Our next guest is Chris Ballard, CEO, Passive House Canada. He is an advocate for environmentally sustainable and restorative building practices. He has been Ontario’s Minister of Environment and Climate Change implementing the government’s plan for a clean environment and a sustainable economy. He also served as the Minister of Housing and the Minister responsible for Ontario's Poverty Reduction Strategy, and as a Member of the Ontario Treasury Board. Chris also served as a municipal councillor in his home town.
Before politics, Chris ran a national public affairs company focused on business development for northern First Nations. Chris is volunteer president of the Consumers Council of Canada, a consumer policy think tank and advocacy group. His leadership in journalism, communications and public affairs includes terms as President of the Public Affairs Association of Canada.
What was your first job and what did you learn from it?
When I was 16, I worked part-time as a gas station attendant on Highway 400 north of Toronto, a very busy spot with many tourists. It was hard work, but I enjoyed it because I got to interact with people and help them with their needs, like ensuring they had enough oil and gasoline. I even gave tourism tips. However, I learned that I didn't want this to be my career.
From a young age, I enjoyed service-based work and helping people. One summer, I had a thriving grass-cutting service, and in grade five, I ran a big newspaper route. I'd read the first section of the paper before delivering it and often recapped the day's events for anyone who answered the door. Later, when I was uncertain about my career path after high school, my mother reminded me of my love for news and suggested journalism, noting my writing skills. I studied journalism, and it all traces back to grade five, delivering the Toronto Star.
If you think back on leaders who inspired you in your career or leadership style, who were they and why were they inspiring?
I had excellent journalism professors who mentored and saw potential in me. Our program started with 250 students, but only 13 graduated, and just seven found jobs in journalism. I was fortunate to be one of them, thanks to these dedicated professors who did more than teach – they mentored, coached, and pushed us to deliver our best work.
Before that, I had wonderful teachers. My grade six teacher Mr. Bice at Doris M. Patton Public School in King City, understood how I learned best and tailored our lessons to tasks I could do outdoors, making learning enjoyable and effective. In grade nine, I had an outstanding math teacher, Mr. Campbell, who also coached me in chess. Another great educator was Peter Henderson, whom I met in high school. He really understood my learning style and my passion for research and writing. His understanding and encouragement made school not just worthwhile, but enriching.
One standout mentor in my early twenties was Eleanor Wright Pelrine. She had a background in public affairs, was a professor and was the head of communications at the Ontario New Home Warranty Program. Eleanor was one of the smartest and most strategic thinkers I had ever met.
I learned a great deal about business from Murray Wallace, who ran a consulting firm and offered me an opportunity in my early twenties to work with his team on communications in the financial sector. Working closely with Murray and his team, I gained invaluable insights into senior business executives' mindset and approach. Murray, a former CEO of a major Canadian insurance company, had been Deputy Minister for the Saskatchewan government, trusted me with responsibilities that shaped my career.
One of the biggest influences on me is Kathleen Wynne, who was the leader of the Ontario Liberal Party and later became the premier. I had the privilege of working closely with her for four years and served in her cabinet, for which I am forever grateful. She saw potential in me, a kid from a small rural hamlet, which amazed me. Kathleen placed a lot of faith in me, and our friendship endures to this day. She remains one of the best leaders I've ever encountered.
Phyllis Morris, the former mayor of Aurora, had a profound impact on me. I supported her first run for mayor and after her election got involved in various town committees. She encouraged me to run for council. Initially hesitant about politics, but to my surprise, I won on my first attempt. Phyllis was a visionary leader with remarkable courage, especially in the face of tough politics and emerging challenges like social media. She stood firm for her beliefs despite receiving threats of physical violence, which showed me the harsh realities of politics but also inspired me with her courage to make a difference. It taught me valuable lessons in resilience and leadership that continue to guide me today.
What motivates you every day?
As CEO of Passive House Canada, I reflect on our achievements over the past four years. We are influencing building legislation that helps keep Canadians safe in the face of climate change. Our impact on the building industry is huge, thanks to our dedicated staff and supportive board of directors. Despite daily challenges, the prospect of where we're headed and preparing for future success motivates me. I'm eager to pass the baton to someone who can take our work even further.
