Canadian Government Executive - Volume 25 - Issue 02

April/May 2019 // Canadian Government Executive / 19 Book Review W hat do low confidence in institutions and dis- satisfaction with leader- ship have in common? Trust – or, rather, the lack thereof. In his new book, Canada’s former Governor General, the Right Hon- ourable David Johnston, suggests twenty ways we can earn trust and build a better country. Wise maxims, like “disclose fully and truly, share credit, accept responsibility,” (18) offer a road map for aspiring leaders. Not all are suited to such roles; as such, ex- isting and aspiring leaders would do well to ask themselves some tough questions, such as: • What is my motivation to lead? • Am I deliberately putting we before me? • Do I exhibit behaviours that make me worthy of people’s trust? Am I direct and true when engaging others? • Am I interested in the views of my team and do I routinely create opportuni- ties to listen to them? And am I brave enough to validate my thinking with my team and invite their constructively critical consideration? • In everything I undertake, do I start from a premise of doing the right thing? Leadership is, of course, not restricted to occupying a formal position, but serving in one is nevertheless a privilege. We should maintain very high qualification standards for such roles. Formal leadership is both a special calling and weighty responsibil- ity. Teams can rightfully expect their lead- ers to welcome constructive criticism (i.e., tactfully delivered criticism that facilitates improvement), and for that reason, the role is not for the faint of heart or those who might suffer easily bruised egos. Team members also have a correspond- ing responsibility to be kind. Fair team members recognize the fallibility of us all. Kind team members do not dismiss well- intentioned leaders when they occasion- ally miss the mark. Being both kind and constructively critical of our leaders are perhaps the best ways to support and chal- lenge them. To lead is to put oneself forward in the crosshairs of responsibility, and to be ready to claim responsibility for the team’s failures. Johnston recounts how, when he was principal of McGill University, an issue arose. 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Canadian Solutions for a Canadian Context For more information, please visit: telfer.uottawa.ca/en/Cpl gent need for someone in authority to act in a way to preserve trust.” (18) Responsi- ble leaders step up, and in doing so, they help preserve and foster trust. One of Johnston’s greatest contributions is emphasizing that leadership is all about the team and not the leader. Far too often, individuals seek out positions of leader- ship for reasons of ambition or avarice. However, wise is a leader who recognizes that “you can accomplish so much more if you insist on never receiving credit” for your team’s achievements. In Johnston’s words, “Leadership is recognizing your total dependence on the people around you.” (217) A leader’s greatest reward is seeing their team succeed. Naturally, the challenges before us are bigger than any one of us. As such, John- ston contends that having articles of faith (whatever those may be) and believing in something bigger than yourself makes you “more worthy of trust in the eyes of oth- ers.” (68) Moreover, such belief can also inform the personal principles that guide one’s decisions and actions. By knowing your why and having a clear set of values, you will be able to follow Johnston’s pre- cept of “to thine own self be true.” (19) An unexplored but equally important di-