It is a universal challenge that nearly all government managers face at some point: how do you meet your performance agreement objectives – not to mention your own career goals – with overwhelming workloads, dwindling resources coupled with inadequate training?
That was the situation facing Janice Leader** in October 2008. As a Director for a team of nine direct reports, she had a vision to improve stakeholder participation in one of her division’s programs. But this opportunity involved many things that, through the blizzard of daily deliverables, she just never seemed to get to. Seeing it through seemed impossible because the task would involve getting input and buy-in from numerous colleagues, departments and external clients at a time her team was understaffed and overwhelmed.
The Plan
Janice decided to tackle these challenges head-on and enrolled in a program with The Leadership Group (TLG). With the guidance of TLG facilitators and coaches, Janice first identified the necessary steps to reach her goals: “I learned that I needed to plan and how to create a realistic strategy, as well I learned how to use specific strategies to get people involved and secure their buy-in.”
What followed was a collaborative approach between Janice, her coach and the TLG team. TLG provided a program that would gave her the ability to manage seemingly unmanageable workloads. She learned how to predict obstacles and how to avoid or overcome them, including internal resistance to change.
The Results
Janice was able to achieve her personal and professional goals and make positive changes for the organization. She organized two successful symposiums with stakeholders to share issues and to encourage ideas and ongoing participation. Long-term divisional goals were also established, including increased output, development of employees, and further funding to expand her programs.
With ongoing application and coaching, Janice succeeded beyond her expectations. She learned how to focus on changing specific behaviours that had been holding her back. She explains: “I learned to be frank, clear and affirmative about objectives and expectations, and how to establish a self-directed team and coach them. Best of all, the training helped me cross the fine line between simply having good ideas and achieving important objectives. I would strongly recommend this program for other management employees in government.”
** Name has been changed as not to breach the code of values and ethics in regards to preferential treatment of businesses which deal with the Canadian government.
