This article is the third 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 part 1, I focused on points 1 and 2, in part 2, I explored points 3 and 4, now in this final article, I will focus on points 5 and 6: collaborating with partners and stakeholders and achieving results.
5. Collaborating with partners and stakeholders
In today’s hybrid world, where change is constant and challenges are aplenty, collaboration is essential in guiding us forward. It’s all about building bridges, breaking barriers and fostering an environment that promotes shared accomplishments.
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Collaboration with partners and stakeholders brings together a diverse range of expertise, perspectives and resources. These partners and stakeholders often possess unique insights, experiences and capabilities that can complement and enhance the collective outcome. By tapping into this collective knowledge pool, leaders can make more informed decisions and develop innovative solutions that they might not have arrived at independently.
In my own experience, the importance of such collaboration is especially prevalent when leading horizontal initiatives. Horizontal initiatives often force organisations to break down silos. In many traditional orgs, departments or teams tend to operate independently, often with limited communication or collaboration between them. Horizontal initiatives encourage individuals from different functions or units to work together towards a common goal. This not only promotes a more holistic understanding of the organisation but also ensures that resources and expertise are shared more efficiently.
Implementing strategies that enhance collaboration is essential for achieving collective goals and driving innovation. Collaboration is often the catalyst for creativity, as it brings together diverse expertise and fosters a culture of teamwork. Effective collaboration strategies ensure that individuals work cohesively toward a shared objective, facilitating the exchange of ideas, skills and resources.
Collaboration is also about knowing how to actively listen to understand the impact of issues and perspectives of others. This leads to effective communication and empathetic leadership. When we actively listen, we not only hear words but also comprehend the emotions, concerns and insights behind them. This practice promotes empathy and inclusivity, ensuring that decisions and actions are well-informed and considerate of diverse viewpoints, ultimately leading to more thoughtful and equitable solutions.
Finally, acknowledging the contribution of collaborators in achieving objectives is a fundamental aspect of building a positive and motivated work environment. Recognition and appreciation not only boost morale but also reinforce a sense of ownership and commitment among team members, colleagues and partners. This helps reinforce a culture of teamwork and cooperation, encouraging continued excellence in achieving shared goals.
Ultimately, building effective networks and relationships with communities of practice, colleagues and stakeholders is key, as is breaking down silos and encouraging cross-functional teamwork.
6. Achieving results
Leaders prioritise achieving results because it represents their accountability for the success and sustainability of their organisations. Results serve as a competitive edge, indicating efficient resource allocation and motivating teams. Stakeholder confidence, innovation and growth are fostered through results, while they also provide quantifiable measures of success and contribute to the realisation of a leader’s vision. In essence, achieving results is fundamental to effective leadership, driving success and inspiring trust among stakeholders.
But what does this look like in action?
Effective leaders in the federal public service excel at aligning people, work and systems to maximise programme and policy efficiencies. For example, consider a senior executive within a government agency tasked with implementing a new environmental policy. This leader ensures that employees understand the policy's goals, their roles in its execution and the systems and processes needed for effective implementation. By aligning the agency's human resources, tasks and operational systems with the policy's objectives, the leader can streamline processes, reduce redundancy and ultimately achieve greater efficiency in implementing the policy, resulting in a more effective and responsive government approach to environmental issues.
Flexibility in goal-setting and planning is vital to ensuring that our organisations can remain responsive and effective.
In the federal public service, quantifying, monitoring and controlling resources and costs are also imperative to achieving results. Imagine a CIO overseeing a department’s IT infrastructure. This CIO is tasked with upgrading the agency’s network infrastructure to enhance cybersecurity and improve data access for employees. To achieve results, they diligently quantify the budget, monitor expenses during the project, and implement cost controls. By carefully tracking expenditures on hardware, software and personnel, the CIO ensures that the project remains within budget constraints while delivering the necessary IT improvements. This disciplined approach to resource management not only ensures efficient project execution but also safeguards taxpayer funds, a crucial responsibility within the federal public service.
Setting and revising goals and plans in response to changing priorities or conditions is also crucial. Imagine a government department responsible for public health. The department’s leader recognises the need to adapt their goals and plans swiftly during a public health crisis, such as a pandemic. Flexibility in goal-setting and planning is vital to ensuring that our organisations can remain responsive and effective in addressing dynamic challenges.
To achieve results, leaders must also delegate responsibility and accountability to appropriate levels; make challenging decisions and take action at the opportune time; and, take ownership and acknowledge the impact and outcome of their decisions, whether positive or negative. Imagine a government cybersecurity director facing a significant data breach. They promptly delegate tasks to a specialised response team, ensuring a swift and coordinated incident response. When challenging decisions arise, such as shutting down compromised systems, the leader acts decisively, minimising potential damage. Informed decision-making through context, data and evidence is paramount here.
Achieving results isn't just a goal for leaders; it's a fundamental responsibility. By aligning efforts, managing resources wisely and embracing a data-driven, accountable approach, leaders can inspire their teams and organisations to reach new heights of success.
Done reading? Make sure to share your own tips for effective leadership by leaving a comment below ⬇️
(Image credit: Unsplash)
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