Part 2: In Search of the Elusive Bilingual Executives: Beyond a hope, a prayer, and a dream

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Be sure to catch up on Part 1: Coming full circle here. 

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Part 2 - A strategic asset

Tell me about the Canadian bilingual landscape? Canada’s bilingual talent landscape is anything but a one-size-fits-all. While Québec is home to about 85% of the country’s Francophones, there are strong and growing French-speaking communities right across the country.

Bilingualism rates vary significantly across provinces, influencing the availability of bilingual talent for executive roles. For example, Ontario has over 530,000 Francophones from many different countries, and New Brunswick—Canada’s only officially bilingual province—has a 34% bilingualism rate. Even provinces like Alberta and British Columbia have sizable bilingual populations, with over 250,000 and 320,000 bilingual individuals respectively. The francophone population has been evolving rapidly in several regions: it is aging and becoming increasingly diverse.

What makes the bilingual talent space unique when it comes to executive recruitment?

What makes the recruitment of bilingual executives unique is that we are not simply looking for someone who can speak a second language, we’re looking for leaders who can navigate complex cultural dynamics, build trust across language lines, and represent the communities in a meaningful way. 

It’s as much about cultural fluency as it is about linguistic ability. Plus, a Francophone leader operating in a predominantly Anglophone environment outside of Québec, as well as an Anglophone leader in a predominantly Francophone environment such as Québec, are often highly committed and willing to go the extra mile. Operating in a minority context typically requires additional efforts—varying depending on the specific circumstances—such as educating policymakers, advocating for representation, and defending interests to secure ongoing funding. These tasks generally do not require as much time when representing the majority, as certain realities are already understood, acknowledged, and conscious.

As mentioned before, there’s also a strong element of mobility. Many bilingual leaders outside Québec are often open to relocating to serve in other provinces or regions. That said, attracting them requires not only a competitive salary, but we need to share the right story that will resonate with them, their values, and career interests. Storytelling that resonates with the right leaders is crucial.

Ultimately, bilingual executive recruitment is not just about compliance or language quotas; it’s about finding engaging leaders who can genuinely bridge cultures, connect with diverse communities, and bring people together. And when you find the right person, the impact goes far beyond the role itself, it strengthens the whole organization and the communities it serves.

Can you speak more about that gap in leadership roles? Why do you think this shortage exists at the executive level?

First, even though about 18% of Canadians reported being able to hold a conversation in both official languages as of 2021, that doesn’t necessarily translate into bilingualism at the executive level. Being conversationally bilingual is one thing; leading teams, managing complex files, and navigating stakeholder relations in both languages requires a deeper level of fluency and cultural awareness in both official languages.

Secondly, we need to have a broader and deeper conversation about bilingualism in Canada. While we often pride ourselves on being an officially bilingual country, the reality is that our systems, including our educational systems, aren’t always fully equipped or prepared to support or develop bilingual professionals, including at the leadership level.

There’s a clear disconnect between perception and reality, especially in corporate Canada. There’s sometimes an illusion that we’re prepared, that bilingual leadership is already embedded in our institutions. But in truth, bilingual leadership remains a strategic asset, not a guarantee.

Organizations that truly invest in this bilingual leadership aren’t just checking a box; they’re actively strengthening their capacity to serve more Canadians meaningfully, and they’re setting themselves up for long-term resilience and relevance in a bilingual country.

It’s not just about speaking both official languages, it’s about understanding the culture behind them and the impact on a community if they can’t access, for example, public services such as healthcare or education services in their first language. Without that understanding and intentionality, it becomes very easy to slip into the comfort of the dominant language.

But bilingualism looks different for everyone, doesn’t it?

Absolutely. It is essential to recognize that language proficiency exists on a continuum for everyone, and that the acceptable level on this continuum should vary from one role to another. Moreover, there is a very real phenomenon known as “linguistic insecurity”. Linguistic insecurity is the discomfort or lack of confidence someone feels when using a language or language variety they perceive as inferior or nonstandard. This often happens in bilingual or multilingual settings, especially when certain languages have more prestige or institutional power.

To illustrate that: Would you feel confident juggling, and willing to do it in front of an entire crowd without dropping a single ball if you hadn’t practiced in a long time? You might hesitate, feel unsure, insecure and, yes, you might drop a ball at some point. The same applies to language. To maintain or reach proficiency, it needs to be used regularly, even if it is your first language, which is not always doable for all Francophones across Canada, even if French is their first language. Thus, when you are invited to apply for a bilingual position—where you will be expected to lead meetings, speak publicly, and so on—you may decline out of fear of not meeting the expectations in either of the official languages. You might feel that you are not sufficiently qualified, and the fear of making mistakes could lead you to shy away from taking on a leadership role even though you are qualified. From my perspective, such an opportunity would allow you to strengthen your language skills and contribute to expanding the ranks of bilingual leaders in Canada.

I often hear during recruitment processes, "We would like to have a true Francophone." My recommendation is to avoid this kind of stereotypical assumption. Let’s avoid stigmatizing “mistakes” that deviate from the prescribed standard. A person’s way of speaking may carry regional influences or differ from so-called standard norms, but that in no way diminishes their leadership capabilities. In fact, these individuals may be deeply rooted in their communities, bringing a wealth of lived experience and are exceptional leaders with high potential.

Additionally, Francophone communities in Canada are incredibly diverse, reflecting a wide range of cultural, regional, and linguistic backgrounds. Many Francophones in Canada are of African, Caribbean, Middle Eastern, European, or Southeast Asian descent, each bringing their own unique linguistic nuances, traditions, and lived experiences. This rich diversity adds depth and dynamism to the francophone communities and highlights the importance of inclusive, culturally responsive approaches when engaging with Francophone and bilingual talent and communities.

I understand that for certain roles, such as a CEO position within some francophone organizations, a high level of French proficiency is required, particularly for reasons of credibility. However, this is not the case for all leadership positions and yet, the stereotype remains too often. For many leadership positions, we should be able to move away from narrow definitions of bilingualism that prioritize perfection over impact. We need to ask ourselves, “What level of bilingualism is required for this position, and how can we support the new incumbent to improve?”. Once we set the non-negotiable minimum level required in both official languages, fluency comes in many forms, and leadership is not measured solely by accent or vocabulary. What matters most is the sensitivity to others is the ability to connect, to be understood, and to inspire trust in both official languages. When organizations embrace this broader perspective, they open the door to a richer and more diverse pool of qualified bilingual talent.

We’re seeing positive developments in that direction at the university level, where greater access to post-secondary education in French is granted to give an equitable access to education to individuals with linguistic insecurity. Some of the more progressive institutions in Canada in that regard no longer require a language test, for example, as a prerequisite for admission, supporting the emergence of new bilingual leaders and eventually, the reinforcement of their bilingual capacities. These institutions are becoming more inclusive, and that helps foster confidence and retention among Francophone students and professionals alike. It’s about creating pathways, not barriers—acknowledging that bilingualism is dynamic and evolving, and that leaders can grow their skills, any skills including language, and deepen their impact over time. It’s also an opportunity for minority groups to live, grow in their own language, and keep their communities dynamic.

Marie-Hélène Gaudreault, M.A.
Partner, Boyden Ontario Inc.
613 791-6355
mgaudreault@boyden.com