Follow the leader: 3 ways public servants can demonstrate leadership

This post is written by Erica Lavecchia, who works with the Ontario Public Service’s Treasury Board Secretariat.

• The problem: Digital government – or the transformation of public policies, programs, and processes – needs leadership.

• Why it matters: There’s no shortage of complex issues government is involved in, so effective leadership is paramount.

• The solution: No matter the role, every public servant has a part to play in transforming government. We can do this by leading teams, leading leaders, and leading issues.

Leading teams

Tackling tough policy problems is not done in a vacuum. It’s done with a team of smart, motivated, passionate people who want to make a difference. Public servants come from a variety of backgrounds – including IT, policy, communications and finance – and range from ‘fresh’ graduates to seasoned professionals. This is our strength.

Enter the role of the leader.

A leader’s job is to empower teams by bringing people together, drawing out their best, and filling emerging gaps. This is how we work together to achieve common goals.

But the public service can often focus on individual performance over group outcomes. Let’s fix that by evaluating people and rewarding them for their work with and leadership of a group as well as their individual contributions.

Leading leaders

Wicked ideas are interesting and convoluted. But that often comes laden with multifaceted layers that touch the political and policy-making spheres. It’s not a surprise to say that the bureaucracy is a hierarchical organisation filled with complex power dynamics – and that’s before bringing in the political side.

Enter the role of the leader.

A leader’s job is to promote evidence-based recommendations and tactfully speak truth-to-power. This is how we ensure we’re addressing the ‘right’ problem with the most appropriate solutions and promote accountability.

But the public service can be difficult to navigate, especially for younger professionals aiming to advance their career. Let’s create a culture that rewards data-informed decisions and creates a safe space for dissent. We can do this by celebrating smart, strategic risks across our organisations.

"Your title shouldn’t matter – we’re all leaders in government."

Leading issues

Complex problems are, in part, complex because of how a government organises itself. We create ministries, divisions, branches, units – and these can prevent us from sharing the critical information and resources required to tackle the issue.

Enter the role of the leader.

A leader’s job is to make bigger silos, if not smash them altogether. Working across boundaries to actively identify the underlying issues and available opportunities can ensure we get to the crux of a problem and resolve it.

But the public service tends to reinforce its own barriers, especially through the fiscal planning processes, along with budget cycles and allocations. Let’s solve that problem by rethinking government structure and implementing mission-based budgets.

Summing it up

Your title shouldn’t matter – we’re all leaders in government. No matter your position, there are three key ways we can transform government policies, programs, and processes.

This includes leading teams by engaging others and inspiring their best work.

It also involves leading leaders by focusing on evidence-based decision-making and speaking truth to power.

Lastly, being a leader means openly addressing tough problems by reimagining how government operates and is organised.

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(Image Credit: Unsplash)