Page 8 Part II – Voices of Leadership: Inspiring Public Sector Stories from the Region Continued from previous page actively involving them in the change process, seeking feedback, and providing opportunities for input to increase buy-in; all this while simultaneously managing my own personal concerns with the lack of information from my principals but ensuring I did not “wear my discontent on my chest”. 3. Implementation Strategies: A reporting schedule was agreed with the Implementation Team (Transformation Implementation Unit) to provide clarification and provide consistent updates about the different stages of the process and impact on the Team’s roles. Collaboration sessions with the Implementation Team were arranged to minimise feelings of exclusion and uncertainty. Members were encouraged to maintain direct contact with the Implementation Team to seek clarification and offer expert advice, while building relationships. 4. Results/Changes arising from proactive leadership: Gradual acceptance of the process was observed as the Teams’ motivational level increased. This was reflected in their dedication and objective contribution that resulted in successful completion of the Review process. 5. Lessons learnt from the experience: My leadership skills were called into focus as I navigated what was a very challenging exercise. I have become more empathetic while holding team members accountable amid chaos. 1. Context/Challenges: One of my first tasks as Permanent Secretary in the Ministry of the Public Service was to establish the Employee Assistance Programme (EAP). This initiative was a major priority not only for the Ministry but also for the Government as a whole. It was outlined in the Ministry’s strategic plan and included in the collective agreement with trade unions. However, a previous attempt to establish an EAP had failed due to inadequate conceptualisation. 2. Specific Actions Taken to Address the Situation: With limited experience in setting up such a programme, I visited Barbados, which appeared to be the only Caribbean country with a functioning EAP, to study their model and explore the possibility of replicating it in our context. Despite the insights gained, I faced significant challenges. Our request for funding to support this initiative in the budget was denied. The lack of financial resources prompted me to brainstorm with members of my management team to devise a novel and innovative approach to implement the EAP. This approach was multidimensional, emphasising collaboration, cooperation, persistence, and a positive mindset that failure was not an option. 3. Implementation Strategies: I seized an opportunity when a Government building became vacant and available for use. Although the building required refurbishment, I leveraged my relationships with the Budget Director Continues on next page
9 Publizr Home