In this month’s blog, I would like to test out an idea. I have been toying with this idea for some time now. As I share it around, some people seem to think it is interesting albeit disruptive, and others get excited about its potential. Today, I would like to make a pitch to you in the CGE community to ask for help in thinking this idea through with me.
The idea centres around introducing a new self-directed learning and development model for the public service based on knowledge sharing, and learning and development core principles. It is a model that is creatively driven by the individual yet sponsored by a network of peer supporters who wish to help each other access unique learning and development opportunities that may not otherwise be possible. If implemented well, this new model could reinvent how professional development happens in the public service.
What really excites me about this idea is it allows for purposeful collective action, where professional development is put in our own hands to access learning opportunities that our communities believe are important for today’s public service.
According to Deloitte’s 2015 Global Human Capital Trends report, Culture and Engagement was rated the most important issue facing organizations today. Furthermore, Learning and Development was identified as the third most important challenge.
The idea I’m about to propose is a response to these on-going work force issues. (It’s only a starting point and I invite you to participate in helping to think it through further.)
I am a big supporter of crowd-funding campaigns because they give people the opportunity to make a pitch and seek direct support from a targeted network of people who also believe in the cause being promoted. Crowdfunding, or collaborative funding via the web, is one of the standouts for growth in today’s evolving collaborative economy.
Kickstarter, Indiegogo, Crowdfunder, and Crowdera (a personal favourite that is a free platform geared towards non-profits or social innovators) are just a few of the ever-growing crowdfunding sites.
If you are a social innovator, these platforms make your dreams come true. They empower people to activate a global community to move ideas forward by putting them into action. These platforms are built around raising money for what matters to everyday people. They are fascinating social innovation tools because they put power and leadership back into the individual’s hands to make opportunities happen. An agent of change no longer needs to wait (and beg) for support from traditional sources of revenue.
As an example, let’s take the model of Crowdera and see how it works.
Step 1: You engage your community to make a difference. You start and share your campaign using social sharing tools to reach your supporters.
Step 2: You are encouraged to “be the change” by becoming a catalyst in your community by bringing people together to raise awareness and funds for individuals, non-profits and social innovators.
Step 3: You are expected to find creative ways to say thank you to your supporters. This is a great way to show your gratitude and celebrate the impact your crowd has made on the world.
Crowdera, like other crowdfunding sites, helps you discover projects that people are passionate about while offering you the opportunity to step-up and take direct action to help create more of what you believe in.
What if we were to apply a similar type of model to learning and professional development opportunities in the public service?
What if we were able to set-up a type of crowd-resourcing site internal (i.e. PSA) or external to government (i.e. Institute of Public Administration of Canada) to offer people the opportunity to make a pitch about a leadership learning development opportunity they see as important and supports their cause of improving the public service.
Succession planning, or lack of, continues to be identified as a critical issue facing all levels of government. There is a looming capability gap and this innovative response could address many HR issues head-on.
Here’s how I think it could work…
Step 1: Make a pitch on what professional development opportunity you would like to access and why. For example: Pitches could be to attend leading edge local, national or global conferences, forums, debates, workshops and events that focus on public sector leadership, engagement, citizen services, big data, climate action, food systems, policy and innovation. You could also seek out a community to help test ideas through innovation jams or change labs. Maybe you want to host a forum or a speaker series and need some assistance to do it – any learning and development opportunity would be fair game. Whatever the need, this crowd-resourcing platform could be the solution; attracting a range of investments from across the public sector to help meet needs (i.e. policy expertise, network connections, case studies, etc.).
Step 2: Become a catalyst in your community by sharing the many benefits this particular learning and development opportunity would offer you, your peers and your organization. Strong articulation of the targeted benefits coupled with the creative avenues you would use to share your experiences would be expected in order to receive resources. Also, if you were asking for peer funding to access a particular learning opportunity, half of the investment would come from you to demonstrate your personal commitment to the endeavour.
For example: Key resources would be shared to help your community fully understand the benefits associated with the learning opportunity. Through promoting the innovative thinking, approaches and practices in your particular field of interest, you could help educate others and illustrate your knowledge by making recommendations on how to apply these elements in your work. You could also poll peers and potential supporters to find creative ways to meet their specific interests and needs (i.e. seek out collective issues and invite supporters to share how they would like to benefit as one of your professional development investors).
