Category Archives: Learning

Letting go for high performance leadership

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© Chris Lamphear, iStockphoto

In Gov 2.0 circles I often hear that organizational culture needs to change. If you think about that you will realize that people need to change. If you think about that you will realize that you have to change.  Last year I heard the story of a public servant leader who discovered that sometimes by letting go, you get better results. I think it is a good example of the transformation many of us need to consider for ourselves.

Two years ago, Angelina Munaretto took leadership of the Applying Leading Edge Technologies (ALET)  working group within the Canadian government. This horizontal, mostly voluntary group was established to explore ideas around the use of social media and Web 2.0 tools for the government communications community.

At the outset, the group was structured in a traditional way and using government hierarchy:  a  Project Manager, two sub-working groups with co-chairs, and an advisory committee. Work began on defining the deliverables, finding members for the working groups and then working towards meeting the needs of this  defined structure.

What nobody counted on, but in retrospect is not surprising, is the level of interest, passion and commitment exhibited by the entire government community in response to the global trend towards Web 2.0. All areas — not just communications, but programs, IM, IT and human resources — wanted to participate in some way. Those who were involved in applying the tools on a day-to-day basis started suggesting new projects that would help advance their programs, communications and use of Web 2.0 tools. The community grew into 150 people and 36 departments and agencies represented. Five departments seconded employees to work on deliverables for the community at no cost to the project.

Says Angelina: “We moved from being a community of practice who met to deliver pieces of work, to a group of professionals who wanted to make a difference.”

I know which one of those scenarios I would prefer, what about you?

Resources were needed and community members were stepping up to volunteer to help the ALET group meet the needs of the community. More people and more resources called for more management capacity, but there was simply no additional capacity. The working groups could no longer be managed within the traditional project structure. More management capacity was required but was simply unavailable. Angelina soon found herself in a position where a shift was required.

What this meant for Angelina was that she had to adjust her leadership style. No longer would she define tasks and delegate responsibilities  – she could suggest broad areas of work or needs that the community was articulating, but this was highly different.  When community leaders stepped up and offered their expertise and leadership, Angelina moved to providing secretariat support and broad guidance on the overall outcomes sought by ALET. Members of the group were given autonomy to shape the products they were producing.  It became less about leading the group towards the completion of a deliverable to more about facilitating the collaboration and contributing where help was needed . The deliverables were defined by the needs of those working on them, instead of the project leader. In personal terms, Angelina had to relax her expectation of control.  She also had to learn to trust people to do the right thing, sometimes with very little direction  – and learned when to offer help or check in to ensure that people had what was needed to complete a deliverable.

What she found was that when a group of people are motivated and given the autonomy to take direct action, the results can be impressive. What had started as a management team…led by Angelina became a relatively self-sufficient group that produced impressive results including an extensive research document which provided essential input into policy development, a social media toolkit and numerous guides to using a wide variety of social media. The most tangible result though was getting Departments to share key development documents for use of social media so that the community could re-use these for their own campaigns. The work that started with ALET planted the seeds for a vibrant communications community that continues to grow, share best practices and build guidelines to help others.

Angelina has now moved to Library and Archives Canada, where she is the Manager, Digital Engagement and Social Media. ALET continues to thrive under new leadership and the resource pages on GCPEDIA continue to be some of the most visited.

When I look at this case, I see a perfect example of intrinsic motivation as described by author Dan Pink, there is a wonderful RSA animate video that captures the essence of his message on You Tube. [youtube=http://www.youtube.com/watch?v=u6XAPnuFjJc]

The project, in spite of being run differently than a traditional government project, was highly successful – mostly due to Angelina’s ability to stop trying to control the project and instead to facilitate the collaboration and articulate the greater purpose. She gave the members of the working group the autonomy to make progress on something that would make a real difference.

In my mind, this shift is an example of what needs to happen with leaders across the public service; from a mentality of command-and-control to one of creating a collaborative culture. Angelina’s example demonstrates that when people are given the autonomy to work on something that motivates them and is in service to something larger, whole communities can benefit.  And really, isn’t that what being in the public service is all about?

I would like to thank Avra Gibbs Lamey, a communications professional and contributor to two of the sub-working groups under ALET, for co-authoring this post. Avra can be found on twitter  @gibbslamey.  Angelina can be found @AngelinaMunaret .

Thomas goes to Washington

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Cartoon image of Thom KearneyLast year I had the opportunity to attend the gov 2.0 Summit & the gov2.0 Expo Showcase as part of my responsibilities as Senior Director, Applied Collaborative Tools with the Canadian Government. My objective of attending was to meet new people and learn from others experiences. I accomplished both in spades, including chats with Beth Simone Noveck,  Andrew McLaughlin, Anil Dash and Tim O’Reilly and other luminaries in the Gov 2.0 world.