I once heard Steve Jobs said he would look in the mirror each morning and ask, "Do I want to go to work today?" If the answer was "no" for three days in a row, he knew something needed to change. Sometimes it meant making a tough decision he had been avoiding. I've learned that addressing these challenges can lift a weight off your shoulders, revealing how much they were affecting you emotionally.
What do you want to change in the world and why?
Every job I've had has faced the same challenge: getting people to think outside the box, overcome the fear of change, and embrace new ideas. It’s about stepping outside our comfort zones and challenging ourselves. Many people stick to traditions because "that's how it's always been done".
During my time as Minister of Housing, we were closing a large emergency shelter and transitioning shelter residents directly to permanent housing, with support. During a meeting, the Centre Manager voiced opposition, which puzzled me. During a break, I took him for a walk to better understand his concerns. Finally, he blurted out his fear: "If you shut down the shelter, how am I going to pay my mortgage?" Initially, I was cross, but soon realized his worry was rooted in his family's financial stability – he needed to keep a roof over their heads. I reassured him his skills were invaluable and that he and his team would have jobs in the new organization and he became enthusiastic about the change.
I always told my children to have confidence in themselves. I’d say “jump off the cliff with the confidence that you can build a parachute on the way down.” They used to think I was crazy for saying that, but it's true, isn't it? We all have the ability and confidence to figure things out on the fly, especially when we trust ourselves, and surround ourselves with clever, supportive people.
What is the purpose and vision of Passive House? And how has being clear about your purpose and vision benefited you and your company?
Our vision is promoting the Passive House Institute building standard, which has roots in Canada in the 1970s. We help governments meet their Paris Accord obligations and we help businesses address rising fuel and energy costs and the challenges of climate change through robust building standards.
In Canada, we have approximately 5,000 certified Passive House buildings, ranging from single-family homes to 60-story condominium towers. There are another 5,000 buildings that are "Passive House adjacent," closely aligning with Passive House principles though not certified. This represents a growing but quiet movement.
A Passive House building consumes 90% less energy than a standard structure, ensuring a safe and comfortable environment with superior indoor air quality. Social housing providers across Canada are adopting Passive House standards, which add less than 5% to construction costs and require minimal extra design time. Once operational, these buildings offer significant cost savings, a lifespan of at least 60 years before major retrofits, and minimal heating and energy expenses, improving residents' quality of life.
What one piece of advice would you give other CEOs and leaders regarding leading with purpose?
My advice is to try to make a difference in the world, no matter how small, and let it be something that truly motivates you. If you can find your passion and make a living from it, you're fortunate. For many, passion doesn't pay the bills, so they have a day job and pursue their passion after hours, whether it's music, art, or community care.
Years ago, I had a summer job at Eastman Kodak in Toronto, where I met a security guard who was a nice, quiet fellow. We all knew him as a nice, quiet security guy. One day, my father asked, "Do you know who this fellow is?" I replied, "Yeah, he's ‘Bob’ the security guy." My father then revealed that Bob was actually the International President of the International Rotarian movement. ‘Bob’ chose to be a security guard because it allowed him to walk around and think about his volunteer work during his night shifts. I saw him differently after that and thought he was a genius for figuring it out. I learned from him to find and follow your passion.
What one question would you like to ask other purpose-led CEOs?
Are you making the world a better place? What are you doing to leave the world a better place.
One question from the CEO we interviewed before you, Clovis Grant, CEO, 360 Kids.
How do you cope with the loneliness that comes with being a CEO? And, how do you keep going when you feel like you can’t give anymore?
I'm fortunate to have a partner who allows me to vent and test ideas. She pushes me to pick up the pieces and remind me of the successes we have had. I also have a good board of directors, and an understanding Board Chair, Deborah Byrne. She's held leadership positions and has been at the CEO level, so I talk to her about my challenges and frustrations. I continually remind myself of all the good things we've done since I joined the organization: where we came from, where we are, and where we're headed. Use the problems of yesterday to learn from, but don’t dwell on them. Focus on the future!
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