“My hope is that we have a new way of working in the future, and be able to adapt” – Commissioner for Public Sector Employment, IPAA SA President, Erma Ranieri FIPAA
The word “unprecedented” has been thrown around a lot recently to describe the situation we have found ourselves in, both as a nation, and a public service. COVID-19 though has indeed brought unprecedented challenges and changes to the way we live and work.
For leaders and managers at all levels, there has been a demand to quickly adapt to new ways of managing teams remotely and ensuring business continuity even through the height of the pandemic.
As we learned from our Virtual on the Couch guests, the challenges leaders have faced and overcome have been substantial and even as we move into the recovery phase, key leaders share that the drastic shift in workplace paradigm will remain with us. The question for leaders here, is how do you apply the lessons from leading in crisis to support teams and reach goals in the ‘new normal’?
“Leadership is an area where you are focusing on change. It’s being prepared to change yourself. It’s being prepared to lead people through those changes” – Chief Executive, Environment Protection Authority, Tony Circelli
It’s simple to stick to what we know and feel comfortable with, and COVID-19 certainly did the job of pushing many people far beyond their comfort zone. Appreciate your own capacity to adapt, knowing that you have led through one of the biggest crises of recent times. As future opportunities for change and new ways of doing things emerge, keep this in mind and don’t be afraid to go outside your comfort zone, in order to embrace these changes and opportunities.
“You have got to have clarity, you have got to have purpose and you have got to communicate, communicate, communicate” – Chief Executive, Department for Child Protection, Cathy Taylor
From all the public sector leaders that have joined us On the Couch one thing that has stood out is the importance of communication. We have seen across the sector and through messages to the public how vital it was that everyone felt informed and confident that they had the correct information. Looking forward, what lessons in communication can you apply to your role? Perhaps foremost is that in new work paradigms, where your team might not always be in close proximity, we need to engage in new methods and channels of communication. Staying connected with your team, even over distance, through digital platforms will help remote workers stay engaged and accountable.
“Leadership is about making sure people feel they are in, whatever your missions is, together” – Acting Chief Executive, Department of Human Services, Lois Boswell
As we all banded together to face this crisis, cohesion and teamwork were at an all-time high, and a key challenge for us now will be how to maintain this in the recovery period. Change is hard to maintain, and you will need to use all your skills in communication and emotional intelligence to find new ways to enthuse and connect your team about projects you are undertaking. The pandemic has taught us that communication matters, and that when your team members feel considered and part of the process, then there is a much higher will to perform and engage. As a leader, you will need to look for ways to bring your team together to reach goals, allocate work effectively and know where to build your team’s skills to enhance their confidence and ability to contribute.
“Healthier happier staff give you better returns as an organisation” – Chief Executive, Department of Treasury and Finance, David Reynolds
The experience of COVID-19 has been different for everyone, but whether big or small we have all been impacted in some way. As a leader, this may have meant a wake-up call to the different circumstances and challenges your team members are facing, where a high degree of emotional intelligence was needed to care for the health and mental wellbeing of your team. In the new normal, where flexible work and remote work becomes increasingly available, you should consider investing in building and developing greater emotional intelligence skills to communicate with people empathetically and effectively no matter what the future throws at you.
“If you create the space, leaders will step into it” – Rick Persse
Many leaders who have spoken with us have shared that longstanding silos have been seemingly demolished in the wake of the pandemic, bringing new opportunities for collaboration across departments. Leaders who excelled during this crisis demonstrated key attributes which they modeled to the rest of their team, including the expected behaviors to engage in, as well as how to hold a positive and resilient mindset. Adaptive leadership is perhaps the most apt term to describe the style of leadership required here, where teams are operating in often uncharted territory. Now is the time to build and develop your skills in adaptive leadership, as well as to understand how your leadership style impacts the performance and wellbeing of your team.
