IM and IT Management Development Program

The ORO hosts two Leadership Development Programs (LDP):

1. The IM and IT Management Development Program (MDP) for aspiring CS-05's and EX-01's; and
   • IM and IT Management Development Program
   • Program Costs
   • Program User Guide
   • Frequently Asked Questions
   • Key Leadership Competencies
   • Developing IM and IT Director-level Competencies
2. The Executive Development Program (EDP) for aspiring EX-02s.

IM AND IT MANAGEMENT DEVELOPMENT PROGRAM

The IM and IT Management Development Program (MDP) is an accelerated 3-year competency based development program that identifies high-performing IM and IT professionals who demonstrate management potential. The MDP assists participants in their development through formal education, learning sessions, and projects and assignments to prepare them for leadership positions in the GC.

The Program is broken down into three areas:

1. Selection process is open to employees of participating departments and agencies that meet the education and experience criteria
2. Learning curriculum is offered over a three year period and includes:
   • Formal Education via the Direxion Program  from the Canada School of the Public Service (CSPS);
   • Action learning groups and monthly learning events with the Career Assignment Program (CAP) participants; and
   • Stretch assignments tailored to individual development needs.
3. Promotion process is initiated under the following conditions:
   • All three phases of the formal curriculum have been completed or are in the process of being completed;
   • Participant has met all or most of the performance targets based on pre-determined set of objectives;
   • Participant has met the experience requirements and/or essential qualifications in the CS-05 and EX-01 statements of merit criteria.

PROGRAM COSTS

Departmental costs per participant

*     Payable to the Organizational Readiness Office (ORO)
**     Payable to Canada School of Public Service
***   Payable to Personnel Psychology Centre, Public Service Commission

Breakdown of Program Expenses:

Direxion: Travel for all three phases is estimated at $5,000 – $6,000, in addition to the education component.

The Middle Management Simulation Exercise is estimated at $50 per person, payable to the Personnel Psychology Centre, Public Service Commission.

Operational costs, or program costs, include the provision of career development and professional counseling, program specific learning events (including travel), assignment identification and management and program support for both sponsoring and hosting departments and agencies. These costs also cover the design of selection tools and keeping the Program evergreen.

PROGRAM USER GUIDE

 The ORO has developed a program user guide for departments, HR practitioners, managers and employees interested in participating in the IM and IT Management Development Program.

FREQUENTLY ASKED QUESTIONS

1. What is the Management Development Program?

   The MDP is the newly redesigned accelerated 3-year development program that identifies high-performing IM and IT professionals who demonstrate management potential and assists in their development through formal education, projects and assignments so that they will be prepared to accept the challenge of leadership in the Government of Canada.  The Program provides the opportunity for departments and agencies to invest in the development of our future leaders.

2. What are the objectives of the new Program?

   The newly designed IM and IT Management Develop Program:

   • Supports the ever-changing and evolving role of IM and IT community resources, such as Public Service Renewal, Shared Services and the HR Modernization Act.
   • Ensures the IM and IT MDP provides support to organizations in meeting their human resource planning, recruitment and employee development needs. The changes were made after extensive consultations with stakeholders, including government CIOs, the MDP Steering Committee and Program participants.
   • Responds to the theory that government IM and IT communities' activities are strongly interconnected and the stakeholders' belief that the development of these communities should be a joint participation.
3. What are the new features of the Program?
   • The MDP now has two streams to pre-qualify candidates, either at the CS-05 or EX-01 levels.
   • The MDP now includes a Mentoring Program for all participants.
   • The Organizational Readiness Office (ORO) has partnered with the Career Assignment Program (CAP) at the Public Service Agency of Canada (PSAC).  This means that both programs' participants, IM and IT MDP and CAP, will share developmental assignment opportunities, learning activities and Action Learning Groups.
   • The MDP participants will be encouraged to do their last assignment in their home organization. Other assignments should take place in different departments/agencies.
   • The program participant must be bilingual (CBC/CBC) before being promoted.
4. Who can participate in the IM and IT MDP?

   The MDP is open to persons of participating departments employed in the Public Service occupying an indeterminate position across Canada.  The Program is targeting experienced CS-04s and EX-minus 1 and EX-minus 2 candidates who meet the established requirements of their department/agency.

5. How does an employee apply for the IM and IT MDP?

   Any IM or IT professional interested in this opportunity, who has the approval from their manager, is invited to submit their application and résumé in response to the advertisement posted on the Publiservice site.

6. How are participants selected?

   A departmental screening committee will review all applications and accompanying documents. Applicants who meet the education and experience criteria stipulated on the Statement of Merit Criteria are invited to take a Middle Management Simulation Exercise (MMSE) with the Personnel Psychology Center (PPC) to assess their management competency.  After successfully completing the MMSE, a structured interview and reference check will be administered through the recruiting department/agency.

7. What are the minimum educational requirements for the Program?

   The CS-5 stream must meet the CS Educational Standard.

   Educational requirements for the EX stream will be determined by the department or agency.

8. What is the Program's policy relating to Language Training?

   Language training is not a formal component of the Program, however only participants with a valid CBC/CBC second language profile will be promoted to the CS-05 or EX-01 level.  Language training will be the responsibility of the Home organization. This allows departments and agencies to choose language training for their participants before, during, or at the end of the Program.  The period of time that a participant is on language training is not considered part of the 3-year Program.  

9. What are the equivalencies to an EX minus 1 or an EX minus 2?

   Equivalencies to an EX minus 1 are:  CS-04, AS-07, SI-07, IS-06, and PM-06.

   Equivalencies to an EX minus 2 are: CS-03, AS-06, SI-06, IS-05, and LS-05.

   This information is according to the Census of EXs, EX equivalents and EX feeder groups on the Canada Public Service Agency's  website (2007-06-22)

10. How does the Program work for Regional participants?

    The Program will work closely with the regional offices and other departments in the same region to provide appropriate stretch assignments. The ORO has access to video and teleconference equipment to facilitate learning activities to accommodate regional participants, however, regional participants could be expected to travel for some activities.  Also, the Career Advisor will be available to meet with the regional participants occasionally. Candidates should recognize the possible need for relocating in order to secure a promotion at the end of the Program.  Travel and relocation costs will be negotiated between the Home and Host departments. 

11. How many participants can a department or agency sponsor onto the Program?

    Each department or agency will list the anticipated number of positions on their advertisement. There is no limit to the number of positions a department or agency can sponsor.

12. If a department or agency sponsors participants in both the IM and IT streams, can an employee apply to both?

    Yes.  However, the applicant must clearly indicate the stream you are applying for on your application form.

13. What activities differentiate the 2 streams?

    Assignments, career counseling and some learning events are tailored specifically for each stream.

14. Is the Program open to separate agencies?

    Yes, the Program is open to separate agencies (as per Schedule 5 of the Financial Administration Act). The MDP Program Office is available to meet with representatives from separate agencies to determine how the Program can be applied to their organization.

15. Why was the Program designed around a 3-year timeframe?

    Experience has shown that, along with the other Program components (Direxion, specialized learning events, action learning groups, career counseling, 360 appraisals, mentoring and networking),participants require approximately 3stretch assignments (3^rd could be in home department) in order to develop fully to the Director level. 

    Program participants will develop key leadership competencies and professional skills during the three-year period, resulting in well-rounded, self-confident resource, with the breadth and depth of skills required at a Director level

16. What role does the MDP Program play in HR Planning?

    The Program will address projected shortages at the senior level and contribute to succession planning and retention. The Program also aligns recruitment and development and helps departments and agencies meet their future organizational, operational and business requirements.

17. What level of support will a department or agency receive in the assessment and selection of Program participants?

    The ORO will provide departments and agencies with guidelines (including templates), as well as information sessions for HR representatives, and training of board members who will conduct the interviews.

18. Who pays for what?

    The Home or sponsoring department pays for:

    • Annual fee to cover cost of  Program
    • Direxion Program plus travel
    • Language training, if required
    • Cost of SELEX to qualify participants at the end of the Program
    • Specialized/tailored training based on an individual's learning plan

    The Host department pays for:

    • Salary of participant while on a stretch assignment outside of the Home department
    • Any training or travel directly related to the stretch assignment

    Travel/Relocation Expenses:

    • Travel or relocation expenses will be negotiated between the Home and Host departments.
19. What is the Home department's obligation to Program participants to ensure they develop successfully?

    Over and above the financial obligations for the Program, the Home department/agency must support the participant in other ways, such as:

    • Remain in contact with the Participant throughout the duration of the Program;
    • Take  an interest in their development by contributing to their choice of assignment, career  progression and development choices;
    • Include Participants in various management committees to ensure they feel connected and can  gain an outside perspective on issues;
    • Assist with a smooth integration back into the department after a successful completion of the Program (if last assignment in the Home department it will facilitate integration)
20. What is expected of a participant during the duration of the Program?

    Participants are expected to maintain a consistently high level of performance with a rating of at least "fully satisfactory" in all of their assignments to remain in the Program. Performance evaluations are completed after each assignment and shared with the Home department.  To ensure consistency of Participants, in the case of a non-performer, the Home department and Program Office would meet to determine any appropriate action. To support the candidate, the ORO will provide up to 3 coaching sessions to help the candidate clarifying his or her career objectives and prepare an action plan to re-align his or her career path. The Home department has the option to end their employee's participation on the Program at any time during the three years.  A participant who wishes to withdraw from the Program will be expected to consult with his Home department and the Career Advisor in advance.

21. What is the ORO's responsibility to the Program?
    • Administering the Program
    • Facilitating the assignment process
    • Providing the Career Advisor services
    • Coordinating and co-facilitating, with CAP, action learning groups
    • Designing and coordinating learning events
    • Funding of some assessment tools such as the 360° feedback
    • Designing and administering the Mentoring Program
22. Are IM and IT participants entitled to acting pay while on the Program?

    Participants are not eligible for Acting Pay under the Management Development Program.

