries. That’s what keeps me grounded and stops me from getting pulled into noise or false urgency.

Most importantly, I return to purpose. Just this past Monday, I was having a tough day and feeling discouraged. Then I walked into an orientation with volunteers who are fundraising for Laugh for the Cure. Sitting at that table shifted everything for me.

Being with people who believe in the work, who care deeply about supporting those living with cancer, reminded me why I’m here and why I love leading in this space. I shared my own connection to the cause, listened to their stories, and felt my energy return. I left thinking, this is it. This is why I do this work.

Magazica: What is the single most important piece of advice you give to emerging leaders – millennials, Gen Z, and now Gen Alpha – who want to work in health and community sectors? What is your advice to the aspiring next-generation leaders?

Deborah Lehmann: I always remind emerging leaders how complex this sector really is. There are many layers, many people, and a lot of moving parts. Taking the time to understand how systems work is essential, and that starts with listening and overcommunicating, not just talking more, but communicating more intentionally. That means asking clarifying questions, checking assumptions, sharing context early, and making sure people understand not just the what, but the why behind decisions.

Knowing who you are, what motivates you, and how you fit into this system gives you confidence and clarity. This work can be challenging, but curiosity makes a huge difference. Ask why, explore what’s possible, and don’t be afraid to imagine what things could look like if you had a magic wand. That kind of deeper, more expansive thinking is what helps the next generation of leaders grow and lead well.

Magazica: We are living in a challenging time, so this will be our last talking point. What is the thing that keeps you alive and motivated? What gives you hope for the future of cancer care and community support?

And science is advancing, discovering new horizons. But what is the hope, the core belief that keeps you going? And which one action would you ask our people to take – this week, this month, today – to make a difference?

Deborah Lehmann: One of the things that was particularly inspiring for me and gave me a different kind of hope was our Dear Cancer campaign.

The campaign reframes how we talk about cancer, moving it out of silence and isolation and into honest conversation.

It’s a perfect example of community members coming together – people who have had cancer, who have cancer now – who were courageous enough to speak publicly, tell a bit of their story, and say, “Cancer, you tried this, but you didn’t,” or “You thought this, but that didn’t happen.”

That really shook things up for me and for many people in our community. It was disruptive enough that people thought, “Oh, that’s really amazing. What do I think about cancer? What about my family members who have cancer, had cancer, or didn’t survive cancer? What does that mean for them?”

The momentum is still going as more people are telling their stories. There is strength in community. We’re seeing it now – more attention being paid to the mental-health part of cancer, to social connections, to the new communities that are built.

Magazica: So, we are almost at the end of the discussion. We have talked about leadership, and we have talked about everything, but thank you for helping us understand that leadership also has care, compassion, and a heart. Thank you for sharing your ideas with us.

Deborah Lehmann: If I could say one last thing for people listening and reading – if I could suggest something they could do…Reach out to someone you care about and ask them a strategic question. Don’t just ask how they are – ask them something different, something you wouldn’t normally ask.

Magazica: So, from Magazica and from all our readers and listeners, I wish you all the very best. Please keep the music alive, and may many more people benefit from your future endeavours. Thank you very much for being with us today.

Deborah Lehmann: Thank you, much appreciated. Take care.

Magazica: Thank you.