Afterward I shared my impressions with a presentation entitled Thom’s Top Ten , this was delivered via the normal lunch and learn process in the corporate boardroom with the added twist of a web conference. The web conference added 60 or so people from across Canada to the 40 or so in the room. By all accounts it was well received, some folks even tweeted their praise.

This year I am attending gov 2.0 Expo as a private consultant, the Executive Interchange program I was participating in having ended. So now my objectives are the same except that I have a new perspective. I am still looking for ideas to share and ways to make government better, but I am also looking for projects to get involved in. I am excited to be attending and look forward to meeting up with both old and new acquaintances.

Looking at the attendee directory, I don’t see many Canadian Public Servants on the list. This is unfortunate given the fact the highest ranking public servant in Canada has called out for more use of Web 2.0 tools.  I will do my best to share what I learn with my friends on the inside.

If you are attending the Expo, look me up, I would love to chat. If you are not attending, let me know if there is someone I should look up on your behalf, or give me a question to ask or issue to investigate. If I get some good answers, I will blog about it. Whatever happens I promise to share what I learn with a new and improved Thom’s Top Ten.

Persuasion presentation using Prezi

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I thought I would share my first experience with Prezi , the zooming presentation editor. Last Sunday I create a presentation for the class in Persuasion that I am teaching. From download to packaging up on my USB took about five hours.  This is my report of the experience.

I first learned about Prezi through a twitter post by Nick Charney who you may know as someone that  schemes virtuously. I am writing the first draft of this post using Dragon speech to text software on my iPhone while stuck in traffic.

This particular course has a text book, and the process I followed was one of reviewing the chapters, identifying the relevant concepts and essentially throwing key words and images down on a single large canvas. Prezi makes it real easy to reduce, enlarge and rotate elements and I found the authoring process strangely liberating because I was not restricted by the normal linear presentation format.

Prezi allows you to select some pre-formatted styles which I found to include some very nice font selections. The ultra simple text editing is fast to use but unfortunately lacks any Spell Check which is a serious issue for creative spellers like yours truly.

After getting most of the content in place and sizing it to create a hierarchy of importance and some visual flow, it was time to create a path though the material. This was simple mater of clicking on objects, when I wanted to it was easy to move nodes from one object to the other, thus changing the order of the presentation.

A couple of run throughs in play mode and some adjustments to the path and sizing of objects, (to control the zoom effects) and I was ready to go.  The application allows you to share and present from the on-line version or you can create a downloadable non-editable executable that plays from the desktop. I saved a file to my memory stick and went to bed.

ADV1616 Students enjoying their Prezi

ADV1616 Students enjoying their Prezi

Next day I presented the Prezi twice and must say it was fun. Although my presentation was almost entirely text, the variety in sizes, font and zooming transitions made the presentation interesting and engaging. After each presentation I polled the class on their thoughts and universally they liked it.

And myself, I liked it too!

You can find the presentation on-line, (start by clicking on the picture of Aristotle).   This is a rather simple example, I know that Nick is using it to come up with something much more amazing…maybe even subversive.

Engagement anyone?

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There is a lot of talk about employee engagement these days. In management circles we talk about strategies and best practices for achieving high levels of employee engagement. Perhaps this is in response to reports of a general malaise and historically high absenteeism, or maybe because we are finally waking up to the fact that we really do need to “do better with less” if we hope to leave the world a better place.

So what is this thing called engagement?

For me engagement is a personal thing, it is an organic network of relationships, messages and memes. It is about rallying around some of the common themes and goals in an organization. It is about giving permission to staff to take responsibility for finding new and better ways of doing their jobs.  It is about demanding intellectual accountability and value for every salary dollar we spend. It is about enabling staff to take small risks and implement ideas directly. Most importantly it is about trusting each other to do what we think is best. Accepting some risk and celebrating early failure.

Engagement isn’t something you can outsource. It comes from sincerity about working for improvement and a tolerance for many points of view.

So how do we improve engagement?

Attitude.

The #1 factor that will determine the success of an engagement effort is the attitude of the people involved. This means that:

  • Staff need to take on their leadership responsibility by speaking up and pushing their organizations to improve.
  • Middle Management needs to accept the fact that control is an illusion and be willing to trust their staff. And they need to define themselves in a away that does not require the control of information. They need to listen very carefully to those pushing for change.
  • Senior management needs to promote leadership at all levels and demonstrate that appropriate risk taking is acceptable.
  • We all need to be tolerant and listen to multiple points of view. Perhaps most importantly we need to approach the monumental tasks in front of us with a positive attitude.

Engagement isn’t something you design and build so much is it something that you cultivate in your relationships. Certainly we can design processes, polices and reward systems that create an environment that is engagement friendly, and we must continually work to reduce systematic barriers to engagement, but ultimately it comes down to the attitude of the people in the system.

And that starts with you and me.