23. What happens if a participant has to go on language training or maternity/extended sick leave?   

    If a participant is on leave or language training for an extended period, the ORO will consult with the Home department to discuss the absence of the employee and determine a date when the participant will be expected to resume the Program.

24. How will the pre-qualified pool function at the end of the Program?

    At the completion of the Program, participants will be assessed. If successful, they will be placed in a pre-qualified pool. A valid CBC/CBC second language profile will be required before a participant can be promoted. Home departments and agencies will have first option to extend their participant a letter of offer.

25. What happens if a participant does not pass the assessment process at the end of the   Program?

    If a participant does not pass the assessment process at the end of the Program, the ORO will meet with the Home department to determine the appropriate next steps for the participant, i.e. keeping the participant in the Program to complete another stretch assignment for further development. 

KEY LEADERSHIP COMPETENCIES

IM and IT Director (EX-01 and CS-05)

Values and Ethics
Strategic Thinking
Engagement
Management Excellence

VALUES AND ETHICS – Serving through integrity and respect

• Demonstrates Values and Ethics, including the Code, in personal behaviour
• Integrates Values and Ethics, including the Code, into division practices
• Reflects a commitment to citizens and clients in own and division activities
• Fosters a climate of transparency, trust, and respect within the division and in partnerships
• Incorporates equitable practices into HR planning
• Creates opportunities for and encourages bilingualism and diversity in the division, based on Official Languages (OL) and Employment Equity (EE) policies
• Builds and promotes a safe and healthy, respectful division, free of harassment and discrimination
• Practices transparency and fairness in all transactions, including staffing, contracting, and day-to-day activities

STRATEGIC THINKING – Innovating through Analysis and Ideas

Analysis

• Frames division direction with a thorough understanding of the directorate's priorities
• Seeks clarification and direction from the DG, as required
• Integrates information from multiple sources to form a comprehensive perspective
• Identifies interdependencies in cross-functional projects
• Analyzes setbacks and seeks honest feedback to learn from mistakes
• Analyzes current and emerging IM and/or IT trends, events and circumstances, identifying strategic implications, opportunities or options.

Ideas

• Translates vision and policy into concrete work activities
• Develops division strategies, based on the departmental vision and the DG's direction
• Designs initiatives to enhance operational efficiency
• Encourages and incorporates diverse initiatives and perspectives
• Redesigns the division's work activities to meet changing departmental needs
• Makes effective recommendations to the DG
• Teaches and learns from others

ENGAGEMENT – Mobilizing people, organizations, partners

• Shares information vertically and horizontally
• Promotes collaboration among managers
• Uses persuasion to gain support for initiatives
• Negotiates compromises
• Adapts communications to suit audience and forum and address others' needs, e.g., serves as a bridge between the business world and the IM and/or IT worlds
• Communicates regularly and openly with unions and other stakeholders
• Demonstrates understanding of and respect for stakeholders' views
• Follows through on commitments
• Solicits input from and listens to staff, partners, and stakeholders
• Identifies opportunities and encourages the development of strategic partnerships with relevant groups (e.g. other federal departments/agencies, other governments and the private sector) to achieve shared goals
• Communicates vision and division plans with clarity and commitment
• Establishes regular and comprehensive exchanges of ideas
• Promotes and funds team building

Client Business Relations Management – Service mentality

• Creates amongst staff, a "client service mentality" by supporting and delivering a sustainable customer service
• Adapts to challenging situations, by turning them into win-win situations and instilling this attitude amongst staff
• Develops constructive business relationships with Shared Services Organizations and other key stakeholders or clients
• Consults clients on an ongoing basis to understand their current and evolving business needs
• Provide IM and/or IT strategies, services or support that responds to client business needs.
• Seeks to add value to business processes by setting strategy, identifying gaps and creating opportunities to meet current and future needs
• Gage client satisfaction with IM and/or IT services and makes improvements if required 
• Advises clients on the potential and the limits of IM and/or IT capabilities

MANAGEMENT EXCELLENCE – Delivering through Action Management, People Management, Financial Management

Action Management – Design and Execution

• Designs division work plans based on the big picture
• Guides division projects and resources to avoid obstacles
• Delegates appropriately to managers
• Manages resources to maximize output
• Sets realistic timelines and clear accountabilities for managers
• Provides structure and momentum for division work activities
• Sets challenging but realistic goals
• Identifies division resource limitations and requirements for workload
• Manages the division's workload through prudent resource planning and prioritizing
• Shifts priorities and adapts division work plans, as required
• Heeds early warning signals and advises the DG and others, as needed
• Follows through on the division's business plan from planning, implementing, monitoring, and evaluating to reporting
• Integrates Comptrollership, Management Accountability Framework (MAF), federal legislation, regulations, and policies into division practices
• Manages own and others' work-life balance
• Responds decisively and quickly to emerging opportunities or risks
• Maintains composure in adverse situations to alleviate pressure and maintain momentum
• Establishes performance standards for IM and/or IT projects and systems to achieve objectives.

People Management – Individuals and Workforce

• Works one-on-one with managers
• Deals with ineffective performance
• Provides regular feedback, acknowledges success and the need for improvement
• Coach staff and challenges them to question conventional approaches and to take ownership of the organization's performance and its culture
• Resolves labor relations problems
• Secures mediation, if required
• Balances the needs of employees and the organization
• Monitors and addresses workplace well-being
• Develops and supports career plans and provides learning and growth opportunities
• Develops an Human Resources strategy for division succession planning
• Secures funding for OL and other training
• Manages workload
• Implements rigorous Human Resources practices and fulfils obligations of Human Resource Management accountabilities
• Ensures that staff remains appraised on new trends in IM and/or IT

Financial Management – Budgets and Assets

• Allocates and manages division resources transparently
• Implements strategies to achieve operational efficiencies and value for money
• Applies and monitors rigorous systems for Financial Information Management, internal audit, and evaluation
• Fulfils obligations of accountabilities for division finance and assets management
• Acts on audit, evaluation, and other objective division performance information

Security Management – Culture of security

• Ensures effective security planning, risk assessment, monitoring and evaluation, taking prompt corrective action, where necessary
• Keeps informed about security issues and responsibilities (e.g.: new security measures, changes in procedures, access and privacy, etc.) and passes the information on to others
• Promotes and participates in security awareness and education throughout the organization
• Recognizes good security awareness in others

Change Leadership – Anticipating and overcoming obstacles

• Embraces the role of an agent of change by seeking to understand the change and creates an environment that promotes and encourages change or innovation
• Creates synergy and engages all generations of staff in a common purpose during transformation
• Involves stakeholders in planning and implementing the change
• Personally communicates a clear vision of the broad impact of change of the Public Service and IM and/or IT initiatives
• Develops and communicates concrete plans and actions to implement the change
• Recommends changes, articulates their rationale, and anticipates and overcomes obstacles to success
• Identifies and implements training that is necessary for the change to succeed

Revised July 25, 2007

DEVELOPING IM AND IT DIRECTOR-LEVEL COMPETENCIES: General Resources

Read a book:

Read books such as the following – many of these books can be located through the Training and Development Canada (TDC) website at http://www.csps-efpc.gc.ca/ldc/nldi/members_profile/members_46_e.html

• "Suggestions de développement et ressources à l'usage des managers d'aujourd'hui" by Personnel Decisions International Corporation, 1997;
• "Successful Manager's Handbook: Development Suggestions for Today's Managers" by Davis, Skube, Hellervik, Gebelein, and Sheard, 7^th edition (Personnel Decisions International Corporation, 2004);
• "For Your Improvement: A Development and Coaching Guide for Learners, Supervisors, Managers, Mentors, and Feedback Givers" by M. Lombardo and R. Eichinger available in English and French (Lominger Limited, 4^th edition, 2005);
• "The Lessons of Experience: How Successful Executives Develop on the Job" by McCall, M.W., Lombardo, M.M. and Morrison A.M. (Lexington Books, 1988);
• "The Directory for Building Competencies" by D. Kravetz (Library of Congress Cataloguing-in-Publication Data, 1995);
• "Guide sur l'apprentissage continu" by L. Déry (Conseil du Trésor du Canada, 1996) available at http://www.csps-efpc.gc.ca/myschool/index_f.html;
• "Learning in an Organizational Setting: The Public Service Context" by B. Dodge (Canadian Centre for Management Development, 1991);
• "Utiliser les techniques actives en formation: Exercices et documents" by J. Eiteington (Les éditions de l'organisation, 1990);
• "L'apprenant adulte, vers un nouvel art de la formation" by M. Knowles (Les éditions de l'organisation, 1990);
• "Self-directed Learning Readiness Scale: Learning Preference Assessment Set" by L. Guglielmo & P.Guglielmo (Organizational Learning Resources, 1991).
• Brim, Gilbert. Ambition: How We Manage Success and Failure Throughout Our Lives. New York: Backinprint.com, 2000.
• Le bilan personnel : outil de votre réussite, MICHEL, Sandra et Christine MALLEN, Paris, Les Éditions d'Organisation, 1992.

Consult a Website:

Visit a website, such as the following. These three websites, in particular, are excellent sources of information and resources to facilitate self-development within the context of the Public Service of Canada.

• The Training and Development Canada (TDC) site at http://www.csps-efpc.gc.ca/ldc/nldi/members_profile/members_46_e.html
• The Canada Public Service Agency (CPSA) site at http://www.psagency-agencefp.gc.ca/leadership/
• Campusdirect e-Learning Courses, http://www.campusdirect.gc.ca/a/a_e.asp

Other websites:

• The Entrepreneurship Institute of Canada, http://www.entinst.ca/products.html
• ERIC (Education Resources Information Center), http://www.eric.ed.gov/

Values and Ethics – Serving through Integrity and Respect

Demonstrates Values and Ethics, including the Code, in personal behaviour; integrates Values and Ethics, including the Code, into division practices; reflects a commitment to citizens and clients in own and division activities; fosters a climate of transparency, trust, and respect within the division and in partnerships; incorporates equitable practices into HR planning; creates opportunities for and encourages bilingualism and diversity in the division, based on Official Languages (OL) and Employment Equity (EE) policies; builds and promotes a safe and healthy, respectful division, free of harassment and discrimination; practices transparency and fairness in all transactions, including staffing, contracting, and day-to-day activities.

