Canadian Government Executive - Volume 25 - Issue 02

MIDDLE MANAGEMENT April/May 2019 // Canadian Government Executive / 39 tain of them all, and round about beneath me was the whole hoop of the world. And while I stood there I saw more than I can tell and I understood more than I saw; for I was seeing in a sacred manner the shapes of all things in the spirit, and the shape of all shapes as they must live together like one being. And I saw that the sacred hoop of my people was one of many hoops that made one circle, wide as daylight and as starlight, and in the center grew one mighty flowering tree to shelter all children of one mother and one father. And I saw that it was holy.” Collaborating for results A whole-of-government approach har- nesses the ingenuity and capacity of a unified public service that spans orga- nizational, sectoral, and jurisdictional boundaries. Governments are steadily displacing hierarchical bureaucracies with coordinated, cross-cutting collabo- ration. The aim is to leverage better re- sults by combining forces, competencies, innovations, and platforms on tough is- sues. Collaboration, whether driven by shared or substantive interests, is gen- erally regarded as positive. But it also carries a cost. It is time-consuming and requires humility to respond to needs. Collaborating in multi-partite networks involving citizens and complex problems is not easy. Coexisting hierarchical and networked realities must be bridged. Working in concert, networks and hierar- chies push one another to help organiza- tions amplify their potential. Learning teamwork at the intersection of hierarchical and networked govern- ment is a pragmatic way of managing transitions. Teamwork is made more difficult when managers rely too much upon remote rather than first-hand ex- changes. Messages can get miscommuni- cated and misinterpreted. What is meant as respectful comes across as hostile. Ci- vility becomes a casualty of strained rela- tions. People are alienated, undermining harmony, cooperation, and results. The sound of silence is deafening. Good managers persevere because they know the effort invested in teamwork produces superior outcomes. They also know the value of nurturing a culture that empowers networking, delegation, and agility. The responsible thing for public servants to do is to assume humil- ity and courage in reaching out to others for the greater good. Success may depend upon modelling heroic behaviour. Managing horizontally Network management skills are in de- mand in horizontal government that is structured vertically. It is commonplace for middle managers to collaborate with a range of independent partners to ad- dress complex policy challenges by bro- kering shared understanding, solutions, and implementation. Communication, trust, and commitment are the mutual funds of networked management. Working laterally presents network challenges for mid-level leaders, who do most of the coordination in govern- ment. They need to coordinate work on time and within budget through capable people. They also need to cultivate stra- tegic thinking through relationships with partners and mentors. It comes full circle The responsible thing for public servants to do is to assume humility and courage in reaching out to others for the greater good. Success may depend upon modelling heroic behaviour. when they groom future work, team- building, and career prospects through these relationships. Like the giant sequoia, horizontal pub- lic management is rooted deeply. Collab- orative leadership values include: • Passion – unbridled enthusiasm for the project or task; • Inspiration – ability to motivate others; • Confidence – unswerving commitment to the mission; • Resilience – patience and responsive- ness to opposition; • Pragmatism – practical, balanced grip on reality; • Diligence – willingness to work hard and selflessly; and • Discipline – persistence to finish the job. Are you a public manager of influence, or are you someone who is being influenced? You are both, of course. But are you aware of and intentional about both? Are you giving your utmost and playing it smart to add public value? The upcoming series of articles examines the tricks of the trade that enable middle managers to ‘live long and prosper.’ J ohn W ilkins is Associate: Public Management at York University. He was a career public servant and diplomat. (jwilkins@schulich.yorku.ca )