BREAKING DOWN WORKPLACE BARRIERS, ONE CONVERSATION AT A TIME
THE OTHER DAY MY DAUGHTER THANKED ME FOR THE WAY I RAISED HER. THAT’S HUGE COMING FROM A 16-YEAR-OLD IN AN ALMOST POST-COVID WORLD. I HAVE A CHILD WHO IS INTELLIGENT AND STRONG, WHO SEES THE FUTURE AND THANKS ME FOR GETTING HER READY. THAT’S MY GREATEST PERSONAL ACHIEVEMENT. — ULA UBANI, BMO FINANCIAL GROUP
Ula Ubani, BMO Financial Group’s vice-president, ombudsperson and chief ethics and conduct officer, is often described as a calm voice of reason in a hectic world – whether it’s leading a diverse team, counselling her daughter, or speaking to someone she meets.
As a senior Black woman leader at BMO, Ubani is routinely approached by young women of colour for guidance as they navigate the workforce. While women have progressed in executive roles, she believes organizations need to prioritize more Black, Indigenous and people of colour in senior positions in Canada. “It’s acknowledged that work needs to be done. It will be difficult and will take a lot of focus, but not impossible. It means changing mindsets and the way people are elected to boards. I do think that within a generation, the complexion of boards will change a lot.”
Ubani also notes that BMO is a long-term leader when it comes to diversity, equity and inclusion, and in September 2020, announced a multi-year plan that included tangible goals to ensure equity for groups facing systemic barriers, including Black, Latinx and Indigenous colleagues, customers and communities.
Ubani reinforces that in her work at the bank, mentoring the next generation and advocating for those who need it in line with BMO’S Purpose to Boldly Grow the Good in business and life — which extends to the future, one she hopes to one day see include zero barriers to inclusion.
While there is much work to be done, Ubani says she has seen positive changes in the landscape. “There’s more openness in recognizing, accepting and embracing differences.”
Ubani’s passion for mentorship also extends to young women, even more so since the pandemic started. “Working women who have families, whether it’s children at home or being a caregiver for others, often carry the mental load. Even with partners, it’s still disproportional what women have to do. Managing yourself, a career and a household is a tremendous challenge — and this has become even more stressful during the pandemic.”
Mental health and worklife balance are also issues she champions, recognizing the need for change in the workplace, underscoring BMO’S commitment to mental health and wellness. “It used to be that working all night was a badge of honour. People still do it, but it’s because they must. That simply isn’t sustainable and should not be repeated again and again. You need to make sure you have time to recharge.”
With all the accolades and recognition she has received in her field, she’s especially proud when mentees come back and tell her how much her words of support and counsel meant to them. “My greatest achievement workwise is getting feedback
from individuals on how I’m impacting their lives professionally and personally.”
But Ubani’s proudest achievement is closer to home. “The other day my daughter thanked me for the way I raised her. That’s huge coming from a 16-year-old in an almost POST-COVID-19 world. I have a child who is intelligent and strong who sees the future and thanks me for getting her ready. That’s my greatest personal achievement.”
Ubani has had an impressive list of leadership roles in her career, most notably in 2014 when she was named chief ethics officer. A first in the financial sector, she became responsible for setting the bank’s ethical expectations globally.
Many at BMO credit Ubani for being part of the team that shaped the bank’s ethical culture, including shifting its code of conduct to a principles-based foundational document rooted in BMO’S values of integrity, empathy, responsibility and diversity.
One of her team’s challenges is to ensure that the concepts embodied in the code remain relevant and relatable to employees at all levels of the organization. Their commitment was validated when BMO was ranked among The World’s Most Ethical Companies for the past four years.
Ubani was also one of the architects of the bank’s initial environmental, social and corporate governance (ESG) strategy, where she engaged external stakeholders and led the development of BMO’S first ESG report.
Her impact doesn’t stop there. As a member of the bank’s Enterprise Analytics and AI Advisory Council, Ubani helped guide the development of a trustworthy AI framework for the company.
In her role on the Sustainability Council, she provides insight on how the bank’s activities in certain areas may be perceived by external stakeholders. And as a member of BMO’S Black and
Latino Advisory Council, she champions groups that have faced barriers.
Ubani’s generosity extends beyond her professional roles. She serves as the chair of the Canadian Centre for Ethics and Corporate Policy, a registered charity focused on promoting the application of ethical values in Canadian organizations. She is also the past vice-chair of the Toronto Swim Club, where her leadership skills came into play when young athletes were denied the opportunity to train during COVID-19 lockdowns. Ubani convinced club leadership to devote time and resources to mental health both for the swimmers and coaching staff.
She recently joined the board of Yorktown Family Services, a community-based organization providing mental health treatment, prevention and out-reach services and emergency shelter for abused women and children.
“Ula’s empathy and communication skills have played an integral role in every aspect of her work,” says Sharon Haward-laird, general counsel, BMO Financial Group. “Ula has a unique way of being very direct but still making everybody feel heard and leaving the conversation feeling positive and empowered to make changes. She has a unique ability to put herself in other people’s shoes and see things from other perspectives.”
Ubani is also known for her ability to communicate effectively and authentically with people at all levels, adds Haward-laird. “When Ula talks, people stop and listen. Whether she is speaking to senior executives, people on her team or meeting with customers, you get the same Ula. We often talk about people being good listeners or good talkers. Ula does a good job of balancing the two. She’s open to taking feedback and using it to improve herself and her team.”
When confronted with an issue, Ubani says, “I try to get people to think about the part they play in what’s going on. Relationships go two ways. There is bias and people sometimes behave badly. But, you also contribute to situations in negative and positive ways.”
That was an important lesson she learned from her mother.
“She taught me that when people behave a certain way it’s often not about you. It’s about them. They have their own stuff going on and you have no idea what that might be. I never let go of that thought. It has allowed me to keep moving through. Some might call it naivete, but I don’t think so.”