Read a book:

• "Core Values in the Public Service" published by the Institute of Public Administration of Canada (1993);
• 'L'éthique dans les entreprises', MERCIER, Samuel (Paris, La Découverte, 2004);
• 'The Future of Competition: Co-Creating Unique Value With Customers', Prahalad, C.K. and Venkat Ramaswamy (Boston, Harvard Business School Press, 2004);
• 'The Soul of An Organization: Understanding the Values That Drive Successful Corporate Cultures', Gallagher, Richard S. (Chicago, IL, Dearborn Financial Publishing, 2003);
• 'Thinking Critically About Ethical Issues', Ruggiero, Vincent Ryan (New York, McGraw-Hill, Inc., 2003);
• 'A Business Tale: A Story of Ethics, Choices, Success and a Very Large Rabbit', Jennings, Marianne and Laura Schlessinger (New York, AMACOM, 2003);
• 'L'éthique des affaires : management par les valeurs et responsabilité sociale', PESQUEUX, Yvon et Yvan BIEFNOT (Paris, Les Éditions d'Organisation, 2002);
• 'End of Management and the Rise of Organizational Democracy', Cloke, Kenneth and Joan Goldsmith (San Francisco, Jossey-Bass, Inc., 2002);
• 'Business Ethics: Ethical Decision Making and Cases', Ferrell, O.C., John Fraedrich and Linda Ferrell (New York, Houghton Mifflin College, 2001);
• 'Good Work: When Excellence and Ethics Meet', Gardner, Howard (New York, Basic Books, 2001);
• 'Meeting the Ethical Challenges of Leadership: Casting Light or Shadow', Johnson, Craig E. (Thousand Oaks, CA, Sage Publications, 2001);
• 'The Human Value of the Enterprise: Valuing People As Assets––Monitoring, Measuring, Managing', Mayo, Andrew (Yarmouth, Nicholas Brealey Publishing, 2001)
• 'Culturally Speaking: Managing Rapport in Talk Across Cultures', Oatey, Helen Spencer (New York, Continuum, 2000);
• 'Ethics and the Conduct of Business', Boatright, John Raymond (Upper Saddle River, NJ, Prentice Hall, 2000);
• 'The Good, the Bad, and Your Business: Choosing Right When Ethical Dilemmas Pull You Apart', Seglin Jeffrey L. (New York, John Wiley & Sons, Inc., 2000);
• "Professionnalisme et délibération éthique: manuel d'aide à la décision responsable" by Georges Legault (University of Québec Press, 1999);
• "Ethics, Accountability and New Organizational Forms Document" by Judith Moses (Public Service Commission, 1998);
• "Trust in the Balance: Building Successful Organizations on Results, Integrity, and Concern" by R. Shaw (Jossey-Bass, 1997);
• "Ethical Dimensions of Leadership" by Kanungo and Mendonca (Sage, 1996);
• "Credibility: How Leaders Gain and Lose It, Why People Demand It" by Kouzes and Posner (Jossey-Bass, 1995);
• "Leadership et intégrité" by Cynthia Bloskie (Optimum, 1995);
• "Spirit at Work: Discovering the Spirituality in Leadership" by Jay Conger and Associates (Jossey‑Bass, 1994);
• "Ethics in Public Service" by Richard R. Chapman (McGill-Queen's University Press, 2003);
• "The Ethics Challenge in Public Service: A Problem-Solving Guide", by Carol W. Lewis and Stuart C. Gilman, Jossey-Bass; 2^nd Edition, 2005;
• "Stewardship: Choosing Service over Self‑Interest" by Peter Block (Berrett‑Koehler, 1993);
• "L'éthique : des codes à la responsabilité" by Jean-Claude Deschênes (Avenir, 1991).

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• "Leadership: Reflection and Action" offered by the Canada School of Public Service, see http://www.csps-efpc.gc.ca/leadership/programs/LRA/index_e.html (Code G305)
• "Living Leadership - The Executive Excellence Program" offered by the Canada School of Public Service, see http://www.csps-efpc.gc.ca/leadership/programs/LRA/index_e.html (Code G108)
• 'Éthique et gestion publique dans un contexte de changement : un cadre d'analyse et des outils', École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, http://www.enap.uquebec.ca
• 'Valeurs et éthique dans la gouvernance de la fonction publique' offered by l'École de la fonction publique du Canada, see http://www.csps-efpc.gc.ca/leadership/programs/LRA/index_e.html (Code D102)
• 'Leadership en action sur les valeurs et l'éthique'offered by l'École de la fonction publique du Canada, seehttp://www.csps-efpc.gc.ca/leadership/programs/LRA/index_e.html (Code C100F)
• 'Values and Ethics in Public Sector Governance'offered by l'École de la fonction publique du Canada, see http://www.csps-efpc.gc.ca/leadership/programs/LRA/index_e.html (Code D102)

Consult a Website:

• Read the "Report of the Task Force on Public Service Values and Ethics" (chaired by John C. Tait) that was released in October of 1996 (available electronically on the Canada School of Public Service website:  http://www.csps-efpc.gc.ca/research/publications/html/p91/3_e.html.
• Participate in informal discussions such as those offered by the Canada School of Public Service about: Values and Ethics in the Public Service. More information is available at the Canada School of Public Service Internet site: http://www.csps-efpc.gc.ca/main_e.html (click on Conferences and Events, then Armchair Discussions).

Strategic Thinking – Innovating through Analysis and Ideas (Analysis)

Frames division direction with a thorough understanding of the directorate's priorities; seeks clarification and direction from the DG, as required; integrates information from multiple sources to form a comprehensive perspective; identifies interdependencies in cross-functional projects; analyzes setbacks and seeks honest feedback to learn from mistakes; analyzes current and emerging IM & IT trends, events and circumstances, identifying strategic implications, opportunities or options.

Read a book:

•  'Pratiques de la décision : Développer ses capacités de discernement', FALQUE, Laurent, BOUGON, Bernard (Paris, DUNOD, 2005);
• 'On the Fly: Executing Strategy in a Changing World', Wall, Stephen J. (New York, John Wiley & Sons, Inc., 2004);
• 'Optimal Thinking: How to Be Your Best Self', Glickman, Rosalene (New York, John Wiley & Sons, Inc., 2002);
• 'Power Up Your Mind: Learn Faster, Work Smarter', Lucas, Bill(Yarmouth, ME, Nicholas Brealey Publishing, 2001);
• "Comprendre et gérer les risques majeurs" by Hélène Denis (1998);
• "Crisis Management ...Within a Political Environment" by Stonehaven Productions (Government of Canada, 1995);
• "The Fifth Discipline Fieldbook" by Kleiner, Roberts, Ross, Senge and Smith (Doubleday, 1994);
• "The Ideal Problem Solver: A Guide for Improving Thinking, Learning and Creativity" by John Bransford (W.H. Freeman, 1993);
• "Step-by-Step Problem Solving: A Practical Guide to Ensure Problems Get (and Stay) Solved" by R. Chang and K. Kelly (John Wiley & Sons Canada, Ltd., 1^st edition (May 14 1999);
•  "The Unbounded Mind" by Ian I. Mitroff (H.A. Linstone, 1991);
• "Outils de développement cognitif" by Evelyne Deret et al., (Harmattan, 1991);
• "Stratégie, structure, décision, identité : Politique générale d'entreprise" by Strategor (InterEditions, 1988);
• "The Strategy Process" by James Quinn, Henry Mintzberg and Robert James (Prentice Hall, 1988);
• "Six Thinking Hats" by Edward de Bono (Penguin, 1985);
• "Strategic Management Skills" by Power, Gannon, McGinnis and Schweiger (Addison‑Wesley, 1986);
• "Reasoning, Learning, and Action" by C. Argyris (Jossey-Bass, 1982).

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• "Developing the Strategic Leader" offered by the Center for Creative Leadership. (See http://www.ccl.org/programs)
• 'Leaders efficaces', Actualisation, Montréal, (514) 284-2622, www.actualisation.com
• 'The 7 Habits of Highly Effective People^®', Franklin Covey Canada, Cambridge, ON, 1-866-7HABITS (1-866-742-2487), www.franklincovey.ca
• 'Systems Thinking™', Innovation Associates Organizational Learning, Toronto, ON (508) 435-7999, www.innovationassociatesol.com/

Strategic Thinking – Innovating through Analysis and Ideas (Ideas)

Translates vision and policy into concrete work activities; develops division strategies, based on the departmental vision and the DG's direction; designs initiatives to enhance operational efficiency; encourages and incorporates diverse initiatives and perspectives; redesigns the division's work activities to meet changing departmental needs; makes effective recommendations to the DG; teaches and learns from others.

