Leading with purpose in the child and youth mental health and addictions sector

By: Nicholas Watters

I joined the Knowledge Institute as Executive Director just over a year ago after nearly 13 and a half years at the Mental Health Commission of Canada. At the time, my youngest son was only six months old. The timing wasn't ideal, but then again, when is it? Sometimes the most meaningful decisions happen when the stakes feel personal.

I have three boys — now eight, five and a year and a half. And as they've grown, certain questions have become impossible to set aside. If my eldest needed help at 2 a.m., where would he turn? Would the system be there for him?

I wanted answers. More than that, I wanted to be part of creating them.

That pull brought me to the Knowledge Institute. I wanted to see change happen on the ground — to work directly with service providers and agencies, to be close enough to watch impact happen in real time.

The weight of tomorrow

The decisions you make on a random Thursday in January aren't just about that Thursday. They're informed by last week and are aimed at five years from now.

When you're leading projects, you can think in three-year arcs. But when you're leading an organization, every choice ripples forward. Who you hire. Which partnerships you pursue. How you allocate resources.

At the Commission, I thought about what projects would look like down the line. Now, at the Knowledge Institute, I think about what the organization itself will become. What foundation am I laying today? How am I creating space for people to grow into the leaders this sector will need tomorrow?

There are always urgent matters demanding attention. But effective leadership means pausing to ask: How does this help us succeed not just now, but five years from now?

Understanding the system you're helping transform

Before I started at the Knowledge Institute, a colleague told me it would take two years to understand the intricacies of Ontario’s child and youth mental health and addictions system. I can confirm they were right.

This system is complicated — beautifully and frustratingly complicated.

But here's what I've learned: a child’s life doesn't fit neatly into any one sector. When a young person is struggling, they aren’t thinking "this is a mental health challenge" or "this is a school problem." It's just their life. It's all connected. Our response needs to reflect that.

I’m starting to see the silos come down. Partnerships are becoming the driving force of transformation. The Knowledge Institute has a unique role to play, not just as a knowledge organization, but as a bridge that helps translate bold ideas into real change on the ground.

The digital reality we can't ignore

The lesson that stays with me most — both as a leader and as a parent — is about technology.

My eight-year-old asks for a phone almost daily. I understand why. But I also watch how technology is shaping young people's mental health in ways we're still trying to understand.

When a young person is in crisis at 2 a.m. and needs support but doesn't know where to turn, where do they go? The internet doesn't sleep. Curiosity doesn't wait for business hours. Distress can't be scheduled.

The Knowledge Institute has a responsibility here. We're working to help families and service providers navigate this landscape, to point them toward validated tools and evidence-based supports. It's the modern equivalent of teaching children not to talk to strangers, except now the stranger is in their pocket.

The privilege of helping people grow

When I left the Commission, what I heard most wasn't about the programs we'd built. It was about the impact I'd had on their careers.

Dozens of people reached out to thank me for supporting their growth, for creating space for them to become who they wanted to be professionally. That's the legacy I'm most proud of.

When you trust colleagues, they bring their best work. When you see the person, not just the role, they stay engaged. When you offer flexibility when life happens, they care deeply about the mission.

Moving forward

Just over a year ago, I had a six-month-old and a decision to make. Now that my little guy is walking, my understanding of this system is deeper and my commitment to this work is even stronger.

The work is complex. The challenges are real. But when I look at my three boys, none of that matters as much as one simple truth: the system needs to be there when it's 2 a.m. and a child needs help.