“Make sure that you are looking at them holistically, not just what they might be producing at their home or not” – Commissioner for Public Sector Employment, IPAA SA President, Erma Ranieri FIPAA
If we are embracing a new work model where remote work and virtual team management becomes part of normal practice, then you will encounter a need to shift your mindset around traditional styles of management and measures of performance. As many of the leaders who joined us On the Couch highlighted, performance can no longer be measured solely on the basis of ‘turning up’ each day. Instead, you need to look at the members of your team holistically- including their mental and social performance as well as their outputs. It has been noted throughout the pandemic that remote work has helped boost productivity levels, where people are getting more done in the day, removed from time eaters such as office chatter, etc. On the flip side of this however is that social isolation has had a negative impact on many people, so whilst we might be seeing increased productivity, we need to weigh this against mental wellbeing. If you are going to lead a remote team post-pandemic, you will need to make sure you have the skill set to help both yourself and your team;
Want to hear more? Our full Virtual on the Couch series is available to view here, where key SA public leaders share their insights on leadership styles, mantras and much more…
Forensic Psychologist, Luke Broomhall joins us in the latest instalment of the COVID-19 Wellbeing – Interview Series. Mr Broomhall shares his tips and advice for leaders, managers and team members on how they can look after their own mental health and that of others.
Mr Broomhall urges us to look out for behaviours that sit outside the norm for that person, such as bouts of tearfulness, withdrawal, or anger. If so be prepared to sit down and open up a conversation with this person on the behaviours, you have noticed.
You might like to start the conversation by saying…
“ [Name} I have noticed lately that you seem a bit more [describe the behaviour e.g. withdrawn and quiet] and [these goals or items haven’t been met] and I’m a bit concerned about you and I just want to know if you’re okay and if there’s anything I can do?”
The role of the manager or leader when handling the response to this question is to have a human response grounded in empathy, but to also understand what they can and can’t control, and in turn to provide resources for the individual to access that will support them. When you encounter a strong emotional response from an individual you can respond to them as described below:
“I understand you are feeling this way, tell me more about your experiences and what you are going through at the moment”
In the transition back into the physical workplace there are several measures and tips that leaders and managers can employ to ease people into the ‘new normal’ of post-COVID-19 work.
We all want to be able to help and support our friends and colleagues when we can see they may be experiencing mental distress. Mr Broomhall shares that we can all take an active role in checking in with others during this time, but firstly you must:
If you have had a chance to view this interview, please provide your thoughts here.
To help you stay informed during COVID-19, IPAA SA, the South Australian Leadership Academy (Office of the Commissioner for Public Sector Employment) and PwC are pleased to offer the Virtual On the Couch Series.
This Virtual On the Couch session we had the opportunity to hear from Chief Executive, Department for Education, Rick Persse on his views on the challenges of responding to COVID-19 in the education sector. Mr Persse expressed great positivity in South Australia’s response to the pandemic and what this means for our children returning to school in Term 2. Mr Persse was interviewed by Jamie Briggs, Adelaide Managing Partner, PwC where they explored the following questions:
disclaimer: This video contains an unedited transcript
Links and Resources
Australian Health Protection Principal Committee
Letter from the Chief Public Health Officer
“We don’t want to leave any child in an at-risk situation”, Chief Executive, Department for Child Protection, Cathy Taylor FIPAA, emphasised this as being at the heart of her department’s response to COVID-19.
Ms Taylor also shared her insights on the challenges and opportunities her department is experiencing, and how they can continue to deliver services whilst keeping people safe.
Ms Taylor explored the below questions during this interview with Mark Thomson, Partner, PwC, throughout praising the overwhelmingly positive response from the community, NGO’s and her department.
Resources
Can We Declare a COVID Dividend, by Martin Stewart Weeks – as mentioned
COVID-19 one-off cash boost for our foster and kinship carers – Media release from Rachel Sanderson MP – as mentioned
Disclaimer: This video contains an unedited transcript
If you have had a chance to view this interview, please provide your thoughts here.
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Anxiety and psychological distress are on the rise as our workforce adapts to the COVID-19 pandemic. More so than ever now is a time for leaders to shine through to guide and support their teams through these challenging times. Some leaders more so than others are better equipped to manage their staff virtually, but as most organisations don’t educate leaders on this area, many will struggle to adapt and find their feet in this new world.