Read a book:

• Read books about history, philosophy, the arts, culture, science etc. Continually strive to broaden your horizons!
• 'Une fourmi de 18 mètres... ça n'existe pas : La créativité au service des organisations', GAVRILOFF, Ivan et Bruno JARROSSON (Paris, Éditions Dunod, 2006)
• 'Thinkertoys A Handbook of Creative-Thinking Techniques' by Michael Michalko (Ten Speed Press, 2006);
• 'Les six chapeaux de la réflexion : La méthode de référence mondiale',
  de Edward de Bono (Editions d'Organisation, 2005);
• 'Idées - 100 techniques de créativité pour les produire et les gérer', AZNAR, Guy (Paris, Les Éditions d'Organisation, 2005);
• 'L'intelligence créative au-delà du brainstorming : innover en équipe', SWINERS,Jean-Louis et Jean-Michel BRIET, préface d'Edward de BONO (Paris, MAXIMA 2004);
• 'La boîte à outils de la créativité', de Edward de Bono (Éditions d'Organisation, 2004);
• 'Brain Storm: Tap Into Your Creativity to Generate Awesome Ideas and Remarkable Results', Rich, Jason R. (Franklin Lakes, NJ, Career Press, 2003);
• 'Big Ideas: Putting the Zest Into Creativity & Innovation at Work', Ceserani, Jonne (London, Kogan Page, 2003);
• 'New Ideas About New Ideas: Insights on Creativity With The World's Leading Innovators', White, Shira P. and G. Patton Wright (Cambridge, MA, Perseus Publishing, 2002);
• 'Cracking Creativity: The Secrets of Creative Genius' by Michael Michalko (Ten Speed Press, 2001);
• 'Ideaship: How to Get Ideas Flowing in Your Workplace', Foster, Jack (San Francisco, Berrett-Koehler Publishers, Inc., 2001);
• "Positive Turbulence: Developing Climates for Creativity, Innovation, & Renewal" by S. Gryskiewicz (Jossey-Bass, 1999);
• "Mener ses interventions autrement: à la découverte d'un processus pour y parvenir" by Michel Boisvert (Human Resources, Government of Québec, 1999);
• "The Inventive Organisation: Hope and Daring at Work" by Jill Janov (Jossey‑Bass, 1994);
• "Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas" by Edward De Bono (Harper Collins, 1993);
• "Breaking Through: Creative Problem Solving Using Six Successful Strategies" by T. Logsdon (Addison-Wesley, 1993);
• "Generating Creativity and Innovation in Large Bureaucracies" by Robert L. Kuhn (Quorum Books, 1993);
• "The Creative Manager: Finding Inner vision and Wisdom in Uncertain Times" by P. Russell (Jossey-Bass, 1992);
• 'The Innovator's Solution', Christensen, Clayton M. and Michael E. Raynor (Boston, Harvard Business School Press, 2003);
• 'The Seeds of Innovation: Cultivating the Synergy That Fosters New Ideas', Dundon, Elaine (New York, AMACOM, 2002).

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• Consult the Centre for Creative Leadership website for courses on these subjects: Creating Team Innovation, Leading Creatively, or Targeted Innovation (see http://www.ccl.org )
• 'Creative Thinking & Innovation', McGill Executive Institute, Montreal, (514) 398-3970, 1‑888-419-0707, http://www.mcgill.ca/executive-institute/courses/leadership/cti/
• Six Thinking Hats™, MICA, Toronto: (416) 366-6422, 1‑888-448-4718, www.micaworld.com
• 'La créativité : au service de ma fonction', Le groupe CFC, Montréal : (514) 286-8212/Québec : (418) 687-3737/1 800 499-8896, www.groupecfc.com
• 'Innovation et résolution de problèmes',Le Groupe CFC, Montréal, (514) 286-8212/1 800 499-8896, www.groupecfc.com

Consult a Website:

• Visit an Internet site, such as the John F. Kennedy School of Government's "Government Innovators Network" site at http://www.innovations.harvard.edu/
• 'Creativity and Innovation: Creative Process at Work', Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp, (ONLINE SEMINAR)
• 'Harvard ManageMentor 10: Managing for Creativity & Innovation', Harvard Business School Publishing, 1-800-795-5200 (ONLINE), http://corporatelearning.hbsp.org/HOME/prod_harvardManageMentorTen.html
• Développer sa pensée créatrice, Crossknowledge, http://corp.crossknowledge.com/NET/fr/xslt.aspx
• Résoudre les problèmes en équipe, Crossknowledge, http://corp.crossknowledge.com/NET/fr/xslt.aspx

Engagement – mobilizing people, organizations and partners

Shares information vertically and horizontally; promotes collaboration among managers; uses persuasion to gain support for initiatives; negotiates compromises; adapts communications to suit audience and forum and address others' needs, e.g., serves as a bridge between the business world and the IM and IT worlds; communicates regularly and openly with unions and other stakeholders; demonstrates understanding of and respect for stakeholders' views; follows through on commitments; solicits input from and listens to staff, partners, and stakeholders; identifies opportunities and encourages the development of strategic partnerships with relevant groups (e.g. other federal departments/agencies, other governments and the private sector) to achieve shared goals; communicates vision and division plans with clarity and commitment; establishes regular and comprehensive exchanges of ideas; promotes and funds team building.

Read a book:

• 'The 8th Habit: From Effectiveness to Greatness' by Stephen R. Covey (Running Press Book Publishers, 2006);
• 'C'est la première impression qui compte', DEMARAIS, Ann et Valerie WHITE (Montréal, Les Éditions Transcontinental, 2006);
• 'L'intelligence émotionnelle au travail : Gérer ses émotions et améliorer ses relations avec les autres', WEISINGER, Hendrie (Montréal, Les Éditions Transcontinental, 2005);
• 'Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others', Kouzes, James M. and Barry Z. Posner (San Francisco, Jossey-Bass, Inc., 2003);
• 'L'intelligence émotionnelle au travail', GOLEMAN, Daniel, Richard BOYATZIS et Annie McKEE (Village Mondial, 2002);
• 'Make Peace With Anyone: Breakthrough Strategies to Quickly End Any Conflict, Feud, or Estrangement', Lieberman, David J. (New York, St. Martin's Press, 2002);
• 'An Open Heart: Practicing Compassion in Everyday Life', Dalai Lama (New York, Back Bay Books, 2002);
• 'L'individu dans l'organisation : les dimensions oubliées', CHANLAT, J.F. (Laval, Université Laval, 2000);
• "Resolving Conflicts at Work: A Complete Guide for Everyone on the Job" by Cloke and Goldsmith (Jossey-Bass, 2000);
• "Differences that Work: Organizational Excellence through Diversity" by Mary C. Gentile (Harvard Business Review Press, 1994);
• "Win‑Win Negotiating; Turning Conflict Into Agreement" by Jandt and Gillette (Wiley, 1985);
• 'Scenarios: The Art of Strategic Conversation', by Kees van der Heijden (Wiley, 2005);
• 'Comment communiquer de façon efficace ?…', 7^e édition, NOYÉ, Didier et Jacques PIVETEAU (Éditions Insep Consulting, 2004);
• 'Communication Miracles at Work: Effective Tools and Tips for Getting the Most From Your Work Relationships', Gilbert, Matthew (Berkeley, Conari Press, 2002);
• 'Crucial Conversations: Tools for Talking When Stakes Are High', Patterson, Kerry, Joseph Grenny, Ron McMillan, Al Switzler and Stephen R. Covey (New York, McGraw-Hill/Contemporary Books, 2002);
• 'L'art de communiquer', Ministère de l'Industrie et du Commerce du Québec (Montréal, Les Éditions Transcontinental, 2000);
• "Management Communication" by Beel and Smith (Wiley, 1999);
• "Why Didn't You Say That in the First Place?" by R. Heyman (Jossey-Bass, 1997);
• "How Not To Take It Personally: 10 Action Strategies for Communications Success in Business and in Life" by V. Held (McGraw-Hill Ryerson, 1996);
• "Communication professionnelle et techniques 12: ensemble de ressources intégrées" edited by British Columbia, Study Programs Office, 1996;
• "Réussir grâce à la confiance en soi" by Beverly Nadler (Un Monde différent, 1999);
• "Self-esteem at Work: How Confident People Make Powerful Companies" by N. Branden (Jossey-Bass, 1998);
• "Communication: Skills to Inspire Confidence" by Barrie Hopson and Mike Scally (Pfeiffer, 1993);
• "Seven Habits of Highly Effective People: Restoring the Character Ethic" by Stephen Covey" (Simon and Schuster, 1990);
• "The Tranformational Leader" by Tichy and Devanna (John Wiley and Sons, 1990);
• "Leadership and Spirit: Breathing New Vitality and Energy into Individuals and Organizations" by R. Moxley (Addison‑Wesley, 1999);
• "L'action stratégique: Le management transformateur" by Roland Calori (Les Éditions d'Organisation, 1989).
• Harvard Business Essentials. Creating Teams With an Edge. Boston: Harvard Business School Publishing Corporation, 2004.
• Raymond, Cara Capretta, Robert W. Eichinger and Michael M. Lombardo. FYI for Teams. Minneapolis, MN: Lominger Limited, Inc., 2001. (Available through Robert Coppenrath & Associates, Montreal, 514-938-4100; Toronto, 416-591-4042)
• Comment réussir une négociation, Nouvelle édition, FISHER, Roger et William URY, Paris, Éditions du Seuil, 2003.
• Le pouvoir de négocier :S'affronter sans violence – L'espace gagnant-gagnant en négociation,3^e édition, DELIVRÉ, François, Paris, InterÉditions, 2003.
• Négociation et Résolution de conflits, Harvard Business Review, Collectif, Paris, Éditions d'Organisation, 2001.
• La dynamique des équipes, DEVILLARD, Olivier, Paris, Éditions d'Organisation, 2003.
• La gestion participative : mobilisez vos employés !, PERRON, Gérard, Montréal, Les Éditions Transcontinental, 1997.
• La Pilule miracle des leaders : Sachez motiver vos équipes, BLANCHARD, Ken, et al., Éditions Michel Lafon, 2005.
• Tous ensemble ! Donnez un nouveau souffle à votre équipe, BLANCHARD, Ken et Sheldon BOWLES, Montréal, Les Éditions Transcontinental, 2005.
• Harvard Business School Press (Ed.). Presentations That Persuade and Motivate (The Results-Driven Manager Series). Boston: Harvard Business School Press, 2004.

