All Actionable Advice

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This page brings together every actionable insight shared in the video summaries. Click any link to view the full context and summary.

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• Measuring Democracy (2025-12-08)

  • Consider multiple democracy indexes rather than relying on a single measurement system when assessing democratic trends
  • Examine the funding sources and potential biases of democracy measurement organizations before accepting their assessments
  • Look beyond expert evaluations by incorporating public opinion data when analyzing democratic health in specific countries or regions
  • Pay attention to regional variations within democracy indexes rather than focusing solely on global or national averages
  • Distinguish between different types of democracy such as electoral, liberal, participatory, deliberative, and egalitarian when conducting democratic assessments
  • Monitor both satisfaction with democracy and perceived levels of democracy among citizens as separate but important indicators
  • Be aware of technical issues in data collection that can affect democracy measurements, such as expert nonresponse bias
  • Consider the historical context and origins of democracy indexes when interpreting their results
  • Use comprehensive survey coverage data to understand which regions may be underrepresented in democracy measurements
  • Analyze changes in democratic attitudes over time rather than focusing only on current snapshot assessments

• International Day of Persons with Disabilities 2025 (2025-12-05)

  • Use the accessibility passport system to document, track, and regularly review changing accommodation needs with your manager
  • Schedule monthly reviews with your supervisor to assess whether current accommodations are working or need adjustment
  • Create or join disability networks within your department if they don't already exist
  • Make a business case to senior leadership when you identify gaps in disability support systems
  • Consider applying for or promoting the Employment Opportunity for Students with Disabilities program
  • Implement proactive accessibility measures rather than waiting for requests. Provide sign language interpretation, captioning services, and accessible document formats by default
  • Design workspaces and meeting locations with accessibility as a foundational principle, not an afterthought
  • Choose accessible venues for all meetings and events to ensure full participation
  • Create accommodation processes that don't require employees to justify or prove their need for support
  • Develop comprehensive accessibility beyond basic requirements - consider ergonomic assessments, accessible furniture, and convenient bathroom access
  • Advocate for neurodiversity hiring initiatives in professional roles across IT, finance, and other departments
  • Establish regular disability champion meetings and ensure all departments have representation
  • Model accessibility practices that other organizations can learn from and replicate
  • Provide tours and demonstrations of accessible workspaces to spread best practices throughout the public service

• Making Work Fair (2025-12-02)

  • Apply the same systematic tools to fairness that you use for core business functions including data collection, goal setting, incentives, transparency, and accountability
  • Collect data on the things you care about regarding fairness and representation in your organization
  • Set specific, measurable goals for fairness outcomes rather than relying on good intentions
  • Implement universal screening or assessment processes rather than relying on referral systems that may introduce bias
  • Track and transparently share outcomes of fairness efforts to determine if you're making progress
  • Create methods of accountability where positive consequences follow good fairness outcomes and negative consequences follow poor outcomes
  • Focus on changing everyday work processes like hiring, promotion decisions, task assignments, and performance reviews rather than just implementing special programs
  • Question whether your current systems are inadvertently creating unequal starting points or resources for different groups
  • Look for simple design changes in existing processes that can level the playing field
  • Spend time manually collecting data on representation if automated systems aren't available
  • Examine whether high-potential individuals are being missed due to flawed identification systems
  • Consider implementing organizational goals or targets as interventions to help identify previously overlooked talent

• National Day for Truth and Reconciliation 2025 (2025-11-27)

  • Acknowledge the Indigenous territories where you live and work, recognizing the deep history of these lands and peoples
  • Honor historic treaties and agreements with Indigenous peoples in your daily practice
  • Participate in National Day for Truth and Reconciliation events to become allies and supporters
  • Advocate for Indigenous voices and what is important to Indigenous communities regardless of your role
  • Support Indigenous data sovereignty initiatives that allow communities to steward their own information
  • Promote digital inclusion programs that enable Indigenous participation in the digital economy
  • Work to address systemic barriers while recognizing and celebrating Indigenous knowledge, innovation, and leadership
  • Support programs like Indigenous IT Apprenticeships that create meaningful employment opportunities
  • Maintain patience, resilience, passion, and humanity when working toward reconciliation goals
  • Exercise whatever influence you have in decision-making processes to advance reconciliation
  • Ensure reconciliation efforts within your organization are effective to set an example for other sectors
  • Pause and reflect on the territories you occupy and the Indigenous peoples who have lived there
  • Use your voice to advocate for change, transformation, and progress in Indigenous-settler relations

• Lessons in Leadership and Foresight (2025-11-06)

