Clerk letter to Public Service

Good letter with three priorities, focus, simplify, accountability. Clear test for both political and official levels:

Dear Colleagues,

Today marks the third time in my career that I have joined the federal public service. The first was a long time ago when I was fresh out of school. More recently, I rejoined about five years ago as the Deputy Minister of Finance. And here I am today, in a new role.

So, you might well ask, why? Why am I here? Of course, the most direct answer is that the Prime Minister asked me to take this on. I am grateful to him for the opportunity to do this job at this point in Canada’s history.

Why does this period present such a compelling opportunity for all of us?

First, the federal public service is one of Canada’s great institutions. I have believed this for decades. It has a long-distinguished history of advising successive governments through challenging periods. And, over time, it has shown its ability to evolve and become more diverse to reflect the country itself. For all those reasons, the public service plays an integral part in our system of government – in our democracy. If we have learned anything from the turbulent world we live in, it should be to never take for granted our democratic system of government, and the institutions that support it and make it work.

Second, I believe that we are at a particular moment in our history. The world is changing fast. And in some fundamental ways. While the changes we are living aren’t easy, they give us, as a country, the opportunity right now to make decisions that will put Canada’s economy on a more resilient path; that will make us a more prosperous and fairer country; and that can strengthen our national unity in the face of an increasingly divided world. That is a tall order. It will only be accomplished with a lot of hard work inside government and across the country. It is an opportunity that we cannot miss.

Third, I am convinced that the public service has an indispensable role to play in ensuring we seize this opportunity. As public servants, if we are to deliver on that goal, we need to keep three words in mind.

· Focus: the Government’s priorities are very clear, as set out in the missions that the Prime Minister has launched. Our job is to be disciplined and concentrate on those. By staying tightly focused on priorities, we can help them become realities faster.

· Simplify: Our internal processes have become quite complicated. When that happens, there is always the risk that following the process is so time-consuming that everything slows down – at a time when we need to speed up because the world is moving as fast as it is. Windows of opportunity open and close. The world waits for no one. When processes get too onerous, they can also obscure what really matters most and why we are all here: to have an impact for the benefit of Canadians. Trying to simplify processes is going to be a priority. I know it is easier said than done. But it has to be addressed.

· Accountability: From the advice we give ministers to the decisions we take in running departments and programs to the services we provide to Canadians – from national defence to issuing a passport – we need to have a sense of personal accountability for what we do. Accountability is about commitment. It is about initiative – it is about taking that extra step that no one may have asked you to take, but that is often needed to make something a success. Successful organizations always have two characteristics. Formal accountabilities have to be clear – it’s the job of senior management to ensure that they are. And people need to feel and act in a personally accountable way. Helping to build those accountabilities and a culture of personal accountability will be key priorities for me.

In my experience, leadership is a lot about listening. Listening to the open and honest debates we need. In these uncertain times, when the standard operating procedures just don’t work anymore, rigorous debate is the best path to the best decisions. In this, our diversity is a continuing source of strength. With diversity comes the differing perspectives that make those debates even more worthwhile.

A final point: be proud. Proud of the work you do. Proud of serving Canada and Canadians.

I look forward to working with all of you.

Michael Sabia

Source: Clerk letter to Public Service

The Functionary: New clerk expectations

More notes of caution but I wish them well:

But are they too alike? That’s the worry. Both bring a Goldman Sachs-style mindset with big ambition that prizes speed and outcomes, which could drive them to barrel ahead — not listening, not slowing down, ignoring red flags.

Would deputies raising alarms about a Phoenix-style pay disaster get heard? Or would they be dismissed as risk-averse and stuck in public-service inertia?

As one long-time deputy minister said:

“Neither Carney nor Sabia has worked in the parts of government that actually deliver services. Finance manages crises — it doesn’t build systems. Fixing immigration or modernizing service delivery isn’t about reacting fast. It’s about designing complex programs, managing risk, and building IT that actually works. That’s not their wheelhouse.”

Goldman pace, Ottawa reality. The kind of style that works at Goldman Sachs — where there’s a deep bench of talent ready to step in — doesn’t translate easily to the public service, where replacements aren’t so easy to find or groom. Burnout here carries real risks, and losing top talent isn’t as simple as hiring the next in line.

Tellier and Sabia also came up in a different era. Barking orders and command-and-control leadership were the norm in the 1990s. But that style is now widely seen as outdated.

These days clerks prioritize wellness and mental health. And many public servants are tired. They haven’t a breather since the pandemic. There’s been Trump’s trade war, the federal election, two government transitions, and new crises keep coming – wars, fires.

Can the public service handle a hard-driving, two-year push for massive changes – with the chaos of layoffs? And can Carney stay focused to get his big things done?

The new guard is, well, older. Carney and his lieutenants — Sabia, chief-of-staff Marc-André Blanchard, and principal secretary David Lametti — are all white, male Boomers or Gen Xers leading a millennial-dominated public service that’s 58-per-cent women. 

Many public servants have only ever worked under the Trudeau government, where wellness, DEI, values and ethics, and work-life balance were top priorities. Money flowed and the public service grew. Gears are now shifting to high performance, speed, outcomes, spending and job cuts. That’s a culture shift.

The real leadership test may be less about what gets done — and more about how.

Source: New clerk expectations

At Davos and beyond, let’s remind the world why it needs more Canada

Tawfik Hammoud, Boston Consulting Group and Michael Sabia, CEO of the Caisse de dépôt et placement du Québec on the Canadian advantage of inclusiveness:

Canada remains an open society. Most leaders we meet view us as a gold standard in building a post-globalization society with a multiplicity of identities and a rejection of fear and “otherness.” Our capacity to foster co-existence is rare and increasingly important given both the migrations that are under way and the proximity of once-distant cultures.

We are also world leaders when it comes to opening our doors to qualified immigration candidates – and we do so without exaggerating security concerns. Canadian opinion polls show a majority in public support for the world’s highest immigration levels. No political party advocates cutting immigration. We should be proud that seven million of our 35 million citizens were born outside Canada, that the federal cabinet has as many women as men and that a few cabinet members arrived here not so long ago as virtual refugees.

None of this is to say that Canada is the promised land. There is work to do…

Source: At Davos and beyond, let’s remind the world why it needs more Canada – The Globe and Mail