This article is the second in a three-part series written by Amanda Bernardo, Transformation Leader in the government of Canada, inspired by the government of Canada’s Key Leadership Competencies.
Over the last two years, I’ve worked at the executive level over the course of three actings, totalling over 15 months of experience (and ongoing). As part of this experience, I have grown my leadership competencies in ways that expand upon my past experiences. These competencies refer to:
1: Creating vision and strategy
2: Mobilising people
3: Promoting innovation and guiding change
4: Upholding integrity and respect
5: Collaborating with partners and stakeholders
6: Achieving results
In an effort to share what I’ve learned with other aspirating leaders, I developed this series to go over what these competencies can look like in action. In the first article, I focused on points 1 and 2, now in this second article, I will focus on points 3 and 4: promoting innovation and guiding change and upholding integrity and respect.
3. Promoting innovation and guiding change
The government of Canada’s Key Leadership Competencies ask leaders to have the courage and resilience to challenge convention. Leaders are asked to create environments that support bold thinking, experimentation and intelligent risk-taking; while using setbacks as a valuable source of insight and learning.
But what does this look like in action?
Leaders who are able to understand that innovation is the by-product of calculated risks often are better positioned to promote innovation and guide change. By promoting a culture of responsible risk-taking, they empower their teams to explore innovative breakthroughs while safeguarding against potential pitfalls.
By recognising that growth and improvement are continuous journeys, leaders show a commitment to evolving as ethical leaders.
Imagine, for example, a city government facing an urban mobility challenge. A forward-thinking leader would encourage their team to explore unconventional solutions like smart transportation systems, bike-sharing initiatives and pedestrian-friendly zones.
But to make way for such innovative thinking and risk-taking, leaders must also identify opportunities for and barriers to their teams, and ultimately work to provide access or remove roadblocks.
Let’s consider a scenario where a government agency aims to enhance citizen engagement and service delivery. Here, the leader may identify barriers such as bureaucratic red tape and outdated technology that can fuel the need for change. One key opportunity identified by their team may then be to use digital platforms to streamline interactions with citizens. The leader would champion the idea, providing resources for the development of user-friendly interfaces and self-service portals. Simultaneously, they would address concerns about data privacy and security, ensuring that innovative solutions align with regulatory requirements. The leader’s ability to pinpoint opportunities and dismantle barriers is ultimately able to fuel a culture of innovation, and their dedication to facilitating change sets a precedent for others within the federal public service to do the same.
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With innovation, however, there’s also a clear opportunity for learning and growth. The art of learning from setbacks is mastered by transformative leaders. They instil a growth-oriented ethos that fosters an environment where missteps are viewed as valuable lessons.
But setbacks shouldn’t just lead to lessons learned, they should trigger in leaders an ability to adapt, recalibrate and flourish in the face of change. To guide change, bringing back my ship analogy, leaders must steer the ship with unwavering resolve, adjusting their sails to match the evolving winds of transformation. And while change may swirl all around the ship, amidst uncertainty and ambiguity, leaders must remain resilient. Their unwavering composure and positive outlook act as beacons of hope, inspiring teams to weather storms with a united spirit.
4. Upholding integrity and respect
As leaders, it is our duty to set the standard for integrity and respect in all that we do.
But what does that look like in action?
Imagine a leader who, in every decision, values and provides authentic, evidence-based advice that serves the best interests of Canadians. This means relying on data and expertise to inform policies and actions, rather than mere rhetoric. They act in a way that is consistent with their values and the principles of ethical leadership. This allows citizens to understand the rationale behind policies and actions, which fosters trust and respect for the leadership.
This leader further holds themself and their organisation to the highest ethical and professional standards by embracing impartiality and making decisions that transcend partisanship. Politics should never compromise our unwavering commitment to the public good. Respecting the best interests of Canadians is a fundamental form of respect. It shows that the leader values the wellbeing and needs of the people they serve above all else.
But leaders must also uphold integrity and respect not only for Canadians but for the people they work with and are responsible for. Leaders can uphold integrity and respect with their team by setting clear expectations, leading by example, actively listening, being fair, resolving conflicts, empowering team members, recognising achievements, promoting transparency, fostering continuous learning and prioritising ethical decision-making. They can also create opportunities that encourage bilingualism and embrace diversity. This isn’t merely a checkbox; it’s a conscious effort to ensure that voices from all backgrounds are heard and valued. Within an organisation, leaders must also foster an environment where inclusivity, health and respect are paramount. Every individual’s skill and unique background are celebrated, and leaders are unwaveringly committed to being free from harassment and discrimination.
And finally, leaders who uphold integrity and respect should engage in self-reflection and, crucially, act upon their insights. By recognising that growth and improvement are continuous journeys, leaders show a commitment to evolving as ethical leaders. This self-reflection can foster empathy, as leaders gain a deeper understanding of how their actions affect others. This empathy drives them to treat their team members, colleagues and stakeholders with greater respect and consideration. Such leaders inspire their teams and others to likewise engage in self-reflection and continuous improvement as well. By modelling this behaviour, they create a culture of learning, growth and ethical conduct within the organisation.
So, when we think of leadership, we should think about people who uphold these principles. These are just some examples of how leaders can uphold integrity and respect in alignment with the key leadership competencies.
In the final part of the series, I will explore points 5 and 6: collaborating with partners and stakeholders and achieving results.
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(Image credit: Unsplash)
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