Leadership during a pandemic is new and untested, where we are learning on the fly what does and does not work to manage staff in the virtual world. Human Psyhcology have shared with us essential advice for managers and team leaders in helping their team adapt. This includes;
You can read and download the full tip sheet here.
Last week IPAA SA President and Commissioner for Public Sector Employment, Erma Ranieri, was the first guest for On the Couch – our first virtual instalment in this series. PwC Partner, Marcus Catchpole led the discussion on current advice to South Australian public sector employees and the unique role of Commissioner Ranieri and her office in this unprecedented time.
The opening discussion focused on the role of the Commissioner for Public Sector Employment during a global pandemic. Commissioner Ranieri highlighted the role is constantly evolving as this type of event has not been seen in recent times. The Commissioner views her role as setting and clarifying employment arrangements for public sector employees and planning the workforce response to directions from the State and Federal governments. This includes deciding how self-isolating and social distancing practices can be implemented across the sector and what this will look like for public sector staff.
The Commissioner said her office is also a point of information and communication, where public sector employees can access current advice for associated leave entitlements and working arrangements, under the current pandemic situation.
The ‘Commissioner’s Determination 3.1’ is currently the best place to find the latest advice on leave including COVID-19 leave. The Commissioner stressed the importance of employees familiarising themselves with these documents and being aware of what’s expected of them and how the conditions of their employment have adapted to meet new changes and challenges.
The continually evolving COVID-19 situation and response was also explored, as the Commissioner shared her hope for flattening the curve of infections and continuing to be able to support and implement measures across the public sector to assist in this respect.
In the event of a critical proportion of the state public sector workforce becoming unavailable, Commissioner Ranieri outlined the role of her office in mobilising the whole of workforce to respond effectively and to move people and capabilities around where they are most needed.
Mr Catchpole asked about some of the less obvious roles that the public sector plays in this situation. Commissioner Ranieri explained that the public sector is a huge portion of the SA workforce and that the roles everyone will play are varied from critical frontline services such as doctors and nurses – to the people behind them, supporting them in being able to deliver these vital services. She said this includes a wide breadth of employees; from those ordering medical equipment – to those in Shared Services and SuperSA – ensuring that employees are paid. The Commissioner highlighted the importance of balancing the support for both front line, and behind-the-scenes services to ensure continuity to serve the community.
Above all, the Commissioner praised the response of all public sector employees in facing this challenging situation, emphasising the importance of continuing to care for one another in the workplace, even in the form of a phone call or video chat. Commissioner Ranieri shared that everyone is worried about vulnerable members of the family but that “we are all in this together.”
You can view the full interview below as the Commissioner answers further audience questions and expands on the evolving situation.
Disclaimer: This is an unedited transcript of the discussion.
Resources
For the latest information and resources please view the OCPSE website.
Public Administration Today (Today) was a quarterly publication for IPAA members, which served as a national communications medium for all IPAA members. It aimed to report IPAA activities, promote and celebrate achievements in Australian public sector management, disseminate information about major trends and developments, and facilitate discussion and debate.
The magazine was published by IPAA ACT on behalf of IPAA National, with a circulation of approximately 5,000 as at 2015.
In June 2015 it was determined that IPAA would cease the publication of Public Administration Today. As a result of falling circulation nationally and increasing costs, it was no longer a financially viable proposition. Edition 43 was the final, covering the period July to September 2015. IPAA ACT wishes to thank the many contributors to the magazine, with a special mention for Mr Ron Dent, the editor for the four final years of the publication.
The four most recent editions are accessible below, with previous editions available by contacting IPAA ACT on 02 6154 9800.
Public Administration Today (2004–2015) was a quarterly publication for IPAA members and built on the earlier success of the Canberra Bulletin of Public Administration (1973–2004).
‘Today’ reported on IPAA activities, promoted and celebrated achievements in Australian public sector management, shared information on major trends and developments, and generated discussion and debate.
Contact IPAA ACT on 02 6154 9800 if you would like to access to earlier editions of Public Administration Today or otherwise visit us at level 6, 12 Pirie St, Adelaide SA, 5000 to browse through our available editions.