Step 3: Find creative ways to share your learning and transfer knowledge in the broader public service. For example: By leveraging social media, you could put your learning into direct practice by working with your community to find ways to do rapid knowledge transfer and test ideas in real time. As follow-up, you would also use webinars, blogs, podcasts, lunch and learns, and workshops to share your insights and ensure your peers needs were met.
Upon reflecting on my idea, Carla Johnson, a new professional and budding intrapreneur in the Government of Alberta, shared “continuous, life-long learning is the future of the public service. Public servants must learn new skills; new ways of being. Building the capacity of our work force to meet new expectations and new ways of doing business are key to public service renewal.”
Carla did her phD in education and has worked for a number of years with learners of all ages. Through this experience, she has developed an approach to building capacity called the Infinite Development Pathway (IDP). The IDP is an operating model intended to build organizational capacity by combining experience, best practice and evaluation. It is an approach to organizational learning that can be applied to any skill area.
Carla believes many organizations, including governments, have undertaken extensive projects to increase the capacity of their organizations. However, she feels the successful building of capacity is not always guaranteed. New learning is not always embraced; new behaviors are not embedded into professional practice. Building the internal capacity of an organization can prove ineffective if delivered without due consideration of some key principles.
In order for this crowd-resourcing model to have transformative impact, proper planning to ensure new learning can be put into immediate practice is fundamental. Carla suggests that one way to do this is through a Responsive Development Community (RDC), which is a mechanism that allows the exchange of ideas and expertise amongst all participants to be shared. She laments, “what we don’t need to be funding any more of is folks going off to partake in training that is, although exciting and potentially insightful, not to be applied.”
As for the model I’m proposing, Carla would like to see more structure and rigor around how knowledge can be shared, and more thinking done around expectations for what happens following the learning.
LEADERSHIP IN PRACTICE
I see leadership as practices that enable others to achieve purpose. This type of crowd-resourcing model demonstrates leadership capacity in many different ways. It creates shared purpose, builds collective capacity, and beautifully showcases the principles of collaboration and the power of communities.
One of the key benefits is it helps us break free from the constraints of the lack of professional development funds and resources available today in the public service.
This model can give a community of like-minded change agents the power to use its own resources, in creative ways, to purposefully create the collective capacity needed to redefine, reinvent and redesign the public service of the 21st Century.
Let’s champion career development to be employee-owned, manager facilitated and organization supported. I believe that a necessary part of the learning organization is involving co-workers in knowledge construction and diffusion within the organization.
If put into thoughtful action, this idea could evoke a new cultural model for the public service, one that is based on collective encouragement, collective learning, and collective knowledge sharing. It would boldly demonstrate that a new era is being ushered in – one that exemplifies a strong commitment to support each other’s self-directed learning and developmental pathways for the betterment of all.
If you are interested in thinking this idea through, please reach out to Colleen at email@example.com or on twitter @SInnovatorsNet.
Colleen McCormick is Director of Strategic Issues with the Ministry of Jobs, Tourism, and Skills Training and former Director, Innovative Partnerships where she managed the social innovation file in the Ministry of Social Development. Colleen is also the founder of Social Innovators Network Foundation. Previously, she was a TEDxMileZero organizer and National Chair of the New Professionals for the Institute of Public Administration of Canada. She has an MBA from RRU and a Graduate Diploma in Social Innovation from the University of Waterloo. You can contact her on Twitter @SInnovatorsNet.
Ducks look like they have it All Together. Above the water, all is calm. They glide, expressionless and serene.
Below the water, they’re paddling madly trying to stay afloat and to avoid getting eaten. It’s like they’re in an endless, hidden panic.
We’re not so different from the ducks.
If the world discovered that we didn’t have it All Together, we’d be exposed as frauds. Like ducks, we want to be seen as calm, controlled, and at peace. Not to be seen with it All Together would be to show vulnerability to those whom we lead.
So, what do we do? We control the message. We limit exposure and discourse – it limits the angles of attack. We choose our words, particularly those in writing, carefully – lest they come back to bite us.
We often think that other people have it All Together, since what we see of them is the serenity of a duck floating on water. Inner turmoil is hidden – well – inside. Under the water, each of us is mired in our own flavour of crap. Unfortunately, trying to mimic the duck-like image we see in others sets us up for stress and exhaustion. Thus the epidemic of mental health issues plaguing the working world. We delude ourselves.
It’s all a ruse, though. We’re imperfect, stressed, and self-doubting creatures. We think everybody else has it All Together, so we hold ourselves up to impossible standards and feel alone in our fear, uncertainty, and doubt.
