AUTUMN 2013
FMI
*
IGF JOURNAL
29
Analysis of the 2011-12 Awards revealed
that:
• Most innovations are rooted in improving
service delivery to citizens rather than in
politics, policy, or cost-savings;
• More than 80% of innovations are
championed by teams led by senior or
middle managers, followed by freelance
field operatives and politicians;
• More than 80% of innovations deploy
some form of partnership, whether
intragovernmental, intergovernmental,
public-private, or public-private-people;
• The average pre-award development
cycle of innovations is less than three
years, limiting independent assessment
and reporting of results; and
• Most innovations sponsored by national
governments in rural and remote regions
are delivered by line ministries and
agencies.
These findings do not conform with
conventional wisdom about who leads
innovation and the degree to which
innovations feature collaboration. The
unexpected became the impetus for further
enquiry.
Leadership scenarios
In a recent survey, public leaders and
experts in Canada and abroad assessed
which of three scenarios–centre, front,
middle–prevails in practice. The pairings in
each scenario below at first seem opposites,
but a closer look indicates common ground
and complimentary roles. Overall success
depends upon leaders in all three scenarios
working cooperatively towards greater
interests.
Central agency managers are popularly
thought to be the ‘natural change leaders’ in
government due to position power, access
to power, reach, and influence. However,
the centre of government is often seen as
part of the problem and not to be trusted
to shepherd public service renewal and
reform on its own. Roles at the centre are
also viewed as less effective in championing
innovation. Policy advice is devalued the
most due to central government’s current
‘top-down’ orientation. Instead, the public
service looks to the front lines and middle
management to carry the torch.
Front-line managers are popularly
thought to be the ‘natural change agents’
in government. At first blush, they are
underestimated in perceived influence.
However, their visibility, access, and reach
as field operatives for central government
enable them to compete favourably for
opportunities.
Communication
and
partnering remain valued ‘networking’
roles, and policy is informed by front-
line relations. Their continuing relevance
is consistent with empirical studies and
stories of ‘local heroes’ found in innovation
awards.
Middle managers are popularly thought
to be too limited in status, power, access,
and reach to influence change. However,
they are emerging as the true change
makers in this era of networked government
and collaborative leadership. These very
same targets of public service downsizing
and restructuring now appear needed
more than ever in tough times. Roles in
the middle show the greatest potential for
growth, with innovation leading the way.
They are loyal to the public service as an
institution but worldly enough to engage
the political-administrative interface to
garner support for durable results. They
are schooled in transformational skills
but rely upon collaboration to transcend
boundaries and upon stewardship to
leverage change. Their impact is greatest
when their cause intersects with priorities
championed at the top and is informed by
intelligence gathered on the front lines.
Leaders in the middle coordinate key
stakeholder relationships with politicians,
citizens, and the private sector, normally
the territory of the front lines. They
also integrate priority issues related to
politics/policies, special interests, and cost-
savings, normally the purview of central
government. Those who are willing to
manage these relationships and issues tend
to network beyond their domain. Their
role as catalysts of public service renewal
Reasonable people
adapt themselves to the
circumstances. Unreasonable
people adapt the
circumstances to themselves.
Progress depends upon
unreasonable people.
George Bernard Shaw
Leading at the centre of government
ROLE
MINISTER
DEPUTY MINISTER
POLICY
Maker
Advisor
OVERSIGHT
Reviewer
Enforcer
POLITICAL-
Delegator
Coordinator
ADMINISTRATIVE
INTERFACE
Deputy Ministers (or equivalents) are accountable for advising, protecting, and
supporting their Ministers (or equivalents) with strategy, process, and resources. They
enable Ministers to be responsible and answerable while operating at arm’s length in
the public interest. The roles meld when they play ‘good cop, bad cop’ with Cabinet
committees, central agencies, and portfolio relationship management. Teamwork is
critical to their individual success and to institutional development. Both are leaders in
their own right serving the whole of government as a corporate entity.
Leading on the front lines
ROLE
POLITICIAN
LOCAL HERO
COMMUNICATION
Spokesperson
Mediator
PARTNERING
Strategist
Negotiator
CITIZEN-CENTRED
Consultant
Deliverer
SERVICE
Politicians and local heroes engage citizens in the same place at the same time but in
different ways. They perform roles at opposite ends of the continuum for different
purposes. Politicians are ambassadors who craft the agenda, while local heroes are
activists who make things happen. Their citizen focus, community feel, and advocacy
on the issues are renowned. Their results are often creative, visible, and newsworthy.
They represent the human face and conscience of government working on the
ground with people. Both are leaders in their own right serving the public good.
STEWARDSHIP OF SUSTAINABLE PUBLIC SERVICE RENEWAL AND REFORM
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