Governing the City State - Chief Minister and Treasury Directorate ...

LeadershipLeadership in PCO is characterised by a high degree of openness and respect for all teammembers. Leaders recognise the contributions of staff and are supportive professionally andpersonally.If mistakes are made the culture is to look for solutions and lessons learnt rather than toallocate blame. This encourages the early recognition and reporting of problems so that theycan be worked through, rather than being ignored or allowed to fester.While there is a clear hierarchy, the leadership team is receptive and open to a range of views.Decisions are generally made quickly by the management team after discussion and widerconsultation if required.Professional development, whether it is internally or externally focussed, is seen as core work.This helps to maintain a high standard of work and embeds growth and development as sharedworkplace values.Individual officials must take greater accountability for their actions, drivers and outcomes.Importantly, officials must be prepared to challenge behaviour. Personal accountability,willingness to be responsible and acknowledge weaknesses is fundamental to sustainableimplementation of new ways of working. Importantly, the following questions can helpofficials refocus their efforts daily:• does my reaction contribute to a constructive working environment?• do I treat my peers, colleagues and clients with decency and respect?• how can I take responsibility for improving an outcome today?• what will I do today to make a difference?Individuals who seek to prosper and reach their potential would do well to study how theycan make a difference by reading Chapter 6 of Peter Drucker’s Management Challenges forthe 21 st Century. This Chapter includes the secret of managing your boss!Critical to a ‘One ACTPS’ approach and a high performing ACTPS is access to qualityinformation that tells the story of the Service and its people. The current operational andrecord keeping tools do not provide for the systematic capture of quantitative and qualitativedata. An improved understanding of ACTPS workforce metrics and qualitative informationwill assist in understanding workplace culture, planning for future needs, identifying trends,and priority areas, and enabling appropriate benchmarking for future measurement ofachievements.An ACTPS-wide pulse survey will enable an accurate and regular read of ACTPS culture,work climate, and blockages to future high performance. Designed to take snapshots ofemployees’ opinions at a given point in time, such surveys can be conducted frequently,using the same baseline questions – problem areas that require more attention can also beCapability, Capacity and Effectiveness: 263