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May 2016 //
Canadian Government Executive /
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The Interview
favourable views of their immediate supervisor, but only about
half did so with regard to their senior managers. I believe that
the results about senior management are in part due to the fact
that employees don’t have very much contact with senior manage-
ment, nor are they privy to a lot of details around certain issues
and decisions. I firmly believe that more presence and more trans-
parency would go a long way to closing this gap.
Q:
What is your favourite leadership practice?
My personal favorite is face-to-face. This is the old “management
by walking around” adapted to our reality. Make a point of getting
out of your office and talking with staff, colleagues and stakehold-
ers on a regular basis. Take the time to know the people you work
with. A wise person once told me “you don’t exchange business
cards at the scene of the crisis.” Build relationships–they will serve
you well in difficult times.
Q:
What was the toughest leadership lesson you
learned?
Know thyself. I was not really conscious of the impact that my
words and actions had on people around me till much later in my
career. Leaders need to be self-aware.
Q:
APEX hosts induction ceremonies for incoming
executives. What advice do you provide?
There are three fundamental points I raise with new executives:
The first point is the importance of a network. Executives need
to make a point of investing in, building and maintaining their
networks, both inside and outside the Public Service. We all know
how lonely some days can be. We all know how we need to bring
new ideas forward and create space for risk and innovation. Hav-
ing people you can talk to, to stimulate your thinking, to ask frank
questions, to seek advice, to look for help, or simply to find out
what’s happening outside one’s own job, is hugely important to
executives, and to their success.
The second point I make, is the need to be self-aware. Execu-
tives need to take time for introspection, for understanding
themselves, their strengths, weaknesses, beliefs, motivations,
and emotions. Know how others see you and how you influence
others. Know how you personally can effect change, know where
you draw energy from, and know what draws energy away from
you. Being self-aware is something some people are born with,
and something some of us work hard to develop. I believe it is
fundamental to success, and to happiness. It is a primary tool for
growth and development.
Third, I ask new executives to take care of others. Be empa-
thetic, remember that you are surrounded by people who bring
their whole being to work, and sometimes what we don’t see is
far more important than what we do. Be genuine, authentic and
respectful. Take an interest in helping. Take ownership: not in
the sense of being the boss, but in the sense of being responsible.
Finally, we all need to reflect on what being a professional ex-
ecutive means.
Q:
What are 2-3 intangible qualities you need to be a
successful executive?
I can easily think of three. The first is Adaptability. Given the
constant change around us, executives need to be able to adapt
to change and navigate with a positive “can do” attitude. Execu-
tives that can adapt the best to change will be the most success-
ful. The second is integrity. Executives who anchor their deci-
sions in a consistent set of values and who are thankful, polite
and respectful when dealing with people are defined as lead-
ers having integrity. Last but not least is Fallibility. Admitting
you’ve made a mistake is something that every executive needs
to be able to do. Experience shows that leaders who can readily
admit their mistakes are more relatable and are more trustwor-
thy to employees.
T
he annual APEX Symposium, which is the largest gathering of federal executives of the Canadian
Public Service, is being held at the Shaw Centre in Ottawa May 31 and June 1, 2016. This year’s
program is aligned with the new Key Leadership Competencies and the new commitments in
executive Performance Agreements. The President of the Treasury Board and the Clerk of the Privy
Council will speak. Keynote speakers recognized as global leaders in their areas of expertise will include:
Rohinton Medhora, President of the Centre for International Governance Innovation, Vijay Govindarajan
the innovation guru and business professor from Tuffs and Harvard, Bill Wilkerson of Mental Health In-
ternational and the Honourable Michael Wilson, Chair of the Mental Health Commission of Canada. The
concurrent sessions feature practitioners who will address workplace issues around health and wellbe-
ing, policy innovation and collaboration, and leadership gaps.