key leadership competencies Archives - Amanda Bernardo

KLC Series Pt. 6 – Achieving Results

admin — Thu, 14 Sep 2023 16:37:00 +0000

Over the course of the last several weeks, I’ve been writing posts to expand upon the Government of Canada’s Key Leadership Competencies. The goal? To translate what these competencies can look like in action while generating thoughtful discussions with all of you reading along. Today marks my final post in this series as we tackle what it means to achieve results!

Leaders prioritize achieving results because it represents their accountability for the success and sustainability of their organizations. 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 realization 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 maximize program 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.

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 recognizes 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 organizations 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 specialized response team, ensuring a swift and coordinated incident response. When challenging decisions arise, such as shutting down compromised systems, the leader acts decisively, minimizing potential damage. Informed decision-making through context, data, and evidence is paramount here.

In addition, when said leader openly acknowledges any shortcomings and the impact of the breach, this demonstrates accountability. Such leadership qualities are essential for achieving results while maintaining trust in the federal public service’s ability to handle cybersecurity threats effectively.

Finally, to excel in achieving results, leaders should foster a culture of accountability and continuous improvement within their teams. Regularly review progress, be open to feedback, and adapt strategies as needed. Effective communication and transparency are also vital, ensuring that team members understand the rationale behind decisions and feel engaged in the journey toward achieving results.

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 organizations to reach new heights of success.

The post KLC Series Pt. 6 – Achieving Results appeared first on Amanda Bernardo.

KLC Series Pt. 5 – Collaborating with Partners and Stakeholders

admin — Fri, 08 Sep 2023 16:20:00 +0000

Welcome back to my key leadership competencies series! 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.

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 organizations 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 organization 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.

The post KLC Series Pt. 5 – Collaborating with Partners and Stakeholders appeared first on Amanda Bernardo.

KLC Series Pt. 4 – Upholding Integrity and Respect

admin — Tue, 05 Sep 2023 16:14:00 +0000

Welcome back to my key leadership competencies series! 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 organization 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 well-being 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, recognizing achievements, promoting transparency, fostering continuous learning, and prioritizing 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 organization, leaders must also foster an environment where inclusivity, health, and respect are paramount. Every individual’s skills and unique backgrounds 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 recognizing 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 modeling this behavior, they create a culture of learning, growth, and ethical conduct within the organization.

So, when we think of leadership we should think about people who uphold these principles. These are just some examples in how leaders can uphold integrity and respect in alignment with the key leadership competencies.

The post KLC Series Pt. 4 – Upholding Integrity and Respect appeared first on Amanda Bernardo.

KLC Series Pt. 3 – Promoting Innovation and Guiding Change

admin — Thu, 17 Aug 2023 16:07:00 +0000

Welcome back to part three of my key leadership competencies series. Today we’re talking about 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 byproduct 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.

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.

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 instill 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.

The post KLC Series Pt. 3 – Promoting Innovation and Guiding Change appeared first on Amanda Bernardo.

KLC Series Pt. 2 – Mobilizing People

admin — Wed, 09 Aug 2023 16:00:00 +0000

Welcome back to part two of my leadership compentcies series. Today we’re talking about mobilizing people.

To mobilize people involves rallying and coordinating individuals within an organization to work towards a common goal. It involves inspiring, motivating, and aligning employees, teams, and stakeholders to take action, collaborate effectively and contribute their skills and efforts to achieve strategic initiatives. This involves clear communication, delegation, empowerment and providing the necessary resources and support to ensure successful execution.

What does this look like in action?

In my last post I talked about leaders charting the course for the entire ship but truth be told, our role goes well beyond that. As leaders, we’re also responsible for cultivating a culture of collective purpose and direction.

Creating vision is important but if we can’t mobilize people around that vision, we won’t be able to achieve results nor will we be able to foster collaboration or innovation. See how all these competencies are interrelated?

