Canadian Government Executive - Volume 22 - Issue 4

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20 / Canadian Government Executive // April 2016
Middle Management John Wilkins
public servants but only 1% of EXs, are being accelerated into the
middle management gaps emerging. The EX pool is also diversi-
fying, with 46.1% women, 3.7% aboriginal, 5.4% disabled, and 8.5%
visual minorities.
Cohort value systems and aspirations are vastly different and
require different management responses.
Reshaping the middle
The new governance paradigm is collaborative, connected, inter-
active, and engaging. The challenge is to span boundaries between
regions, countries, jurisdictions, and sectors and to integrate is-
sues across institutional, policy, and management capacities. Like
star gazing, leadership is about looking up, seeing the big picture,
and connecting the dots of the puzzle.
Middle managers no longer operate in a world where being
in the middle means having cut-and-dried responsibilities. They
thrive on networking across boundaries, connecting the dots, and
responding to crises with integrated expertise and savvy. Progres-
sive public institutions reshape the middle as a place where man-
agers learn collaboratively.
Middle managers need to be incentivized to ask new questions.
For example, simulations help them envision daily problems differ-
ently in order to cope in a complex, turbulent, and demanding en-
vironment. They imagine new situations in ways that stretch think-
ing beyond raw tasks and efficiency. Asking new questions prepares
middle managers to learn and innovate, not just to execute.
The next generation of public managers is poised to assume the
helm of virtual organizations that are built of energy and ideas.
Valuing learning competencies offers renewed impetus for di-
versity of thought and innovation. There is nothing conventional
about managing in the middle.
John Wilkins is Associate Director, Public Management with
the Schulich School of Business, York University (jwilkins@
). He was a career public service manager in
Canada and a Commonwealth Diplomat.
W ith the naked eye, we connect star points and vi-
sualize constellations as mythological characters.
With scientific knowledge and instruments, we
study planets, solar systems, galaxies, and cosmic
phenomena. The mysteries of the universe are more deeply stir-
ring to our blood than any imagining.
The human condition echoes the infinite variety of the universe.
Diversity traditionally focuses on equity and fairness for legally
protected populations. It is measured along countless dimensions —
race, ethnicity, gender, sexuality, class, age, physicality, religion, pol-
itics, ideology. Each person has individual differences and is unique.
The challenge is to harness a more powerful, nuanced diversity
by untangling how people think and solve problems. According to
Deloitte, diversity of thought can help guard against groupthink
and expert overconfidence, increase the scale of new insights, and
identify the right people to tackle the most pressing problems.
Multi-tasking and technological advances trigger creative problem
solving, careful decision making, and successful implementation.
Rethinking the role of diversity of thought in change manage-
ment has never been more opportune. Governments need to spon-
sor different thinking styles to retain and advance cognitively
diverse talent. They need to diversify competencies, recruit top
prospects, and cultivate opinionated people to shake up the status
quo. Managers should encourage task-focused conflict to push cre-
ativity and productivity. Team-based performance management
can foster an inclusive, empowering culture of innovation.
Leading across generations
The generational changeover confronting the public service
embodies the diversity challenge. Baby Boomers have dominated
for three decades and are checking out in record numbers. In the
Public Service of Canada, 16.3% of public servants are projected to
retire over the next five years. The impact is being felt in an older
Executive cadre, where 53.7% are Boomers, half with 30-years-plus
of service.
Leadership is falling to the Generation X feeder group, which is
45.3% of EXs. Inexperienced New Millennials, representing 21% of
The Millennials in Middle Management
“Remember to look up at the stars and not down at your feet.” — STEPHEN HAWKING
RESPONSES
COHORTS
DOs DON’Ts
BABY BOOMERS
1946-1964
Spend Ɵme geƫng to know each other
Invite their insights as workforce veterans
Update them regularly on progress and changes
Embrace ways they can contribute and benefit
Don’t overlook conversaƟon and the human touch
Don’t overuse technology for follow-up
Don’t forget to say ‘please’ and ‘thank you’ and mean it
Don’t ignore asking for their help or advice to earn trust
GENERATION Xers
1965-1979
Enable flexibility and freedom
Communicate expected results directly to them
Encourage working smarter, not harder
Promote portable self-development
Don’t focus on working hours and Ɵme pressures
Don’t expect them to trust management or poliƟcs
Don’t dwell on long-term vision and strategy
Don’t micro-manage vs. delegaƟng and supporƟng
NEW MILLENNIALS
1980-2002
Clarify structure, roles, and expectaƟons
Communicate task-specific moƟvaƟon
Incorporate peer mentoring and feedback
Invite their ideas while remaining supporƟve
Don’t expect sequenƟal order instead of mulƟ-tasking
Don’t lecture or philosophize on issues at hand
Don’t dismiss social media over formal communicaƟons
Don’t micro-manage vs. learning by doing and debriefing