Connecting the Dots
between Leadership
and Good Governance
Manitoba
Winnipeg: 17 October 2014
13/04/2015
John Wilkins: Associate Director
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Outline
The beauties of nature
come in all colours.
The strengths of humankind
come in many forms.
Every being is wonderfully
unique.
All of us contribute in
different ways.
When we learn to honour
our differences, and
appreciate the mix,
The strategic challenge
Leadership roles
Leadership values
Leadership competencies
Leadership development
The emerging vision
We find Harmony.
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John Wilkins: Associate Director
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Principles of Good Governance
Governance is the formation and stewardship of the
formal and informal rules that regulate the public realm,
including its political, economic, and social dimensions.
Good governance enables the development of public
value through institutions and processes that promote:
Accountability
Transparency
Predictability
Participation
Capacity.
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DM/CAO Priorities
92.7%
Building leadership capacity
78.7%
Measuring outcomes
75.4%
Implementing service innovations
72.6%
Enhancing staff attitudes and values
IPAC 2014
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John Wilkins: Associate Director
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Strategic Public Manager Framework
GLOBAL THINKING
GOOD PRACTICE
POLITICAL-ADMINISTRATIVE INTERFACE
Managing Up
GOOD GOVERNANCE
Managing Within
LEADERSH
IP
LEGACY
Managing
Self
PUBLIC SERVICE RENEWAL
Managing Across
EMPLOYEE ENGAGEMENT
Managing Down
Managing Forward
©John Wilkins 2014
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Managing Beyond
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Strategic Leadership
“It’s time we recognize that
BBC (1981): Yes Minister
management and leadership
are two sides of the same
coin. Nobody wants a
manager who is not a leader,
but nobody should want a
leader who is not a manager.
This idea that you can sit up
on high and do the big stuff
and everybody runs around
doing the grunt work is very
destructive. Instead, we need
to build communities.”
Henry Mintzberg (2007)
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John Wilkins: Associate Director
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Leading at the Centre of Government
ROLE
MINISTER
DEPUTY MINISTER
Maker
Advisor
OVERSIGHT
Reviewer
Enforcer
POLITICALADMINISTRATIVE
INTERFACE
Delegator
Coordinator
POLICY
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John Wilkins: Associate Director
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Leading on the Front Lines
ROLE
POLITICIAN
LOCAL HERO
Spokesperson
Mediator
PARTNERING
Strategist
Negotiator
CITIZEN-CENTRED
SERVICE
Consultant
Deliverer
COMMUNICATION
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John Wilkins: Associate Director
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Leading from the Middle Out
ROLE
SENIOR EXECUTIVE
MIDDLE MANAGER
Model
Messenger
INNOVATION
Marketer
Inventor
ACCOUNTABILITY
Enabler
Reporter
INTEGRITY
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John Wilkins: Associate Director
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Propositions Tested
Collaborative leadership prevails in thought
and practice over the transformational
leadership of the NPM era.
Middle managers are emerging as the true
change makers and disciples of reform in
today’s networked government.
Contemporary ethical crises have more to do
with the motivations of individual leaders than
with failures of governance or leadership.
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John Wilkins: Associate Director
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New Evidence
>80% of innovations are championed by teams
led by senior or middle managers, followed by
freelance field operatives and politicians.
>80% of innovations deploy partnerships,
whether intragovernmental, intergovernmental,
public-private, or public-private-people.
2011-12 CAPAM International Innovations Awards
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John Wilkins: Associate Director
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Conventional Wisdom Debunked
X Central agency managers are the natural
change leaders in government due to position
power, access to power, reach, and influence.
X Front-line managers are the natural change
agents in government.
X Middle managers are too limited in status,
power, access, and reach to influence change.
