Canadian Government Executive - Volume 24 - Issue 04

22 / Canadian Government Executive // July/August 2018 ness officers rode Ski-Doos from Iqaluit to Kimmirut. They met some stakehold- ers en-route, had good conversations, met with Kimmirut leaders – very much in the spirit of the land and the season that we work in. It was just a tremendously posi- tive experience. We are creative and mo- bile. Q: I want to reflect back on the points you made on your background and how all of your diverse experiences have shaped you as an executive. Tell us about your own personal leadership values? So a couple of thoughts there. My career, I think, has brought me into contact with so many different ways of thinking, dif- ferent issues, and priorities that I like to think it has broadened my perspec- tive to be able to accommodate science problems, management challenges, policy challenges, and work with stake- holders from all walks of Canada. My career has been everything from tents blowing away in the North and worry- ing about safety, to deep policy chal- lenges based in Ottawa. I think it has provided me a real rounding. As a leader, I’ve always been an enabler, whether it was leading science projects, mapping in the North, large policy discussions, or complex implementation projects. Whether I was leading team of students doing their masters or PhDs in the North, my style is always to provide a reliable, clear framework, lay out a strategic direc- tion, and then get out of the way so that these remarkable people who work for us can professionally and creatively do their best. I encourage excellence, expect nothing less than excellence, and signal and model that to colleagues and staff. I found through all of these different kinds of work, when you have the right people doing the right thing, and you give them the space to do it, magic happens. That used to be my technique in running stu- dent crews in the North doing research and surviving safely on the land, as well, and I continue to exercise that approach in day-to-day work. As I mentioned in large complex partner projects, and you mentioned earlier the NWT devolution project, which was one of my career highlights. It was a remarkably complex project in remarkably short timelines, and I led this together with the head of NWT public service, Penny Ballantyne. Remarkable complexity across two public services with thousands of kilometers be- tween us and different cultures – we had to bridge the different cultures of the two organizations. And again, we based it on clear principals, good frameworks, good project management and the best com- munication we could manage. At times, I’m sure we had hundreds of teams work- ing together, finely tuned and productive, to get the job done on time. Again, when you enable with a clear framework, good strategic direction, and keep everyone well connected, you can get remarkable results going. That’s the style I bring to the many diverse responsibilities I’ve had. As a leader, I’ve always been an enabler, whether it was leading science projects, mapping in the North, large policy discussions, or complex implementation projects. Whether I was leading team of students doing their masters or PhDs in the North, my style is always to provide a reliable, clear framework, lay out a strategic direction, and then get out of the way so that these remarkable people who work for us can professionally and creatively do their best. INTERVIEW Yukon Territory is home to the world’s largest subspecies of moose. Photo: Government of Yukon