Leading by example : Diriger par l'exemple : ce que nous ont dit 50 Canadiens éminents au sujet de la fonction publique fédérale et des raisons pour lesquelles le leadership compte

Public servants need to take a slow and patient approach to expanding networks and developing their “emotional intelligence” so that they truly appreciate and are able to integrate the perspectives and concerns of stake - holders and citizens: “There are many things that could be pushed closer to people where there is a greater chance that people can understand the nature of the tradeoffs and comp [...] Many of our interviewees suggested that the public service needs to be increasingly agile to respond to the changing demands of citizens, the shifting priorities of elected officials, and a changing world. [...] In terms of weaknesses, some expressed the view that there has been an erosion in the fundamental skills and competencies of senior leaders over the past number of years, including a deterioration in administrative skills and in the “Without leadership, you don’t ability to arrive at and articulate policy options to Ministers. [...] As one respondent said: “I think there is an understanding now, in a way that was probably not so true a generation ago, that this issue of values is hugely important in terms of not just the performance of the institution but it’s ability to attract and keep the people they need to function effectively.” THE PUBLIC SERVICE AND MOBILITY The majority of respondents agree that increased mobility bet [...] As one respondent noted, the view in the nation’s capital seems to be that “service delivery jobs are in the regions, but thinking jobs aren’t in the regions.” Another noted: “There hasn’t been much recruitment in the regions during the last 10 years, and we’re not working hard enough to find opportunities for people in other parts of the country.” Other respondents trace the roots of the cultural