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• 'Création d'un environnement de travail respectueux'offered by l'École de la fonction publique du Canada, see http://www.csps-efpc.gc.ca/corporate/course_e.asp (Code T917)
• "Creating a Respectful Workplace",offered by the Canada School of Public Service, see http://www.csps-efpc.gc.ca/corporate/course_e.asp (Code T916)
• "Gérer les conflits", offered by l'École nationale d'administration publique (see http://www.enap.uquebec.ca)
• "Accompagnement professionnel en gestion", offered by l'École nationale d'administration publique (see http://www.enap.uquebec.ca)
• "Savoir communiquer et négocier avec son personnel", offered by l'École nationale d'administration publique (see http://www.enap.uquebec.ca)
• "Leadership: Reflection and Action" offered by the Canada School of Public Service, see http://www.csps-efpc.gc.ca/corporate/course_e.asp (Code G305)
• 'Achieving Success through Human Relations Skills', Dale Carnegie Training, 1-800-231-5800, www.dalecarnegie.com (Quebec: courses offered by Qualiteam Inc., St. Laurent, Qc, (514) 747-3381, www.montreal.dalecarnegie.com / Ontario: courses offered by Dale Carnegie Business Group, Mississauga, ON, (905) 826-7300, www.ontario.dalecarnegie.com)
• 'Emotional Intelligence', John Molson Executive Centre, Concordia University, Montreal: (514) 848-3960, 1-866-333-2271, http://www.johnmolson.concordia.ca/ec/index.cfm
• 'Compétences émotionnelles : concepts et outils', École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, http://www.enap.uquebec.ca
• 'Communication Techniques for Strong Work Relationships', Canadian Management Centre (CMC), Toronto, (416) 214-5678/1-877-CMC-2519, www.cmctraining.org
• 'Communication dans l'équipe de travail', Le Groupe CFC, Montréal (514) 286-8212 / Québec (418) 687-3737/1 800 499-8896, www.groupecfc.com
• 'How to Communicate with Diplomacy, Tact and Credibility', Canadian Management Centre (CMC), Toronto, (416) 214-5678/1-877-CMC-2519, www.cmctraining.org
• Gérer une équipe de travail,École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Strategic Leadership, MICA, Toronto: (416) 366-6422, 1‑888-448-4718, www.micaworld.com
• Attend a workshop on communication skills or presentation skills. Provide opportunities for your staff to participate in such a workshop.
• Presentation Skills, Friesen, Kaye and Associates, Ottawa, ON, Los Angeles, CA, (613) 829-3412, 1-800-FKA-5585, www.fka.com
• Think on Your Feet^®, McLuhan & Davies Communications, Inc., Toronto, (416) 928-3131, 1-800-862-2429, www.mdctraining.ca
• Present with Confidence and Power, McGill Executive Institute, Montreal, (514) 398-3970, 1‑888-419-0707, http://www.mcgill.ca/executive-institute/
• Building Smart Teams: Essential Skills for Inspired Collaboration, Industrial Relations Centre, Queen's University, Kingston, ON, (613) 533-6628, www.industrialrelationscentre.com/
• How to Influence People and Events: The Key to Success, Langevin Learning Services, Ottawa, Ontario, (613) 288-3064/1-800-223-2209, www.langevin.com
• Influencing Skills for Leaders, The Niagara Institute, Niagara-on-the-Lake, Ontario (905) 704-1133, 1‑800-663-7305, www.niagarainstitute.com
• The Phoenix Seminar: Empowering People for Maximum Performance, Peak Performance Training, Laval, Qc, (450) 973-9555/1-877-633-9555, www.peakperformancetraining.com

Watch a video:

• 'Intelligence émotionnelle', Owen-Stewart Performance Resources Inc., 1 800 263-3399, www.owenstewart.com
• "1001 Ways to Reward Employees" by B. Nelson (Jossey-Bass, 1997);
• "A Peacock in the Land of Penguins" (Jossey-Bass, 1997);
• "L'art de communiquer : Le facteur non‑verbal" produced by the Department/agency of National Defence.
• 'L'art de parler à une ou mille personnes', Owen-Stewart Performance Resources Inc., 1 800 263-3399, www.owenstewart.com
• 'Face à l'audience (série : La boîte à outil du manager)',International Télé-Film, (514) 352-5361, www.itf.ca
• 'La série supervision : Principes de communication interpersonnelle', Lanthier, Jean-Pierre, Le Groupe CFC, Montréal, (514) 286-8212
• 'Verbal et non-verbal (Les outils de l'influence)', International Télé-Film, (514) 352-5361
• 'Communication non défensive', Owen-Stewart Performance Resources Inc., 1 800 263-3399
• 'Verbal Communication: The Power of Words', Revised, Owen-Stewart Performance Resources Inc., 1-800-263-3399
• 'Conflict Communication Skills', Owen-Stewart Performance Resources Inc., 1-800-263-3399
• 'Communicating Non-Defensively: Don't Take it Personally', Original Version, Owen-Stewart Performance Resources Inc., 1-800-263-3399
• "Managing Knowledge: The Challenge of the XXI Century" by Drucker, Bennis, Negroponte, et al. (Groupe Innovation, 1996)

Consult a Website:

• The Public Service Commission library website has an excellent listing of resources relating to diversity, including an extensive listing of books by category, and links to a variety of related internet resources: http://www.psc-cfp.gc.ca/library/news-bull/news-bull-eng.htm 04/
• Subscribe to "Communication Briefings: A Monthly Idea Source for Decision‑Makers", a monthly newsletter that is intended to "provide you with down‑to‑earth communication ideas and techniques you can put into action to persuade clients, influence peers and motivate employees; to help you earn approval, command respect, spur productivity, gain recognition and win public support". Information on the newsletter is available at http://www.combriefings.com or at (703) 548‑3800.
• Visit the Internet site of the Learning Resources Network, where you will find activities, seminars, self-evaluation tools, self-confidence courses, a reading list, and video tapes at the address: http://www.lern.org/.
• Join an organization such as Toastmasters (http://www.toastmasters.org/) or Christopher Leadership (www.thelumen.com).

Client Business Relations Management – Service Mentality

Creates amongst staff, a "client service mentality" by supporting and delivering a sustainable customer service; adapts to challenging situations, by turning them into win-win situations and instilling this attitude amongst staff; develops constructive business relationships with Shared Services Organizations and other key stakeholders or clients; consults clients on an ongoing basis to understand their current and evolving business needs; provide IM and IT strategies, services or support that responds to client business needs; seeks to add value to business processes by setting strategy, identifying gaps and creating opportunities to meet current and future needs; measures client satisfaction with IM & IT services and makes improvements if required; advises clients on the potential and the limits of IM & IT capabilities.

Read a book:

• 'Partnering: The New Face of Leadership', Segil, Larraine, Marshall Goldsmith and James Belasco (Eds.) (New York, AMACOM, 2003);
• "Partenariats entre le secteur public et le secteur privé: lignes directrices et protocoles" produced by the Ministry of Finance, Province of New Brunswick (1999);
• "Alliance Advantage: The Art of Creating Value Through Partnering" by Y. Doz (Harvard Business School Press, 1998);
• "Le défi des nouveaux partenariats: guide pratique" by Jacques Alméras (Arts et la ville, 1998);
• "The Consultative Approach: Partnering for Results!" by LaGrossa and Saxe (Jossey-Bass, 1997);
• "Canada 2005: Globalization: Challenges and Possibilities" produced by the Sub-committee of Assistant Deputy Ministers on Globalization (1997);
• "Strategic Partnerships: Challenges and Prospects" by Robert B. McKersie (Queen's University Press, 1996);
• "Strategic Alliances: Gaining a Competitive Advantage" by S. Garone (Conference Board, 1996);
• "Partenariat pour le développement: situation et perspective" by Yvon Gasse (Fisher Press, 1995);
• "Strategic Partnering" by the Society of Management Accountants of Canada (1994, 21 pages);
• "Partnerships: An Introductory Guide" by the Interdepartment/agency Committee of Heads of Training Canada, Treasury Board Secretariat (PSC, 1994);
• "Organizations Working Together" by C. Alter (Sage, 1993);
• "Alliance stratégique et stratégie d'alliance" by Alain Noël (École des hautes études commerciales, 1992);
• "Strategic Networks: Creating the Borderless Organization" by J. C. Jarillo (Butterworth Heinemann, 1995);
• "Stewardship: Choosing Service over Self‑Interest" by Peter Block (Berrett‑Koehler, 1993)
• Gutek, Barbara A. and Theresa Welsh. The Brave New Service Strategy. New York: AMACOM, 2000.
• Amélioration des performances par l'analyse de la valeur, LASNIER, G., Éditions Hermès, 2006.
• Le client au cœur de l'organisation : la qualité en action, DIRIDOLLOV, Bernard et Charles VINCENT, Paris, Les Éditions d'Organisation, 2001.
• Amélioration des performances par l'analyse de la valeur, LASNIER, G., Éditions Hermès, 2006.
• Gérer le volet humain du changement, BAREIL, Céline, Montréal, Les Éditions Transcontinental, 2004.
• Organiser et améliorer les processus : Introduction à méthode EFPRO,HERNIAUX, Gérard et Didier NOYÉ, Paris, INSEP Éditions, 2001.

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• "Les défis du partenariat dans l'administration publique : enjeux, principes et mise en œuvre" offered by l'École nationale d'administration publique (Internet site: http://www.enap.uquebec.ca, click on Perfectionnement)
• "Gestion de projets internationaux" offered by l'Université Laval, http://www5.fsa.ulaval.ca/sgc/site/fsa/pid/496
• Le défi relationnel du service à la clientèle, École des Hautes Études Commerciales (HEC), Montréal, (514) 340-6001, www.hec.ca
• Le service à la clientèle : stratégie et mise en œuvre, École des Hautes Études Commerciales (HEC), Montréal, (514) 340-6001, www.hec.ca
• Réussir les changements dans un contexte de transformation organisationnelle, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca

Watch a video:

• "Les pièges de la mondialisation : justification économique et illusion politique" by Riccardo Petrella, Vidéoconférence de 80 minutes, Production vidéo.com. (Liaisons internationales, 1999), http://www.liaisonsdavenir.com/;
• "The Customer Service Connection" (1994, Kantola Productions) - available from the Entrepreneurship Institute of Canada at (519) 885-1559/1-800-665-4497 or at e-mail: entinst@sympatico.ca, http://www.entinst.ca/customer_service_connection.htm
• "Positive Partnering: Building Bridges with Customers" (Jossey-Bass, 1994). PAL Video.

