The people are the company. Your employees, your partners, they are the firm. Share the mic. Everybody has a story to tell and everyone is an important voice.
– RYAN SERHANT, ENTREPRENEUR AND STAR OF BRAVO’S MILLION DOLLAR LISTING NYC
The Ontario Public Service (OPS) is on the cusp of a leadership crisis. 2019 employee experience survey results show that OPS staff are not fully engaged. Leadership appears to be falling short in a number of key areas. Low scores on morale, effective communication, and genuine interest in personal well-being indicate undervaluing of employees.
How can the OPS go about improving results and its reputation? The first step is to understand leadership and what constitutes a good leader. The terms “manager” and “leader” are often used interchangeably, yet mean different things. Organizations without robust followership do not renew leadership and wither in their management capabilities. A strong leadership team attracts, retains, and develops talent to grow the organization. Leaders who understand and value employees’ personal goals direct energy and resources towards individual learning opportunities.
Many Millennials start off their career in the OPS with the aim of transitioning to a leadership role. From a distance, these roles are attractive. They come with authority, perks, and a decent salary. But leadership bears responsibility that goes beyond the technical aspects of the job. Ultimately, leaders are responsible for doing what the title suggests—leading people, teams, and organizations. It is not as simple as it sounds.
What makes a good leader?
People often refer to an organization’s senior executives when they speak of leadership. But it is not synonymous with a specific job title or an Ivy League education. Leaders combine “street smarts” with “book smarts”. Leadership is more often about what leaders do rather than what they say.
Leaders must be adaptable. They embrace rather than resist change, thereby minimizing anxiety in the workplace. They prioritize effective employee engagement, relations, and development to unlock employees’ true potential. The example they set motivates individual success and organizational performance ahead of money and status.
Strong leadership is a strategic business investment that transcends workplace. It is knowing that the quality of work produced increases when the workforce is engaged and feels valued and respected. Conflict management research shows that people respond positively to those who identify problems and work hard to fill gaps. This translates into enhanced productivity and significantly less turnover.
Former Chief Executive of Starbucks, Howard Schultz, defined success by sharing the company’s good fortune with employees in the form of stock options and other benefits. Schultz led by modelling empathy for employees alongside passion for business. His leadership style was so exceptional that in 2008, eight years after stepping down as CEO, he was called back to navigate the company through the global financial crisis. He observed that, “One of the fundamental aspects of leadership, I realized more and more, is the ability to instill confidence in others when you yourself are feeling insecure.”
Leaders lead from behind instead of from the front
Great leaders understand the importance of employee engagement. They realize that people need to feel that they are a valued member of the organization. Employees find fulfillment and security in the knowledge that their input is important to the work produced.
True leadership involves spending more time listening than speaking, trusting staff, and seeking their advice. A leader’s job is to nurture employees’ abilities and to provide the necessary tools so that they can in turn lead. Leading from behind supports members of the team in driving forward the organization. They partake enthusiastically in successes that foster personal growth and recognize contributions.
The COVID-19 pandemic has altered workplaces irrevocably, leaving people feeling anxious about what the future holds. Strong leadership is more important now than ever. The OPS needs leaders with the vision and gumption to reinvent the work of government. Adapting to the new reality requires patience, humility, and a positive outlook.
