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/ Canadian Government Executive
// September 2016
The Interview
Q:
Your career is an interesting blend of legal work
and adjudication, but you also occupied positions
where you had to deliver programs. How do you think
this affects your approach at IRB?
It’s important for me to fully understand howwe link program de-
livery and adjudicative decision-making. The work of the Board
combines both of these concepts, and sometimes they are strange
bedfellows. Let me explain: As an independent tribunal or, more
precisely, four distinct tribunals grouped together in one Board,
the IRB must protect the impartiality of its decision-making. This
is paramount, whether it at is the Refugee Protection, Refugee
Appeal, Immigration or Immigration Appeal tribunals. Canadi-
ans must trust that all of our adjudicators base their decisions
solely on the merits of the case, on the evidence presented, and
that they are free from political influence or any other improper
influence. That’s number one. It’s important to understand this.
Q:
How do you keep your independence from
government?
The Board is built on its independence and its credibility depends
on it. Imagine the absurdity of a tribunal whose decisions pur-
posely reflect government policy. How misguided would it be to
refuse refugee applicants from a country because our government
and their government disagree on a trade issue? But improper
influence can also come from within. An adjudicator hearing an
appeal of a refugee claim must not be influenced by an adjudica-
tor who decided the claim in the first place. We are very careful to
prevent this from happening and we have policies and training in
place to safeguard against this. We must be ever vigilant.
Q:
What is your philosophy of leadership?
I have been a student of leadership for my whole career—I even
tweet regularly (@mariodion1956) on the hows and whys of good
leadership. My philosophy of leadership is based first and foremost
on never being totally satisfied with my own level of achievement.
I adhere to the maxim that there is always room for improvement.
Keep it simple. Don’t overthink direction as a leader. Maintain con-
stant connection with employees. Be personable and approach-
able. Respect each person’s professional expertise and welcome
their individual contributions. If your staff are scattered over a
wide area, see them face-to-face periodically. Invite and record
their feedback. Act on their concerns; don’t just pay lip-service. Al-
ways bear in mind that nothing is impossible to those who do not
have to implement it.
My philosophy of leadership is most reflected in the “Quality
Mario Dion
Mario Dion
has been noted for the fresh approach he has brought to his office since his appointment
in January 2015 as Chairperson of the Immigration and Refugee Board (IRB), Canada’s largest inde-
pendent administrative tribunal. Mr. Dion came to the IRB with almost 35 years in the federal public
service. A Montréal native, Mr. Dion obtained a law degree from the University of Ottawa in 1979 and
began his career as a legal advisor at the Ministry of the Solicitor General. Within eight years, he was
named ADM of Communications, Evaluation and Research at Corrections Canada. His career took him
to the Department of Justice, the Privy Council Office, and finally to the role of Deputy Minister of
Indian Residential Schools Resolution of Canada. In 2006, he was named Chairperson of the National
Parole Board and between 2011 and 2014 was Commissioner of Public Sector Integrity. Patrice Dutil,
Editor of
Canadian Government Executive
, caught up with him to talk about leadership, the IRB, and
his drive to innovate.
On Being Ahead
of the Curve
Chairperson of the Immigration and
Refugee Board of Canada (IRB)