Canadian Government Executive - Volume 24 - Issue 06

MIDDLE MANAGEMENT December 2018/January 2019 // Canadian Government Executive / 39 diverse opinions without the need for physical co-location. • Develop informal networks. They share information through joint proj- ects outside traditional roles to capital- ize on specific opportunities and build relationships. • Align decisions with the right incen- tives. They promote blended solutions to enhance local performance while supporting the global strategy. Transforming leadership How managers think is as important as what they think, especially for effective leadership. In a complex, fast-paced en- vironment, public servants must develop agility and flexibility to adapt to and man- age change. Dr. John Kotter observes: “Leaders need not just a tolerance for such volatility, but an appetite for it. Whenever you have changing conditions and turbu- lence, it’s actually full of opportunities.” Thinking differently about unique or original solutions in a networked model of leadership sometimes means ‘think- ing wrong’ about hierarchical structure. Designer-entrepreneur John Beilenberg suggests that, “… subconsciously we’re following predictable pathways to solve problems (whereas) what you want at the beginning of a design challenge is as many possibilities as you could imagine.” Change management is an essential skillset that helps people build resilience, get involved, and take charge of transfor- mation in their workplace. Managers and executives need toolkits to promote inno- vation, foster engagement, and develop institutional capacity strategically. Change management is one of five pillars of transformation addressed by the Canada School of Public Service. Its transformation curriculum differentiates needs to develop excellence in public service: • Executives lead transformation by rec- ognizing the challenges and triggers, focusing on complex stakeholder re- lationships, and integrating dynamic change strategies; • Managers manage change in complex times by grappling with people man- agement in different contexts and situ- ations; and • Employees navigate change by ex- ploring the impact on individuals and adapting tools and techniques in the workplace. A common lament in public service is, “If only I could do it over again.” Expe- rienced middle managers know that the past cannot be changed but that the pres- ent can be ruined by living in the past or worrying too much about the future. Liv- ing without regrets means resolving the past, living proactively in the present, and nurturing future prospects. Moving on means learning to forgive and let go, so that problems become possibilities and obstacles become opportunities. . J ohn W ilkins is Executive in Residence: Public Management at York University. He was a career public servant and diplomat. (jwilkins@schulich.yorku.ca ) In a complex, fast-paced environment, public servants must develop agility and flexibility to adapt to and manage change. Dr. John Kotter observes: “Leaders need not just a tolerance for such volatility, but an appetite for it. Whenever you have changing conditions and turbulence, it’s actually full of opportunities.”