Setting transparent expectations plays a crucial role in mobilizing people by ensuring that everyone understands their roles, responsibilities and the overall goals of the organization. When expectations are clearly communicated, it creates a shared understanding of what needs to be achieved and how each individual’s contribution fits into the bigger picture.

If as a leader or manager your team has ever asked “why”, it means they’re craving this transparency. Transparent expectations are therefore pivotal in fostering engagement, motivation, and a sense of purpose.

So, your team has the why but what about the how. The how is something that can be supported with a continued investment in learning. Growth should never stop. When we invest time and resources in continuous learning, we provide our teams with the tools they need to adapt, thrive, and excel in how they work.

Growth is also supported by constructive feedback, which drives improvement. This also includes your employees feedback and ideas. By engaging your team and encouraging input, we build teams that are not only cohesive but also innovative and ready to tackle any challenge.

Finally, to grow we must set ambitious goals that inspire our teams to push their limits. Leading by example in the goals you set for yourself, you can demonstrate dedication and drive, setting the tone across your team.

You must lead by example.

Demonstrate unwavering dedication, integrity, and a strong work ethic. Communicate a clear vision and purpose, while actively involving and valuing your team’s input. Provide continuous feedback, recognize their efforts, and set challenging yet attainable goals. Foster a culture of learning, adaptability, and accountability.

Your commitment and authenticity will inspire others to rally together, united by a shared mission, and drive success at all levels.

The post KLC Series Pt. 2 – Mobilizing People appeared first on Amanda Bernardo.

KLC Series Pt. 1 – Creating Vision and Strategy

admin — Wed, 09 Aug 2023 15:50:00 +0000

Over the last two years, I’ve worked at the executive level over the course of three actings, totaling over 14 months of experience (and ongoing).

As part of this experience, I have grow my leadership competencies in ways that expand upon my past experiences. These competencies refer to creating vision and startegy; mobilizing people; upholding integrity and respect; collaborating with partners and stakeholders; promoting innovation and guiding change; and, achieving results.

In an effort to share what I’ve learned with other aspirating leaders, I thought I’d touch on these competencies from my own experiences through a new series on Key Leadership Competencies.

In today’s post, let’s talk about creating vision and strategy.

As a Director, you’re not managing day-to-day tasks, you’re charting the course for the entire ship. Setting strategic direction involves envisioning the long-term goals, defining the path to success, and aligning all efforts toward a common vision. It’s about navigating the big picture and making tough decisions that shape the future.

What does this look like in action?

Directors orchestrate resources, empower teams, and foster innovation. But to do so effectively requires a horizontal view that must be maintained and well understood. A horizontal view allows leaders to consider various factors, perspectives, and stakeholders across the organization. This broader outlook ensures that the vision and strategy are inclusive and address the diverse needs and concerns of different teams and stakeholders. This view can ensure that the vision and strategy align with the overall goals and mission of the organization, but also the priorities for your Branch and career goals of your staff. It further prevents isolated efforts that might divert resources away from the main objectives. Finally, it allows for strategies to be adaptable to ever-shifting landscapes, which you can mitigate better when maintaining such a view.

Experience in setting strategic direction is essential as it directly impacts results and team management. A well-crafted strategy provides clarity, boosts motivation, and guides the team’s collective efforts. So while as a Director you’re not necessarily involved in the day to day, how you create the vision and related strategies for your team directly impacts this.

A Director needs to also then be able to transform abstract implementation strategies into tangible, actionable objectives. A skilled leader does so by communicating with crystal-clear clarity and unwavering conviction. They ensure that every team member, from the top of the hierarchy to the newest recruit, comprehends the vision. This shared understanding fosters a unity of purpose that can propel your team forward.

—

Creating vision and strategy is not limited to leadership. In your career, you’ll gain experience doing so at various levels. This will serve you well long-term.

The post KLC Series Pt. 1 – Creating Vision and Strategy appeared first on Amanda Bernardo.