Canadian Government Executive - Volume 27 - Issue 04

July/August 2021 // Canadian Government Executive / 13 MILLENNIAL OUTLOOK BY NANCY RAO BUILD RELATIONSHIPS, NOT REGIMES The people are the company. Your employees, your partners, they are the firm. Share the mic. Everybody has a story to tell and everyone is an important voice. — RYAN SERHANT, Entrepreneur and Star of Bravo’s Million Dollar Listing NYC T he Ontario Public Service (OPS) is on the cusp of a lead- ership crisis. 2019 employee experience survey results show that OPS staff are not fully en- gaged. Leadership appears to be falling short in a number of key areas. Low scores on mo- rale, effective communication, and genuine interest in personal well-being indicate un- dervaluing of employees. How can the OPS go about improving re- sults and its reputation? The first step is to understand leadership and what constitutes a good leader. The terms “manager” and “leader” are often used interchangeably, yet mean different things. Organizations with- out robust followership do not renew lead- ership and wither in their management ca- pabilities. A strong leadership team attracts, retains, and develops talent to grow the orga- nization. Leaders who understand and value employees’ personal goals direct energy and resources towards individual learning op- portunities. Many Millennials start off their career in the OPS with the aim of transitioning to a leadership role. From a distance, these roles are attractive. They come with author- ity, perks, and a decent salary. But leader- ship bears responsibility that goes beyond the technical aspects of the job. Ultimately, leaders are responsible for doing what the title suggests—leading people, teams, and organizations. It is not as simple as it sounds. What makes a good leader? People often refer to an organization’s senior executives when they speak of leadership. But it is not synonymous with a specific job title or an Ivy League education. Leaders combine “street smarts” with “book smarts”. Leadership is more often about what leaders do rather than what they say. Leaders must be adaptable. They embrace rather than resist change, thereby minimiz- ing anxiety in the workplace. They prioritize effective employee engagement, relations, and development to unlock employees’ true potential. The example they set motivates individual success and organizational per- formance ahead of money and status. Strong leadership is a strategic business investment that transcends workplace. It is knowing that the quality of work produced increases when the workforce is engaged and feels valued and respected. Conflict management research shows that people respond positively to those who identify problems and work hard to fill gaps. This translates into enhanced productivity and significantly less turnover. Former Chief Executive of Starbucks, Howard Schultz, defined success by sharing the company’s good fortune with employees in the form of stock options and other ben- efits. Schultz led by modelling empathy for employees alongside passion for business. His leadership style was so exceptional that in 2008, eight years after stepping down as CEO, he was called back to navigate the com- pany through the global financial crisis. He observed that, “One of the fundamental as- pects of leadership, I realized more and more, is the ability to instill confidence in others when you yourself are feeling insecure.” Leaders lead from behind instead of from the front Great leaders understand the importance of employee engagement. They realize that people need to feel that they are a valued member of the organization. Employees find fulfillment and security in the knowledge that their input is important to the work pro- duced. True leadership involves spending more time listening than speaking, trusting staff, and seeking their advice. A leader’s job is to nurture employees’ abilities and to provide the necessary tools so that they can in turn lead. Leading from behind supports mem- bers of the team in driving forward the or- ganization. They partake enthusiastically in successes that foster personal growth and recognize contributions. The COVID-19 pandemic has altered workplaces irrevocably, leaving people feel- ing anxious about what the future holds. Strong leadership is more important now than ever. The OPS needs leaders with the vision and gumption to reinvent the work of government. Adapting to the new reality requires patience, humility, and a positive outlook. Nancy Rao is a Public Servant with the Province of Ontario and Can- didate for the Master of Public Policy, Administration and Law at York University. (nancymrao@out- look.com)