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== Anthony P. Sheehan, Chief Digital Officer == | == Anthony P. Sheehan, Chief Digital Officer == | ||
After 10+ years in the private sector, including working as a producer in the video game industry (Ubisoft), I joined the public service in 2014. Ever since, I’ve been focused on bringing modern approaches to the GC to help deliver better services faster to Canadians. I published an article in 2017 on this topic, which made the [http://canadiangovernmentexecutive.ca/dig/23_04/ cover page of the Canadian Government Executive magazine]. I was appointed the Chief Digital Officer of CAS in July 2022. | After 10+ years in the private sector, including working as a producer in the video game industry (Ubisoft), I joined the public service in 2014. Ever since, I’ve been focused on bringing modern approaches to the GC to help deliver better services faster to Canadians. I published an article in 2017 on this topic, which made the [http://canadiangovernmentexecutive.ca/dig/23_04/ cover page of the Canadian Government Executive magazine]. I was appointed the Chief Digital Officer of CAS in July 2022. | ||
Latest revision as of 07:33, 26 August 2023
Home | Work Environment | Meet the CDO | Opportunities
Anthony P. Sheehan, Chief Digital Officer
After 10+ years in the private sector, including working as a producer in the video game industry (Ubisoft), I joined the public service in 2014. Ever since, I’ve been focused on bringing modern approaches to the GC to help deliver better services faster to Canadians. I published an article in 2017 on this topic, which made the cover page of the Canadian Government Executive magazine. I was appointed the Chief Digital Officer of CAS in July 2022.
Before that, I worked as the Director General of the Transformation, Strategy & Results directorate at Transport Canada. Prior to joining Transport Canada in 2019, I was the Sr. Director of Digital Delivery and one of the leaders driving the NextGen HR & Pay innovative Agile Procurement Process. I hold an undergraduate degree from the Université de Sherbrooke, an Exec MBA from the Telfer School of Management and try to continuously improve as a person, a public servant and a leader.
With this goal in mind, I recently participated in the 2022 Governor General Canadian Leadership Conference and the Senior Managers in Government program at the Harvard Kennedy School. I’m also a suicide prevention volunteer and co-founded the Gatineau Ottawa Agile Tour as well as co-launched and sold the startup alagarderie.ca. Originally from Québec city, I live in Aylmer with my wife and 2 young boys.
You can find out more about me on LinkedIn.
Leadership Style
I believe a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – pretty much what’s in here. In our team, we have a Work Hard & Play Hard mentality, which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, as well as on character, behaviors and mutual fit. For us, how you deliver results is just as important as the results you deliver.
I believe in self-empowered multi-functional teams, supported by clear decision-making. I really liked some of the concepts in Ray Dalio’s book Principles, especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions, you get more diverse perspectives, more buy-in, and ultimately achieve better results quicker.
I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, but at the end of the day, they are accountable for the decision and the result - and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as decision-making authority. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.
Our leaders also take great pride in empowering our teams and working closely with team members to support their career growth. One of the greatest testimonies of our success is when one of our employees gets a promotion, whether within our organization or beyond.
Work – Life Balance
I believe that outcomes are more important than outputs; and that tired and stressed employees are not productive. There is also more to life than work and that ultimately, a happy, engaged, diverse and competent workforce is one that will best serve Canadians.
I also believe that jobs in the GC are good jobs that come with an opportunity to help increase the quality of life of all Canadians – that’s pretty amazing! We must also keep in mind that our salaries are paid from the taxes we collect from citizens and businesses. This comes with the accountability to develop a high-performing workforce that ensures good governance and service to Canadians, and that embodies public service values. So yes, we have deadlines, I hold my team to account, I make sure their performance is in line with expectations and we discuss when we fall short to find ways to do better. I do this because it's my job and we owe it to Canadians.
It is in this interesting context that I try to find the right balance of Work Hard & Play Hard and yes, having the right balance – or integration – of work and life is important to me personally and professionally.
Hybrid Work Model
We work within the common hybrid work model for the Federal Public Service. That being said, given the nature of the job duties, aside from a few exceptions, most roles in my team can be filled and performed from anywhere in Canada – where there’s a good Internet connection and a CAS office nearby.
So that was a bit about myself and my management style, now here's more information on the work environment.
