In mid-January, the government presented a new initiative for improved public leadership: The quality of public leadership education needs to be scrutinized, a 'task force' should be established to intervene when well-being indicators are lagging, and specific leadership competency profiles should be developed, to mention just three of the 22 initiatives in the government's new proposal. You can find the 22 initiatives via the link here..

It is, of course, commendable that the government is focusing on the quality of leadership in the public sector, but I still note that the 22 initiatives do not truly address what our public leaders, in my experience, need most - more time and better opportunities for engaging, empathetic, and well-being-focused personnel management.

As a lecturer in public leadership education at CBS and through my own Well-being coach education, I repeatedly confirm how dedicated, skilled, loyal, and hardworking our public leaders are in Denmark. However, I also see a group of public leaders feeling immensely pressured because they lack time for personnel management. These leaders, due to extensive documentation, registration, and efficiency demands, widespread bureaucratization, and cutbacks in terms of hands-on support, are unable to be as engaging, appreciative, and empathetic in their leadership as they desire and feel professionally obligated to be.

In my opinion, it's not our leaders who need 'fixing' with 22 new initiatives from the government but rather the conditions, frameworks, and structures we provide for them to lead in.

In the fall of 2018, FTFa conducted a survey among 700 public leaders, showing that more than a quarter of them lack balance between the demands they face and the resources available to them.

More time for the core task
Of course, one cannot change everything at once from a political perspective, and until structural conditions and frameworks change, leaders and employees may need to make the best of the current situation. It's important to be aware that it's not them that is the issue when they feel there is too little time for the core service.

Although it won't always be an easy task, it could be a good idea, to keep the broader purpose in mind, to periodically, both individually and as a team, ask oneself and each other the question, "Am I/Are we fostering well-being, and am I/are we growing from the way I/we contribute?"”

This way, we can give ourselves and each other a helping hand towards consciously lifting out of operational mode and providing the opportunity to think towards increased well-being and more time for the core task. Towards what makes sense.

Important political discussion
While we, as leaders and employees, do our best in this regard, I wish for a general discussion in the business policy about the conditions, frameworks, and structures in public workplaces. It borders on the directly unreasonable when our capable public leaders are demanded, from a political standpoint, to master inclusive, empathetic, and relational leadership while, on the other hand, being subjected to ever-increasing efficiency and documentation requirements, widespread bureaucratization, and cutbacks. In essence, one could argue that the government's 22 initiatives – despite the best intentions – will lead to even more documentation and even less time for the core task.

Based on well-being research, we should ask the important question of whether there is another way to structure our public organizations so that they allow much more space for the core task and less space for documentation, efficiency, bureaucratization, and cutbacks in terms of hands-on support.

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Well-being in practice – do you want to know more?
If you're interested in learning more about what creates well-being in practice, I am once again offering my Well-being Coach training for leaders, organizational consultants, employee representatives, and others interested in creating well-being and a positive work environment. The intensive Well-being Coach program provides knowledge about the latest research on various well-being-related areas and practical tools for reducing sick leave, promoting a healthier psychological work environment, increasing job satisfaction, enhancing motivation, improving health, and overall quality of life.

You can read more about the training here.

The training will also be offered again in the fall in Switzerland for the second time, where it will be conducted in German with English translation.