Recently two friends, Kent and Nick, published articles displaying true vulnerability. They admitted, honestly and bravely, that they don’t have it All Together. Like all of us, they occasionally screw up at work, have self-doubts, and deal with a lack of mental wellness from the stress of it all.
If anything, my respect for these individuals has gone up. It takes an advanced level of introspection to recognize your own failures and to admit to them. If anything, it shows your humanity.
So, what to take from this?
Anybody can show a mask of perfection to the world. It takes a Really Brave Person – a Really Brave Leader – to show vulnerability.
So, let me admit to the world: I Do Not Have It All Together. I don’t know if I have made good career choices or bad. I’m wonder whether I speak up too much or too little. I flounder. I worry that I’ll be exposed for how little I really know about anything at all.
That said, I am okay with my imperfections. They’re what make me normal.
True leaders don’t need to have it All Together all the time. It’s okay to admit that you don’t have perfect foresight or total confidence. Make the best decisions you can, with what information you have, right now. Showing a bit of vulnerability to your employees helps build trust and common cause. It’s not a weakness, it’s a strength.
Some questions to ask yourself: In what areas do I feel confident? Is it legitimate confidence, or self-deception? Where do I feel less confident – where do I have it Less Together? How do I, as a leader, show my humanity? How do I balance showing vulnerability with my responsibility to be the face and voice of the employer?
George Wenzel is a journeyman public servant. He has worked delivering programs and in internal services, most recently in Human Resources. His mission has been to improve service to Canadians by improving frontline management. You can find him online at about.me/georgewenzel, govlife.ca, and on Twitter @georgewenzel.
I blogged in November 2012 about seeing Dr. Bernard Meyerson, VP Global Innovation, IBM, at that year’s GTEC. Dr. Meyerson spoke to why innovation matters and how it is linked to growth and growth happens when good people pursue grand challenges to accomplish the seemingly impossible. Last week while watching an episode of Second regard on tou.tv, a similar comment came up in an interview with young Canadian Rhodes Scholar, Simon-Pierre Chevarie-Cossette. He mentioned the how grand visions can serve as a guide post to orient people and allow alignment with other fellow travellers.
I have been thinking lately about some of the older papers I have read, specifically one that I blogged about last June (Objects in the Mirror Are Closer Than They Appear, Pt. 3), “Blueprint for Renewing Government Services Using Information Technology, 1994.” There are some grand visions in the document, and ones we have clearly not yet achieved. There are also a lot of similarities to recent work, most notably, Blueprint 2020. One could get discouraged that 20 years has passed and we have not yet reached the vision, but I believe these grand visions are simply guideposts, and good sense should form a lasting direction which, while we may need to adjust it from time to time, it is not going to dramatically change. We just have to follow that star.
“To dream the impossible dream, To fight the unbeatable foe, To bear with unbearable sorrow, To run where the brave dare not go, To right the unrightable wrong, To love pure and chaste from afar, To try when your arms are too weary, To reach the unreachable star, This is my quest, To follow that star.”
~lyrics by Joe Darion (Man of La Mancha 1972)
Thank you for reading.
Disclaimer: Note that while I work as a public servant, this is entirely my own initiative and what I post here does not necessarily reflect the view of the government, my office or my position there in.
Craig Sellars is a passionate Canadian public servant and biologist. Connect with Craig on Twitter @CraigSellars.
What can the cloud do for you?
IT in Canada is holding a free webinar series that will answer exactly that question. The first in the series will be held on February 19 and will feature Waterfront Toronto, an organization that oversees a revitalization project funded by the governments of Canada and Ontario, and the City of Toronto.
With a limited budget and resources, Waterfront Toronto used the IBM SmartCloud to launch newblueedge.ca, a service meant to help residents connect with each other, local businesses, and service providers. The goal was to build a strong base foundation that could be scaled out, without investing in a lot of hardware and infrastructure.
As a result of Waterfront Toronto’s work on this initiative, Toronto was selected as one of the top seven most intelligent communities of 2013 by Intelligent Community Forum, a New York-based think tank. Using IBM’s cloud technology, the corporation is developing ‘future-proof IT infrastructure.’
To hear more from Kristina Verner, Director of Intelligent Communities at Waterfront Toronto, and John Longbottom, P. Eng. CMA of Smarter Cities National Executive with IBM Canada, about this initiative, please click here to register.
If you are unable to attend, you can still register to receive a video and follow-up content about Waterfront Toronto’s work!