Canadian Government Executive - Volume 21 - Issue 7

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Editor-in-Chief: Patrice Dutil
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Jeffrey Roy, David Zussman
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Vic Pakalnis, Mirarco, Laurentian University; Denise Amyot,
CEO, ACCC; Nick Frate, Federal Youth Network; George Chin,
Provincial Interministerial Council, OPS; Lisanne Lacroix,
CEO, APEX; Jodi LeBlanc, Veterans Affairs
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4 / Canadian Government Executive // September 2015
It’s hard to believe we are still talking about this, but the numbers confirm the anec-
dotal evidence. The reality is that government departments, even after years of efforts
in weeding them out, harbour more jerks than what is endurable. We’re talking about
abuse, but it is more than that. It is about the lack of decent behaviour among colleagues;
simple courtesies such as smiling, wishing people well, being kind in conversation, and
listening. It is about the cancer of whispering campaigns and silent treatments.
I vividly remember working for this sort of manager as I started my public service
career a long time ago. This person would bolt into my office without saying good morn-
ing, rattling on as he had before the long weekend, completely oblivious to the fact
that three days had separated our last conversation. He was like this with everyone,
giving full display of his rude personality without regard to the professional setting
that brought us together. Whatever happened to “Good morning”? Few put up with
this character and his lack of respect, and thankfully he did not last long. As turnover
mounted, the director had him shipped to another department, where he became some-
one else’s problem until he retired from government.
This tolerance for unprofessional behaviour undermines the work place, lays waste
to the trust that is essential in carrying out public service, and costs the State untold
amounts of money in lost productivity and creativity. The literature on that reality is
incontestable.
It’s not just government departments, I know. The private sector has more than its
share of A***, but, depending on the size of the organization, it has tools to deal with
the miscreants. Large firms will put up with these characters until their impact on the
profit margin manifests itself, in which case they will be asked to leave. People are more
mobile in the private sector and will put up with the pain as long as they are paid for
it. In family businesses, there is little that can be done; you put up with it or you leave.
Government is not a family business, but often behaves like one — putting up with the
uncouth uncle or aunt without real concern for the consequences.
The findings in the APEX study released earlier this summer brought all this back to
mind — and that is why I sought out Craig Dowden (see interview on pages 22, 23). I
think this is a capital issue in governments, and public sector executives can’t just sit
there and do nothing.
Rude, abusive individuals have no place in government, no matter their policy savvy.
It is an illusion to think that their work reflects the best of their teams — and all govern-
ment work is the product of a team. People don’t work for jerks … they just pretend to.
The end result is a public service that runs the risk of low productivity, low morale, and
an inability to rise to the pressing issues of the day, and of the future.
Where you sit
is where you stand
editor’s note Patrice Dutil
Erratum: In last month’s issue, the meaning of John Read’s “Farewell to brothers in procure-
ment arms” might have been misconstrued. The intent was a general “thank you” to the entire
procurement community. The term “brothers” was not meant to diminish the broader profes-
sional community with whom John Read worked. CGE regrets any misunderstanding.
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