ADMs have become too insular and inexperienced: study

Interesting and relevant study on ADMs by Jim Lahey (disclosure have spoken to his EX2-3 course on the lessons from Policy Arrogance or Innocent Bias: Resetting Citizenship and Multiculturalism) and Mark Goldenberg, with relevant thoughts on how to improve their expertise and depth of experience:

Once they have become ADMs, they tend to move from job to job and spend less than two years in a position. Most of those moves are within their own departments.

“ADMs move too much and don’t necessarily make the right moves. ADM churn needs slowing down. They are moving too frequently, and not always making the kinds of moves that can broaden and deepen their knowledge, experience and skills,” said Lahey.

“It is absolutely wrong to have ADMs who are generic managers divorced from policy and content. There has been a kind of managerialization of ADM jobs … bringing those jobs down below what they should be.”

The report offers five areas of reform to “raise the bar” for managing and recruiting these senior executives so they have more responsibility, experience, knowledge and leadership skills. It says future ADMs should be a strategic thinkers and visionary; should focus on results, effectiveness and economy; have strong interpersonal skills; and be able to work collaboratively.

Lahey said the overall executive cadre could be significantly cut but this must be managed slowly while targeting the talent in the lower executive levels to develop for the future. Slashing jobs to delayer is too disruptive; instead, the key is to figure out the roles and responsibilities for each level of management. This means adjusting the expectations of ministers and political staff – which could be tough in an era of mistrust between politicians and bureaucrats.

The report also urged bringing in new blood from outside the public service with external recruits accounting for up to 15 per cent of ADM appointees. It also suggests fast-tracking younger executives in their 30s and 40s so they become ADMs – and DMs – at a younger age and having them stay in the jobs longer before retiring.

The study also suggested ADMs stay in a position at least three years before moving to another. In fact, it argued that staying in the job, mastering it and leadership should be tied to performance pay.

ADMs have become too insular and inexperienced: study | Ottawa Citizen.