Management Excellence – Delivery through Action Management, People Management and Financial Management

Action Management – Design and Execution

Designs division work plans based on the big picture; guides division projects and resources to avoid obstacles; delegates appropriately to managers; manages resources to maximize output; sets realistic timelines and clear accountabilities for managers; provides structure and momentum for division work activities; sets challenging but realistic goals; identifies division limits and resource requirements for workload; manages the division's workload through prudent resource planning and prioritizing; shifts priorities and adapts division work plans, as required; heeds early warning signals and advises the DG and others, as needed; follows through on the division's business plan from planning, implementing, monitoring, and evaluating to reporting; integrates Comptrollership, Management Accountability Framework (MAF), federal legislation, regulations, and policies into division practices; manages own and others' work-life balance; responds decisively and quickly to emerging opportunities or risks; maintains composure in adverse situations to alleviate pressure and maintain momentum; establishes performance standards for IM & IT projects and systems to achieve objectives.

Read a book:

• 'Le manager minute', BLANCHARD, Kenneth et Spencer JOHNSON (Paris, Les Éditions d'Organisation, 2003);
• 'Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results', Niven, P.R, (New York: John Wiley & Sons, Inc., 2002);
• 'The Heart of Change: Real-Life Stories of How People Change Their Organizations', Kotter, John P. and Dan S. Cohen (Boston: Harvard Business School Press, 2002);
• 'The Answer to How Is Yes: Acting On What Matters', Block, Peter (San Francisco: Berrett-Koehler Publishers, Inc., 2001);
• 'The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action'' Pfeffer, Jeffrey and Robert I. Sutton. (Boston: Harvard Business School Press, 2000);
• 'Corporate Imagination Plus––Five Steps to Translating Innovative Strategies Into Action', Bandrowski, James F. (New York: The Free Press, 2000);
• 'The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking Action', Conger, Jay A., Gretchen M. Spreitzer and Edward E. Lawler, III (Eds.) (San Francisco, CA: Jossey-Bass, Inc., 1999);
• 'Soaring With the Phoenix––Renewing the Vision, Reviving the Spirit, and Re-Creating the Success of Your Company', Belasco, James A. and Jerre Stead (New York: Warner Books, 1999);
• 'Les Sept habitudes de ceux qui réalisent tout ce qu'ils entreprennent', COVEY, Stephen R. (Paris, Éditeur First Business, 1996).
• 'The Balanced Scorecard: Translating Strategy Into Action', Kaplan, Robert S. and David P. Norton (Boston: Harvard Business School Press, 1996);
• "Powerful Planning Skills: Envisioning the Future and Making it Happen" by Peter Capezio, Career Press; 1st edition (November 1, 1999);
• "Implementing Strategic Processes: Change, Learning and Cooperation" by Peter Lorange (Blackwell Business, 1993);
• Déléguer au quotidien : Les 7 règles d'or, BUSSIÈRES, Michel, Jean-Pierre GAUTHIER et Stéphanie SAVEL, Les Éditions d'Organisation, 2003.
• Déléguer : voyage au cœur de la délégation, SAVEL, Stéphanie, Jean-Pierre GAUTHIER et Michel BUSSIÈRES, Paris, Les Éditions d'Organisation, 2000.
• Loehr, Jim and Tony Schwartz. The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal. New York: The Free Press, 2003.
• Nelson, Robert B. Empowering Employees Through Delegation. Burr Ridge, IL: Irwin Professional Publishing, 1994.
• Lord, Robert G., Richard J. Klimoski and Ruth Kanfer (Eds.). Emotions in the Workplace: Understanding the Structure and Role of Emotions in Organizational Behavior. San Francisco: Jossey-Bass, Inc., 2002.
• Marshall, John C. and Bob McHardy. Principles of Self-Management, The Key to Personal and Professional Success. Toronto, ON: Selection Testing Consultants International Ltd., 1999.
• Qui a piqué mon fromage ?, JOHNSON, Spencer, Neuilly-sur-Seine, Éditions Michel Lafon, 2000.
• Votre seau est-il bien rempli ?: Des stratégies positives pour le travail et la vie, RATH, Tom et Donald O. CLIFTON, Ph.D., Éd. Trésor Caché, 2005.

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• "Leading Transitions"offered by the Canada School of Public Service (see http://www.csps-efpc.gc.ca/main_e.html) (Code S208)
• 'Leadership en période de transition'offered by l'École de la fonction publique du Canada (see http://www.csps-efpc.gc.ca/main_e.html) (Code S208)
• 'Leadership de la diversité au cœur de l'action'offered by l'École de la fonction publique du Canada (see http://www.csps-efpc.gc.ca/main_e.html) (Code C101F)
• "Gestion de projets: principes, démarche méthodes et techniques" offered by l'École nationale d'administration
• 'The 7 Habits of Highly Effective People^®', Franklin Covey Canada, Cambridge, ON, 1-866-7HABITS (1-866-742-2487), www.franklincovey.ca
• Les 7 habitudes des gens très efficaces^MD, Franklin Covey Canada, Cambridge (Ontario), 1 866 7HABITS (1 866 742-2487), www.franklincovey.ca
• La gestion de projets : approche, méthodologie et outils, École des Hautes Études Commerciales (HEC), Montréal, (514) 340-6001, www.hec.ca
• Leading with Emotional Intelligence,Canadian Management Centre (CMC), Toronto, (416) 214-5678/1-877-CMC-2519, www.cmctraining.org
• The Principles of Self-Management for Leaders and Managers, Self-Management Group, Toronto, ON, (416) 746-0444, 1-800-760-9066, www.selfmgmt.com
• Developing Emotional Intelligence (EQ)  in Your Workplace, Schulich Executive Education Centre, Schulich School of Business, York University, Toronto, (416) 736-5079, 1‑800-667-9380, www.execdev.schulich.yorku.ca
• Compétences émotionnelles : concepts et outils, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• L'anti-burnout : performer sans s'épuiser, Le Groupe CFC, Montréal : (514) 286-8212/Québec : (418) 687-3737/1 800 499-8896, www.groupecfc.com

Watch a video:

• 'The 7 Habits of Highly Effective People', Franklin Covey Canada Ltd., 1-866-7HABITS, www.franklincovey.ca
• Juggling Priorities: How to Balance Your Life, International Tele-Film, (416) 252-1173 or 1-800-561-4300, www.itf.ca

People Management – Individuals and Workforce

Works one-on-one with managers; deals with ineffective performance; provides regular feedback, acknowledges success and the need for improvement; coaches and challenges staff to question conventional approaches and to take ownership of the organization's performance and its culture; resolves labour relations problems; secures mediation, if required; balances the needs of employees and the organization; monitors and addresses workplace well-being; develops and supports career plans and provides learning and growth opportunities; develops an HR strategy for division succession planning; secures funding for OL and other training; manages workload; implements rigorous HR practices and fulfils obligations of HRM accountabilities; ensures that staff remains appraised on new trends in IM and IT.

Read a book:

