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RSVP to secure your spot! *Conditions apply including public health protocols. How COVID-19 impacts Canadian seniors' taxes and finances By Lisa Gittens It's hard to fathom that one year ago the COVID-19 pandemic was just hitting the world, and now it's hard to find a facet of life that hasn't been affected by it. While people of all ages have been impacted, sadly, the pandemic has disproportionately impacted seniors and retirees, bringing about a new set of anxieties and challenges. This includes the impact on seniors' finances. Here are just some of the financial chang- es that may have affected Canadian seniors throughout the pandemic - and how they may impact your taxes this year. Old Age Security (OAS) and the Guaran- teed Income Supplement (GIS) Eligible Canadian seniors should have received a one-time, $300 tax-free payment for the Old Age Security (OAS) pension, plus Y O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E www.foreveryoungnews.comY O U RY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E www.www.foreveforeveryoungryoungryoungnewsnewsY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E www.foreveryoungnews.comY O U RY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E www.www.foreveforeveryoungryoungryoungnewsnewsY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E www.foreveryoungnews.comY O U RY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E www.www.foreveforeveryoungryoungryoungnewsnewsY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E www.foreveryoungnews.comY O U RY O U R F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S F I F T Y - F I V E P L U S N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E N E W S S O U R C E www.www.foreveforeveryoungryoungryoungnewsnews Mentor and be mentored By Carrie Root Wander into most workplaces of any size - or Zoom meetings of any size - and you will see employees representative of four or five gen- erations. There are Traditionalists, Baby Boomers, Gen Xers, Millennials and Gen Zers - a collection of people whose birth dates span decades. On the surface, it would seem there's plen- ty of opportunity for the more experienced employees to mentor the ones who recently graduated. And while that's true, the opposite can be true as well. When it comes to mentoring, age is irrelevant, because everyone has the potential to teach others and learn from others. You don't have to be CEO, a manager or a team leader to mentor someone. I refer to this as leading without authority; that is, even if you aren't the boss, you have something worthwhile to share with others. If you are a Baby Boomer, a Gen Zer can clue you in on how young people prefer to com- municate, which can help you not only with co-workers, but also with potential clients or customers. If you are a Millennial, a Traditionalist can use their years of accumulated wisdom to help you navigate obstacles you're almost certain to encounter - because they have been there themselves. Sadly, although people think it's worth- while to have a mentor, those relationships don't always develop. In 2019, Olivet Nazarene University conducted a study on the subject. The university found that while 76 per cent of people think mentors are important, only 37 per cent currently have one. Perhaps not surprisingly, the study also found that most people who have mentors - 57 per cent - are junior-level employees. Meanwhile, 35 per cent are mid-level and just 8 per cent are senior-level. In an intergenerational workforce it would be nice to see those percentages bal- ance out more because those top-level people are missing out. To be successful in this era requires genera- tional intelligence, which means being aware of others' experiences or worldviews, understand- ing their preferences, and using this information to adapt and better collaborate. Once you're aware of others' expectations and preferences, it's easier to reset your own expectations when necessary. That will make you both a better mentor and a better mentee. What are some ways to do that? • Be a good listener. This encompasses many skills including being a good active listen- er and being empathetic, which requires good emotional intelligence skills. As the mentor or the mentee, listening skills are important. • Unblur the lines of communication. Recognize that different generations often have preferences about how they commu- nicate and resist the temptation to dictate to others that they must do things your way. As just one example, older generations - particu- larly Traditionalists, the youngest of whom were born in 1945 - prefer phone calls over text mes- sages. Contrast this with the younger genera- tions, particularly Millennials and Gen Zers, who possess a higher comfort level with texting. For them, a phone call is often the last resort. • Don't be hesitant to ask someone to be your mentor. Perhaps you've noticed someone within your organization whom you admire. Maybe it's the way they handle sales calls. Maybe it's their organizational skills. Approach them and let them know you are looking for a mentor, and ask whether they can occasionally spend some time with you. • Check your ego at the door. Recognize that there is more than your way to achieve goals, and that co-workers both older and younger have valuable ideas. Who is the mentor and who the mentee can be a flexible thing in a relationship, with both parties benefiting. So be open and encouraging to others' ideas. • Confront and reject your biases. Regardless of which generation you fall into, you may have preconceived notions about other generations. Maybe you are a young person who sees the older generations as unable or unwilling to adapt to change. How could you learn anything from them? Perhaps you are one of the older employees. To you, those from the younger generations may seem lazy or unmotivated. What could they offer that would have any merit? Accept for a moment that you may be wrong - in fact, probably are wrong. Awareness of the life experiences that shape individuals is one more way we can use gen- erational intelligence to become better com- municators, better colleagues, and better teams. This is critical because if you fail to accept that there is good in those other generations, you are much less likely to mentor or be men- tored by them - and the loss will be yours, theirs and the organization's. Carrie Root is author of "The Other Soft Skill: How to Solve Workplace Challenges with Generational Intelligence," (www.5gpowerskills.com).