The best-laid plans of mice and men sometimes go astray. When I posted the first time about my new job, it was after a pretty extensive internal process for me personally — reflecting extensively on what I had liked about previous jobs, what I was looking for in a new job — and a formal job search across multiple areas.
As I finished that search and said yes to the dress, so to speak, I went with a stakeholder relations job for disability pensions. I liked the way it was framed, there was a formal set of mechanisms in place, not building SR from the ground up, and there was a Round Table that met three times a year that would drive the work cycle.
The interview with the DG had been great, I was excited about the files, and I had touched on things that were important to me in the job search…a chance to innovate, an open management environment, good people to work with, and a solid working relationship with my management team. » Read the rest
Back in April, I blogged about Starting the Official Job Search of 2017 and I added it to the list of “50 things to do before I’m 50” i.e. find and start a new job. I mentioned at the time I started my search that I have been in my current “box” for the last nine years, and while the job changed a bit in there — six years of performance measurement plus special projects and three years of planning — it has been a similar job for most of that time. I thought about leaving before, and I’ve had offers, but either the timing wasn’t right or it wasn’t the right job. And, as I like to be brutally honest on my blog, one of the main reasons I didn’t leave was that I was comfortable.
I had good files that I liked and that I’m good at too, I had a good team, work/life balance was near perfect, and I had bosses that trusted me and gave me autonomy and room to work within my sphere. » Read the rest
The number one thing I’m looking for in a new job is integrity.
A few of you are likely reading that and nodding your head. It seems like a good choice. Except it doesn’t mean only what most people think it does. For me, integrity is about far more than simply the personal integrity of my bosses. In fact, that isn’t even the biggest part.
First and foremost, I need to know there’s the integrity of the mandate. I need to know there is a clear link between the actions of the Department and the outcomes they are trying to achieve. A plausible connection that they can actually achieve something. Going back to an earlier post, it’s one of my challenges when looking at a Department like Indigenous Affairs or Status of Women. Both departments have great mandates, but there is no particular vision behind either one that makes me believe they can achieve their mandate. » Read the rest
Most people who have read my top ten list so far have probably wondered, “What the ??? Where is the substance?”. Well, that comes now. More by type of substance than individual file area.
As a digression, I am not super worried about the file content — I could work in just about any department, and feel like I was contributing and enjoying my work. There are a couple where I would probably hesitate. Indigenous Affairs is one I would avoid…I honestly don’t think anyone has any clue how to move the files forward, and we pour billions per year into a system that produces almost nothing. Thankfully we have a reconciliation committee to make us feel good about our current partnership, even when that partnership threatens to consign another generation to poverty-stricken, subsistence living. Put more neutrally, working there would be well beyond pushing string.
I have similar views about the Canadian Human Rights Committee that lost its way a long time ago, the Status of Women which needs to be either strengthened and given teeth or abolished and probably half of the Fisheries Department. » Read the rest
Up until now, the top ten list has likely seemed rather generic. Fuzzy features around jobs, not elements you could “target” or “search” for in a formal job board for example. The next two though are pretty clear.
I want to be a manager.
You might be thinking, “Wait, isn’t he already a manager?” Yes, I am, and I want to remain one. I like managing people. I am comfortable in expanding my “reach” through delegation. Obviously, sure, I can get more done if I have minions. 🙂 But I also really like two other aspects.
First and foremost, the management layer helps me to ensure that I stay “strategic” (item #07 on my list). Managing lets me exercise the judgement function that I like, combined with ensuring a broad direction and vision for my team. I always want my team to know where we’re going, why we’re going there, and some of the place markers on the road to get there. » Read the rest