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Reframing the Issue
Corruption Focus
Criminalization
Personal choices
Tough and enforceable
justice system
Symptom of failed rule of law
Anti-corruption institutions
More accountability = less
corruption
Combating problems
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Integrity Focus
Cultural values
Generational issue
Fair and equitable democratic
institutions
Symptom of failed governance
Holistic societal approach
More transparency = less
corruption
Institutionalizing change
John Wilkins: Associate Director
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Personal Values
If you could have only one of the following, which
one would you choose? Why?
1. A satisfying and fulfilling marriage.
2. Complete self-confidence, with a positive outlook on life.
3. Success in my chosen career.
Now, if you could have only one of the following,
which one would you choose? Why?
4. Freedom to do what I want.
5. A world without prejudice.
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Management Accountability Framework
Public Service Values
By their actions departmental leaders continually reinforce the importance of PS Values and Ethics in the delivery of results to Canadians
(e.g.: democratic, professional, ethical and people values).
Policy and Programs
Governance
& Strategic
Direction
The essential
conditions –
internal
coherence,
corporate
discipline and
alignment to
outcomes -- are in
place for
providing
effective strategic
direction, support
to the Minister
and Parliament,
and the delivery of
results.
Departmental research and analytic
capacity is developed and sustained
to assure high quality policy options,
program design and advice to
Ministers.
Risk Management
The executive team clearly defines
the corporate context and practices
for managing organizational and
strategic risks proactively.
People
The department has the people, work
environment and focus on building
capacity and leadership to assure its
success and a confident future for the
Public Service of Canada.
Citizen Focused Service
Services are citizen-centred, policies
and programs are developed from
the ‘outside in’, and partnerships are
encouraged and effectively
managed.
Stewardship
The departmental control regime
(assets, money, people, services, etc.)
is integrated and effective, and its
underlying principles are clear to all
staff.
Accountability
Accountabilities for results are
clearly assigned and consistent with
resources, and delegations are
appropriate to capabilities.
Results and
Performance
Relevant
information on
results (internal,
service &
program) is
gathered and used
to make
departmental
decisions, and
public reporting is
balanced,
transparent, and
easy to
understand.
Learning, Innovation and Change Management
The department manages through continuous innovation and transformation, promotes organizational learning, values corporate
knowledge, and learns from its performance.
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Strategic Leadership Competencies
COMPETENCY
VISION
FOCUS
Direction
RATIONALE
Where are we
going?
POWER
Imagination
COACHING AND Development
MENTORING
Ethics
How are we going Information
to get there?
Integrity
STORYTELLING
Representation
Who are we?
Communication
TEAMWORK
Motivation
Why are going
there?
Inspiration
SERVICE
Self-awareness
Why am I going
there?
Reflection
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Peter Principle
Managers rise to the level of their
incompetence.
Laurence Peter & Raymond Hull (1969)
Do you agree or disagree? Why?
How might you reframe the principle for
today’s organizations, workplaces, and
people?
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Leadership Development
Strategic managers = experience + judgement
35% of new hires do not have the right competencies
(2011 Public Service Employee Survey)
Systemic barriers:
EX leadership development threshold
Little on-the-job, mentoring, and experiential learning
Dependence upon supervisor’s competence and discretion
DM-specific policy, standards, and investment
Inexperienced managers are promoted prematurely
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Blueprint 2020
Open, networked environment that engages
citizens and partners for the public good
Whole-of-government approach that enhances
service delivery and value for money
Modern workplace that makes smart use of
new technologies to improve networking,
access to data, and customer service
Capable, confident, and high-performing
workforce that embraces new ways of working
and mobilizing the diversity of talent to serve
the country’s evolving needs
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John Wilkins: Associate Director
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Thank You
We make a living by what we get,
but we make a life by what we give.
Winston Churchill
Public Management Program
www.schulich.yorku.ca
jwilkins@schulich.yorku.ca
+1 416 736 2100 x22019
13/04/2015
johnkwilkins@gmail.com
+1 647 965 3527 mobile
John Wilkins: Associate Director
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