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Line 67:
Line 67: − • data and reporting+ − • learning delivery modes+ − • the learner experience+ − • how to better engage organizations in service+ Line 144:
Line 144: − 1. Gets "stressed out" and makes things worse in difficult, challenging or crisis situations. + − 2. Places an inordinate value on his or her technical prowess to the detriment of broader leadership abilities.+ − 3. Has a tendency to blame others or the "situation" for mistakes, performance shortcomings, etc.+ − 4. Impedes timely or cost-effective work delivery by being overly hesitant, perfectionist or stubborn.+ − 5. Has tunnel vision: focuses on what happens in their own unit to the exclusion of broader issues.+ +
no edit summary
As part of our commitment to engaging you better in 2018–2019, the School held in-person and online '''consultations to inform the School’s next multi-year Service Strategy'''. We focused on '''four key areas''' identified as requiring greater attention:
As part of our commitment to engaging you better in 2018–2019, the School held in-person and online '''consultations to inform the School’s next multi-year Service Strategy'''. We focused on '''four key areas''' identified as requiring greater attention:
* data and reporting
* learning delivery modes
* the learner experience
* how to better engage organizations in service
In-person sessions were held on June 19, 20, 26 and 27, and online participation opportunities were available through the [https://gcconnex.gc.ca/groups/profile/20206162/canada-school-of-public-service-ecole-de-la-fonction-publique-du-canada?language=en Canada School of Public Service GCconnex group] and [https://gccollab.ca/groups/profile/1042029/envoilu00c0frvoilu00c0 VOILÀ] on GCcollab from September 12 to October 5. We are currently reviewing and analyzing the input and will report the findings to you in the New Year.
In-person sessions were held on June 19, 20, 26 and 27, and online participation opportunities were available through the [https://gcconnex.gc.ca/groups/profile/20206162/canada-school-of-public-service-ecole-de-la-fonction-publique-du-canada?language=en Canada School of Public Service GCconnex group] and [https://gccollab.ca/groups/profile/1042029/envoilu00c0frvoilu00c0 VOILÀ] on GCcollab from September 12 to October 5. We are currently reviewing and analyzing the input and will report the findings to you in the New Year.
'''Jennifer Currier, Executive Programs Advisor at the Canadian Food Inspection Agency''', identified five characteristics that are used at CFIA in assessing the aptitudes of potential candidates in their non-EX leadership development program. These aptitudes are sometimes difficult to pinpoint in cases where there is an apparent—but covert—barrier to leadership potential. The five characteristics identified are as follows:
'''Jennifer Currier, Executive Programs Advisor at the Canadian Food Inspection Agency''', identified five characteristics that are used at CFIA in assessing the aptitudes of potential candidates in their non-EX leadership development program. These aptitudes are sometimes difficult to pinpoint in cases where there is an apparent—but covert—barrier to leadership potential. The five characteristics identified are as follows:
# Numbered list item
# Gets "stressed out" and makes things worse in difficult, challenging or crisis situations.
# Places an inordinate value on his or her technical prowess to the detriment of broader leadership abilities.
# Has a tendency to blame others or the "situation" for mistakes, performance shortcomings, etc.
# Impedes timely or cost-effective work delivery by being overly hesitant, perfectionist or stubborn.
# Has tunnel vision: focuses on what happens in their own unit to the exclusion of broader issues.
'''Mélanie Legault, Executive Coach and Talent Management Advisor at Transport Canada''', spoke about a leadership development program for non-EXs in her department. Interested applicants are screened into the program upon senior management approval, with each participant being offered an 18-month leadership development assignment. As part of the leadership development program, Mélanie provides one-on-one coaching, access to information on leadership development opportunities, an analysis of strengths and weaknesses and an articulation of areas for improvement, among other components.
'''Mélanie Legault, Executive Coach and Talent Management Advisor at Transport Canada''', spoke about a leadership development program for non-EXs in her department. Interested applicants are screened into the program upon senior management approval, with each participant being offered an 18-month leadership development assignment. As part of the leadership development program, Mélanie provides one-on-one coaching, access to information on leadership development opportunities, an analysis of strengths and weaknesses and an articulation of areas for improvement, among other components.
