Canadian Government Executive - Volume 25 - Issue 02

20 / Canadian Government Executive // April/May 2019 Book Review mension for trust is the need for our insti- tutions to reflect the diversity of Canada. It is an important component of trust that we are all able to see ourselves in the institu- tions that serve us. As such, one task of a modern leader is to ensure that our teams mirror our country and not simply one’s own self-image. Instead of simply sending the elevator back down, leaders might in- vite deserving colleagues of diverse back- grounds to ride up with them. In addition to consciously building de- mographic diversity in our teams, there is also a corresponding need to build teams with a diversity of thought. Our best deci- sion-making comes from the full and fair consideration of a variety of perspectives. As Johnston urges: “Those doing the talk- ing have a responsibility to test their ideas with peers before advocating that the en- tire organization adopt their suggestions.” (30) The broader your team’s diversity of thought, and the more you use it as a lens through which to evaluate ideas, the bet- ter your decision-making will be. Diversity of thought can also be a well- spring of great ideas. As Johnston wisely states: “Diversity is a creative force.” (29) In addition to its creative potential, active- ly engaging your team is key to building trust because it conveys respect for their advice, makes them a part of decision- making and affords them satisfaction in your collective achievement. As Johnston explains: “Listening […] makes for a more productive workplace. Most people want to go home after a long day and feel they have contributed to something important. They are much more likely to feel that way when they are listened to.” (29) Lead- ers listen first. However, a word of caution to those thinking they can simply go through the motions. Johnston warns that “people rec- ognize […] insincerity pretty quickly.” (32) Insincere efforts to engage are sure to poi- son the well rather than preserve it. John- ston forewarns, “If an organization sets up a system through which to listen, and it does not act consistently with respect to what it is being told, then it has dashed expectations, diminished trust, and done more harm than good.” (30) To lead effectively, one must enjoy work- ing with people, learning from them and fostering their potential. Indeed, it’s fair to say that if you dislike engaging with people, then you should seriously con- sider whether a leadership role is for you. Increasingly, effective leaders are identi- fied by their EQ (emotional intelligence or emotional quotient) and not merely by their IQ (or intelligence quotient). John- ston defines emotional intelligence quite simply as the “act of listening to and em- pathizing with another person – and using that listening and empathizing to inform your decisions and actions.” (27) EQ is about developing effective relationships with everyone you work with and finding ways to achieve results together. No effec- tive leader ever stands alone. Johnston reveals how trust in our institu- tions and processes is critical to the well- oiled functioning of our society. Indeed, so true is this that he warns “if this trust dis- solves completely, a society can grind to a halt, which leads to chaos and anarchy.” (45) For these institutions and processes to be worthy of our trust, we need to start from doing the right things, rather than simply doing the things right. And “things” is plural for a reason. As Johnston observes, “Know- ing there is more than one right way is plu- ralism.” (114) From our Indigenous, French and English traditions and the increasingly plural character of our country, fitting our institutions and processes to our diverse cit- izenry is simply part of the great Canadian tradition. As Johnston reminds us, “Confed- eration is [and has always been] an exercise in pluralism.” (115) Given the magnitude of some of our key challenges (e.g., climate change, recon- ciliation, economic opportunity, etc.), ef- fective leadership and trust are essential. To respond to these challenges, we need more leaders who recognize that the tasks before us are bigger than anyone of us, that you can do more with many, and that altruism is the starting point. Christian Allan Bertelsen is the A/ Regional Director of the Canadian Wildlife Service’s Northern Region of Environment and Climate Change Canada. A proud northerner, his research interests focus on identity, discourse and ethics. He is an alumnus of the Governor General’s Canadian Leadership Conference and a member of the Banff Forum. This review was prepared for Canadian Government Executive (CGE) magazine. Please note the views and opinions expressed in this article are those of the author and do not necessarily reflect the policy or position of CGE or the Government of Canada. Given the magnitude of some of our key challenges (e.g., climate change, reconciliation, economic opportunity, etc.), effective leadership and trust are essential.