• "Structured On-the-Job Training:Unleashing Employee Expertise into the Workplace" by Ronald L. Jacobs (Berrett-Koehler, 2^nd Edition, 2003) (for more information, go to http://www.eric.ed.gov/)
• Bishop, Charles H. Making Change Happen One Person at a Time: Assessing Change Capacity Within Your Organization. New York: AMACOM, 2000.
• Blackard, Kirk and James W. Gibson. Capitalizing on Conflict: Strategies and Practices for Turning Conflict Into Synergy in Organizations. Palo Alto, CA: Davies-Black Publishing, 2002.
• Cartwright, Tatula. Managing Conflict With Peers. Greensboro, NC: Center for Creative Leadership, 2003.
• Charan, Ram, James L. Noel and Steve Drotter. The Leadership Pipeline: How to Build the Leadership Powered Company. New York: John Wiley & Sons, Inc., 2000.
• Cloke, Ken and Joan Goldsmith. Resolving Conflicts at Work: A Complete Guide for Everyone on the Job. San Francisco: Jossey-Bass, Inc., 2000.
• Deutsch, Morton and Peter T. Coleman (Eds.). The Handbook of Conflict Resolution: Theory and Practice. San Francisco: Jossey-Bass, Inc., 2000.
• Kouzes, James M. and Barry Z. Posner. Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others. San Francisco: Jossey-Bass, Inc., 2003.
• Levin, Robert A. and Joseph G. Rosse. Talent Flow: A Strategic Approach to Keeping Good Employees, Helping Them Grow, and Letting Them Go. New York: John Wiley & Sons, Inc., 2001.
• Lewin, Roger and Birute Regine. Weaving Complexity and Business: Engaging the Soul at Work. New York: Texere, 2001.
• Lloyd, Kenneth L. Be the Boss Your Employees Deserve. Franklin Lakes, NJ: Career Press, 2002.
• Lombardo, Michael M. and Robert W. Eichinger. For Your Improvement, 4^th Edition. 2004. (Available through Robert Coppenrath & Associates, Montreal, 514-938-4100; Toronto, 416-591-4042)
• Mayo, Andrew. The Human Value of the Enterprise: Valuing People As Assets––Monitoring, Measuring, Managing. Yarmouth, ME: Nicholas Brealey Publishing, 2001.
• Moxley, Russ S. Leadership and Spirit: Breathing New Vitality and Energy Into Individuals and Organizations. San Francisco: Jossey-Bass, Inc., 2000.
• Perlow, Leslie. When You Say Yes but Mean No: How Silencing Conflict Wrecks Relationships and Companies… And What You Can Do About It. New York: Crown Business Publishing, 2003.
• Popejoy, Barbara and Brenda J. McManigle. Managing Conflict With Direct Reports. Greensboro, NC: Center for Creative Leadership, 2002.
• Raelin, Joseph A. Creating Leaderful Organizations: How to Bring Out Leadership in Everyone. San Francisco: Berrett-Koehler Publishers, Inc., 2003.
• Reck, Ross R. The X-Factor: Getting Extraordinary Results From Ordinary People. New York: John Wiley & Sons, Inc., 2001.
• Solomon, Muriel. Working With Difficult People. New York: Prentice Hall, 2002.
• Zachary, Lois J. The Mentor's Guide: Facilitating Effective Learning Relationships. San Francisco: Jossey-Bass, Inc., 2000.
• Zenger, John H. and Joseph Folkman. The Extraordinary Leader: Turning Good Managers Into Great Leaders. New York: McGraw-Hill, Inc., 2002.
• Coachez votre équipe – Techniques de coaching individuel et de coaching d'équipe, 2^e édition, LONGIN, Pierre, Paris, DUNOD, 2003.
• Devenez Manager ! L'essentiel de Drucker, DRUCKER, Peter, Éd. Pearson Education, 2006.
• Gérer le rendement au quotidien : pratiques de supervision (Collection Guide pratique de management), LANTHIER, Jean-Pierre, Montréal, Le Groupe CFC, 1999.
• L'appréciation des performances au travail – de l'individu à l'équipe, BERNATCHEZ, Jean-Claude, Les presses de l'Université du Québec, 2003.
• L'art de la critique constructive, WEISINGER, Hendrie, Montréal, Les Éditions Transcontinental, 2000.
• La gestion des personnes au quotidien, BOUCHER, Guy, Paul-André GAGNÉ et Jean-Guy PETITPAS, Publications Québec, 2004.
• Comment gérer un employé difficile, DROLET, Muriel avec Marie-Josée DOUVILLE, Montréal, Les Éditions Transcontinental, 2004.
• Comment désamorcer les conflits au travail, LABELLE, Ghislaine, Montréal, Les Éditions Transcontinental, 2005.
• Dénouer les conflits relationnels en milieu de travail, CORMIER, Solange, Les presses de l'Université du Québec, 2004.
• Gérer les conflits : de personnes, de management, d'organisation, MARSAN, Christine, Éditions Dunod, 2005.
• Méthode de négociation : On ne naît pas bon négociateur, on le devient, PEKAR LEMPEREUR, Alain et Aurélien COLSON, Paris, DUNOD, 2004.
• Mieux négocier, GAGNON, Jean H., Éditions Yvon Blais, 2005.
• Négociation et Résolution de conflits, Harvard Business Review, Collectif, Paris, Éditions d'Organisation, 2001.
• Améliorer les performances, 4^e édition (FYI – For Your Improvement), LOMBARDO, Michael et Robert W. EICHINGER, Lominger Limited, 2005. (Ce livre peut être obtenu par l'entremise de Robert Coppenrath & Associés, 514-938-4100.)
• Le management des hauts potentiels, BOUMRAR, Chrif et Olivier GILSON, Paris, DUNOD, 2004.
• Organiser le travail pour qu'il soit formateur – Quels dispositifs mettre en œuvre ?, 3^e édition, DARVOGNE, Christian et Didier NOYÉ, INSEP, 2000.
• Arriver à le dire… même quand c'est difficile, LACOMBE, F., Interéditions, 2002.
• L'intelligence émotionnelle au travail : Gérer ses émotions et améliorer ses relations avec les autres, WEISINGER, Hendrie, Montréal, Les Éditions Transcontinental, 2005.

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• Essential Management Skills, McGill Executive Institute, Montreal, (514) 398-3970, 1‑888-419-0707, (also given in Toronto), http://www.mcgill.ca/executive-institute/
• Situational Leadership II^® for Managers, Blanchard Training and Development, Mississauga, ON, (905) 568-2678, www.blanchardtraining.com
• Successfully Coaching & Mentoring Individuals & Teams, Schulich Executive Education Centre, Schulich School of Business, York University, Toronto, (416) 736-5079, 1‑800-667-9380, www.execdev.schulich.yorku.ca
• Motivating for Results, Canadian Management Centre (CMC), Toronto, (416) 214-5678/1-877-CMC-2519, www.cmctraining.org
• Collaborative Conflict Resolution, University of Western Ontario, London, Ontario, (519) 661-2111, www.uwo.ca/cstudies/
• Dispute Resolution Skills, Industrial Relations Centre, Queen's University, Kingston, ON, (613) 533-6628, www.industrialrelationscentre.com/
• Leading through Change, Niagara Institute, Niagara-on-the-Lake, ON, (905) 704-1133 or 1-800-663-7305, www.niagarainstitute.com
• Passer de patron à coach : le défi des gestionnaires, École des Hautes Études Commerciales (HEC), Montréal, (514) 340-6001, www.hec.ca
• Accompagnement professionnel en gestion, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Les cadres et la pratique des mesures disciplinaires, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Savoir communiquer et négocier avec son personnel, École Nationale d'Administration Publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Compétences émotionnelles : concepts et outils, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Rendre son leadership plus efficace, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Gérer les conflits, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP,www.enap.uquebec.ca
• Les rencontres de gestion : enjeu, positionnement et approche, Le Groupe CFC, Montréal, (514) 286-8212/(418) 687-3737/1 800 499-8896, www.groupecfc.com
• L'art d'être leader, Le Groupe CFC, Montréal : (514) 286-8212/Québec : (418) 687-3737/1 800 499-8896, www.groupecfc.com
• Adieu patron ! Bonjour Coach !, Actualisation, Montréal, (514) 284-2622, www.actualisation.com
• Les habiletés essentielles en gestion, McGill Executive Institute, Montréal, (514) 398-3970, http://www.mcgill.ca/executive-institute/
• La médiation : un outil précieux pour gérer les conflits, École des Hautes Études Commerciales (HEC), Montréal, (514) 340-6001, www.hec.ca

Watch a video:

• Appraisal and Performance Management, International Tele-Film, (416) 252-1173 or 1-800-561-4300, www.itf.ca
• Bad Apples: How To Deal With Difficult Attitudes, Owen-Stewart Performance Resources Inc., 1-800-263-3399, www.owenstewart.com
• Burn-out: Dead End or New Beginning, International Tele-Film, (416) 252-1173 or 1-800-561-4300, www.itf.ca
• Conflict Resolution, Owen-Stewart Performance Resources Inc., 1-800-263-3399, www.owenstewart.com
• Delegating for Diehards: Working Together to Get Things Done, Owen-Stewart Performance Resources Inc., 1-800-263-3399, www.owenstewart.com
• Feedback Techniques, Owen-Stewart Performance Resources Inc., 1-800-263-3399, www.owenstewart.com
• Coaching For Success, International Tele-Film, (416) 252-1173 or 1-800-561-4300, www.itf.ca
• From 'No' to 'Yes', The Constructive Route to Agreement, International Tele-Film, (416) 252-1173 or 1-800-561-4300
• Human Touch Performance Appraisal II, International Tele-Film, (416) 252-1173 or 1-800-561-4300, www.itf.ca
• Practical Coaching Skills For Managers, Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp
• Targeting for Performance, International Tele-Film, (416) 252-1173 or 1-800-561-4300
• The ABC's of Effective Feedback: A Guide for Caring Professionals, Irwin M. Rubin, Thomas J. Campbell, Jossey-Bass Publishers.
• The Art of Giving and Receiving Feedback, AMI How-To Series (Available through International Tele-Film, 1-800-561-4300)
• The Leadership Challenge, Revised, Owen-Stewart Performance Resources Inc., 1-800-263-3399
• The Power of Listening, Owen-Stewart Performance Resources Inc., 1-800-263-3399
• Would I Follow Me?, Owen-Stewart Performance Resources Inc., 1-800-263-3399
• Burn-out : Cul-de-sac ou tremplin ?, International Télé-Film, (514) 352-5361, www.itf.ca
• Chemins du oui, International Télé-Film, (514) 352-5361, www.itf.ca
• Entrevue disciplinaire, avec John Cleese, International Télé-Film, (514) 352-5361
• Intelligence émotionnelle, Owen-Stewart Performance Resources Inc., 1 800 263-3399, www.owenstewart.com
• L'entretien d'évaluation : le côté humain, International Télé-Film, (514) 352-5361
• La série supervision : Problèmes de rendement et de comportement, LANTHIER, Jean-Pierre, Le Groupe CFC, Montréal, (514) 286-8212/(418) 687-3737/1 800 499-8896
• La série supervision : Recadrer le problème avec fermeté, LANTHIER, Jean-Pierre, Le Groupe CFC, Montréal, (514) 286-8212/(418) 687-3737/1 800 499-8896
• Le défi du leadership, Révisé, Owen-Stewart Performance Resources Inc., 1 800 263-3399, www.owenstewart.com
• Objectif : Performance, International Télé-Film, (514) 352-5361
• Planification de carrière, International Télé-Film, (514) 352-5361
• Quand le manager devient « Coach » (série : Boîte à outil du manager), International Télé-Film, (514) 352-5361
• Traitement des conflits, version révisée, Owen-Stewart Performance Resources Inc., 1 800 263-3399, www.owenstewart.com

Consult a Website:

• How To Lead A Team: Team Leadership, Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp (CD-ROM & ONLINE SEMINAR)
• How To Supervise People, Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp (ONLINE SEMINAR)
• Feedback Solutions, International Tele-Film, (416) 252-1173 or 1-800-561-4300
• Dealing With Conflict and Confrontation, Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp
• Leading Your Team Series: Module 1 – Building A Partnership, Module 2 – Effective Communication, Module 3 – Getting The Work Done, Module 4 – Developing People, International Tele-Film, (416) 252-1173 or 1-800-561-4300
• Managing Across Difference, 2003, Harvard Business School Publishing, 1-800-795-5200 (CD-ROM & ONLINE), http://corporatelearning.hbsp.org/home/prod_managingAcrossDifference.html
• Conflict Management & Confrontation Skills, Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp
• How To Overcome Negativity In The Workplace, Fred Pryor Seminars and CareerTrack, 1-800-780-8476, http://www.pryor.com/corporate/online.asp
• Resolve Conflict Positively, GeoLearning.com, 1-800-970-9903, www.geolearning.com (ONLINE SEMINAR) Please call for a full course description and pricing information.
• Être manager coach, Crossknowledge, http://corp.crossknowledge.com/NET/fr/xslt.aspx
• Évaluer ses collaborateurs, Crossknowledge, http://corp.crossknowledge.com/NET/fr/xslt.aspx
• Gérer les conflits interpersonnels, Crossknowledge, http://corp.crossknowledge.com/NET/fr/xslt.aspx
• Développer les compétences de ses collaborateurs, Crossknowledge, http://corp.crossknowledge.com/NET/fr/xslt.aspx

Financial Management – Budgets and Assets

Allocates and manages division resources transparently; implements strategies to achieve operational efficiencies and value for money; applies and monitors rigorous systems for Financial Information Management, internal audit, and evaluation; fulfils obligations of accountabilities for division finance and assets management; acts on audit, evaluation, and other objective division performance information.

