The recent publication of an "oven-ready" civil service code by Re: State has sparked an intriguing debate about the balance between delivery and people skills within public service organizations. As an executive coach and former senior civil servant, I can't help but view this code through a unique lens, one that emphasizes the importance of human connection and empathy in leadership.
When I first read the code, I felt a sense of imbalance. It's as if the painting of public service leadership was missing a crucial element - the people. The code emphasizes delivery, performance, and management, which are undoubtedly essential aspects. However, it's the people skills, the empathy, and the ability to listen and understand that truly make the difference in public service.
The Yin and Yang of Leadership
Leadership, much like the ancient Chinese concept of yin and yang, requires a delicate balance. In the context of public service, this balance is between delivery and people skills. While delivery is crucial for achieving goals and providing services, it's the people skills that enable leaders to make informed decisions, inspire collaboration, and create an environment of respect and diversity.
The code acknowledges the importance of people skills, but they seem to take a backseat to the delivery-centric language. Phrases like "treating the public with respect and dignity" and "valuing collaboration" appear almost as an afterthought, supporting the central focus on delivery.
The Dominance of Delivery-Speak
The dominance of delivery-speak in the code concerns me. It creates an environment where the emphasis is on getting things done, often at the expense of reflection, listening, and empathy. Leaders become so caught up in the moment, driven by adrenaline and a hectic pace, that they lose touch with the very people they are meant to serve.
In my experience, public sector organizations are filled with individuals who have the will to get things done. What they often lack is the capacity, permission, and space to slow down, reflect, and reconnect with the human element of their work. This imbalance can lead to a sense of disconnection and, ultimately, poor decision-making.
The Need for Reflection and Empathy
Public service is about serving citizens, understanding their needs, and working towards a better society. This cannot be achieved solely through delivery-centric approaches. It requires leaders who can listen, empathize, and make decisions that consider the human impact.
The code, while offering valuable insights into delivery skills and mindset, needs to be refreshed to bring back the balance towards people. It's not enough to simply acknowledge the importance of people skills; they must be given equal weight and integrated into the very fabric of the code.
A Call for Action
As we move forward, I urge public service organizations to reconsider the balance between delivery and people skills. Let's not forget that public service is, at its core, about people. It's about understanding their voices, their needs, and their aspirations. Only then can we truly deliver services that make a difference.
In my opinion, a refreshed civil service code should not only target high performance but also prioritize the development of people skills. It's time to bring back the focus on the human element, ensuring that public service organizations are led by individuals who can strike the perfect balance between delivery and empathy.