Read a book:

• 'Profitable Growth is Everyone's Business: 10 Tools You Can Use Monday Morning', Ram Charan, New York: Crown, 2004.
• 'Finance and Accounting for Nonfinancial Managers: All the Basics You Need to Know', 5^th ed., William Droms, Boulder, CO: Perseus, 2003.
• 'The Essentials of Finance and Accounting for Nonfinancial Managers', Edward Fields, New York: AMACOM, 2002.
• 'Understanding Financial Statements', Lyn M. Fraser, and Aileen Ormiston, Upper Saddle  River, NJ: Prentice Hall, 2003.
• 'Analysis for Financial Management', Robert C. Higgins, New York: McGraw-Hill, 2003.
• 'The Art of Profitability', Adrian Slywotzky, New York: Warner, 2003.
• 'How to Read a Financial Report: Wringing Vital Signs Out of the Numbers', 6^th ed. John A. Tracy, New York: John Wiley & Sons, 2004.

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

Consult a website:

Consult websites such as:

• www.economist.com
• www.kiplinger.com
• www.ft.com
• www.barrons.com
• www.balancedscorecard.org
• www.fortune.com
• www.bloomberg.com
• www.fool.com

Other:

Seek out an advisor who is familiar with the typical financial decisions you make in your job. An advisor may be a member of your internal finance team, a respected colleague in another business unit, a certified public accountant, external financial professional who knows or another you and your company well.

Security Management – Culture of Security

Ensures effective security planning, risk assessment, monitoring and evaluation, taking prompt corrective action, where necessary; keeps informed about security issues and responsibilities (e.g.: new security measures, changes in procedures, access and privacy, etc.) and passes the information on to others; promotes and participates in security awareness and education throughout the organization; recognizes good security awareness in others.

Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

Client Leadership – Anticipating and overcoming obstacle

Embraces the role of an agent of change by seeking to understand the change and creates an environment that promotes and encourages change or innovation; creates synergy and engages all generations of staff in a common purpose during transformation; involves stakeholders in planning and implementing the change; personally communicates a clear vision of the broad impact of change of the Public Service and IM and IT initiatives; develops and communicates concrete plans and actions to implement the change; recommends changes, articulates their rationale, and anticipates and overcomes obstacles to success; identifies and implements training that is necessary for the change to succeed.

Read a book:

• The report of the Deputy Ministers' Task Force, "A Planning Tool for Thinking About the Future of the Public Service" (1996) available at the Canada School of Public Service website (see http://www.csps-efpc.gc.ca/Research/publications/pdfs/psfuture.pdf);
• 'We Shall Not Fail: The Inspiring Leadership of Winston Churchill', Sandys, Celia and Jonathan Littman (New York: Portfolio, 2003);
• 'The Inspirational Leader', Adair, John (London, Kogan Page, 2003);
• 'Will and Vision', Tellis, Gerard J. and Peter N. Golder (New York, McGraw-Hill Trade, 2001);
• 'How to Shine at Work', Dominguez, Linda R. (New York, McGraw-Hill Trade, 2003);
• "Gung Ho! Turn On the People in Any Organization" by Blanchard and Bowles (Jossey-Bass, 1997);
• "The Transformational Leader" by Tichy and Devanna (John Wiley and Sons, 1990);
• 'Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal', Tushman, Michael L. and Charles A. O'Reilly, III (Boston, Harvard Business School Press, 2002);
• Read the report of the Deputy Ministers' Task Force on "Managing Horizontal Policy Issues" (1996) (available at the Canada School of Public Service (see http://www.csps-efpc.gc.ca/Research/publications/pdfs/horize.pdf);
• 'Préparer un changement' by Claude Ouellet, 1993 (Le Groupe CFC);
• 'Réaliser un changement' by Claude Ouellet, 1996 (Le Groupe CFC);
• Anderson, Dean and Linda S. Ackerman Anderson. Beyond Change Management: Advanced Strategies for Today's Transformational Leaders. San Francisco: Jossey-Bass, Inc., 2001.
• Black, J. Stewart and Hal B. Gregersen. Leading Strategic Change: Breaking Through the Brain Barrier. Upper Saddle River, NJ: Financial Times/Prentice Hall, 2002.
• Kotter, John P. and Dan S. Cohen. The Heart of Change: Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business School Press, 2002.
• Luecke, Richard. Managing Change and Transition. Boston: Harvard Business School Publishing, 2003.
• Straus, David. How to Make Collaboration Work: Powerful Ways to Build Consensus, Solve Problems, and Make Decisions. San Francisco: Berrett-Koehler Publishers, Inc., 2002.
• Adair, John. The Inspirational Leader. London: Kogan Page, 2003.
• Black, J. Stewart and Hal B. Gregersen. Leading Strategic Change: Breaking Through the Brain Barrier. Upper Saddle River, NJ: Financial Times/Prentice Hall, 2002.
• Reed, Peter J. Extraordinary Leadership: Creating Strategies for Change. London: Kogan Page, 2001.
• Dites oui au changement, CAPPANNELLI, George et Sedena, Montréal, Les Éditions de l'Homme, 2004.
• Gérer le volet humain du changement, BAREIL, Céline, Montréal, Les Éditions Transcontinental, 2004.
• La gestion des risques, HASSID, Oliver, Paris, Éditions Dunod, 2005.
• Qui a piqué mon fromage ?, JOHNSON, Spencer, Neuilly-sur-Seine, Éditions Michel Lafon, 2000.
• La dynamique des groupes – processus d'influence et de changement dans la vie affective des groupes, Nouvelle édition,MUCCHIELLI, Roger, Paris, ESF Éditeur, 2000.
• Le grand secret : 6 clés pour un leadership authentique et humain, BLANCHARD Ken et Mark MILLER, Montréal, Les Éditions Transcontinental, 2005.

  Take a course:

Consult the "Leadership Development Opportunities: Reference Guide 2007-2008" available on http://www.csps-efpc.gc.ca/corporate/guide_e.html

Consulter le guide « Occasions de perfectionnement en leadership : Guide de référence 2007-2008 » sur le site http://www.csps-efpc.gc.ca/corporate/guide_f.html

• "Developing the Strategic Leader" – Think, Act, and Influence for the Long Term, offered by the Center for Creative Leadership (see http://www.ccl.org);
• 'Mobilisation et valorisation des personnes', École Nationale d'Administration Publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, http://www.enap.uquebec.ca
• 'Rendre son leadership plus efficace', École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, http://www.enap.uquebec.ca
• "Creating Team Innovation" or "Leadership and Teamwork" offered by the Centre for Creative Leadership. (See http://www.ccl.org);
• "Gérer des équipes" (see http://www.enap.uquebec.ca) offered by l'École nationale d'administration publique.
• Creative Thinking & Innovation, McGill Executive Institute, Montreal, (514) 398-3970, 1‑888-419-0707, http://www.mcgill.ca/executive-institute/
• Leading Strategic Change, Joseph L. Rotman School of Management, University of Toronto, (416) 978-4441, email: execed@rotman.utoronto.ca, http://ep.rotman.utoronto.ca/programs.asp
• Leading Strategically, The Banff Centre, Banff, AB, 1-800-590-9799, email: leadership@banffcentre.ca, www.banffcentre.ca
• Leading through Change, Niagara Institute, Niagara-on-the-Lake, ON, (905) 704-1133 or 1-800-663-7305, www.niagarainstitute.com
• Réussir les changements dans un contexte de transformation organisationnelle, École nationale d'administration publique (ENAP), Montréal (514) 849-3564, Québec (418) 641-3048, 1 800 808-ENAP, www.enap.uquebec.ca
• Dans la turbulence du changement, interprétez les réactions et agissez judicieusement, École des Hautes Études Commerciales (HEC), Montréal, (514) 340-6001, www.hec.ca

Watch a video:

• 'Viser l'excellence', International Télé-Film, (514) 352-5361, www.itf.ca
• The Goal (The How-To Version), International Tele-Film, (416) 252-1173 or 1-800-561-4300, www.itf.ca
• Classical Change, International Tele-Film, (416) 252-1173 or 1-800-561-4300
• Rainbow War, International Tele-Film, (416) 252-1173 or 1-800-561-4300
• Rainbow War, version française, International Télé-Film, (514) 352-5361
• Gérer le changement, International Télé-Film, (514) 352-5361
• Le but, avec Eli Goldratt, International Télé-Film, (514) 352-5361
• Savoir diriger les changements, International Télé-Film, (514) 352-5361
• Organisation face aux changements, International Télé-Film, (514) 352-5361

Consult a website:

• FISH!,Owen-Stewart Performance Resources Inc., 1-800-263-3399, www.owenstewart.com
• Focus Your Vision, Owen-Stewart Performance Resources Inc., 1-800-263-3399, www.owenstewart.com