  • Make report development processes more participatory by engaging experts from diverse areas of public health and other scientific disciplines
  • Include First Nations, Inuit, and Métis experts along with people who have lived experience when developing public health initiatives
  • Use report development as a platform to amplify different voices rather than treating it as homework to be completed
  • Center all public health work around health equity to better serve populations experiencing the most inequities
  • Shift health system focus from treatment toward prevention and promoting healthy lives
  • Use reports and research to transcend boundaries and sectors, enabling collaboration with municipal planners and other federal departments
  • Build trusted relationships with Indigenous leaders and elders while learning about Indigenous knowledge systems and science
  • Leverage publications to start conversations and catalyze collaborations after release
  • Take action during the development phase of reports rather than waiting until completion
  • Commission specialized reports from affected communities to ensure authentic representation of their perspectives
  • Recognize that no single organization holds all the tools needed to address complex challenges
  • Collaborate across health, education, housing, environmental, and other sectors for comprehensive population health approaches
  • Focus on serving people affected by colonization, discrimination, and structural determinants of health
  • Consider how built environments, cities, communities, and green spaces impact mental and physical health outcomes
  • Work with municipal level city planners to integrate health considerations into urban development
  • Engage with federal departments beyond health to align initiatives and leverage existing programs
  • Focus on factors that impact people's quality of life and what matters to them personally
  • Separate fact from fiction when addressing information challenges and build trust in evidence-based institutions
  • Maintain science-based and evidence-based approaches when providing advice and recommendations
  • Communicate with the public through multiple channels including media interviews, press conferences, and social media

• Indigenous Science (2025-10-31)

  • Acknowledge traditional Indigenous territories wherever you are located when engaging in environmental work
  • Distinguish between Indigenous science, Indigenous knowledge systems, and traditional knowledge as separate concepts when discussing environmental approaches
  • Incorporate both qualitative and quantitative methods when conducting environmental assessments, similar to how Indigenous science operates
  • Use all five senses when monitoring environmental conditions, including touch, taste, smell, sound, and sight
  • Collect medicinal plants and natural resources from uncontaminated areas and follow proper protocols for timing and selection
  • Pay attention to animal behavior as environmental indicators, such as whether horses and wild animals drink from water sources
  • Listen for the presence or absence of sounds like frogs in spring and bird calls as indicators of ecosystem health
  • Learn and preserve original place names in Indigenous languages as they contain important environmental and ecological information
  • Spend extended time in study areas to understand historical changes and baseline conditions rather than conducting only brief scientific visits
  • Practice listening to what the land and water are communicating about their needs and conditions
  • Include Indigenous peoples as first responders and primary sources of environmental change information
  • Build knowledge iteratively over time by incorporating ongoing observations and real-time environmental events
  • Consider the voice and needs of non-human relations including lands, waters, and species when making environmental decisions
  • Document environmental indicators that Indigenous communities identify, such as changes in vegetation, animal presence, and landscape conditions

• Yoshua Bengio (2025-10-09)

  • Develop basic knowledge about what artificial intelligence is today and stay informed about scientific developments that predict where AI will be in 1, 3, and 10 years
  • Build skills to anticipate and manage rapid changes in AI capabilities as systems become significantly smarter each year
  • Cultivate adaptability skills both individually and organizationally to handle the coming transformation in how work is done
  • Always verify AI outputs rather than accepting them as absolute truth, especially when there could be consequences to false assertions
  • Ask critical questions about what you will do with AI responses before acting on them
  • Develop a critical mindset when using AI tools since current systems can make unintentional mistakes and sometimes lie intentionally
  • Check AI outputs for accuracy, particularly when the information will be used for important decisions or shared with others
  • Prepare for increased automation of tasks that require little thought, can be completed quickly, and don't require highly developed interpersonal skills
  • Focus on developing and maintaining interpersonal skills that are less likely to be automated
  • Build organizational flexibility and agility to manage transitions when parts of work become automated
  • Learn to work collaboratively with AI systems while maintaining human oversight and control
  • Stay informed about "agentic" AI systems that will make autonomous decisions and understand their current reliability limitations
  • Understand the two-phase AI training process (imitation and alignment) to better comprehend how AI systems learn and why they might behave unexpectedly
  • Advocate for proper technical safeguards and governance rules when implementing AI in government work
  • Participate in democratic processes to help determine acceptable AI behavior standards
  • Push for transparency in how AI is used within government institutions
  • Engage in collective decision-making about what constitutes socially beneficial versus unacceptable AI behavior
  • Work toward developing control mechanisms that ensure AI acts according to prescribed moral instructions and workplace rules
  • Promote the development of AI systems that will either perform correctly, acknowledge uncertainty, or align with prescribed instructions rather than acting unpredictably

• Policy Ecosystem (2025-10-08)

  • Study and understand Canada's federal constitutional structure and the roles of different levels of government including federal, provincial, First Nations, Métis, Inuit, and municipal authorities
  • Develop curiosity about national and international current events by regularly following news and staying informed about developments
  • Apply multiple analytical lenses when examining policy problems, including legal, fairness, political, anthropological, engineering, and communications perspectives
  • Practice explaining complex policy issues and solutions to family members or non-experts in simple, clear language within three to four minutes
  • Build teams with people who can examine problems from different perspectives and maintain diverse viewpoints
  • Establish continuous contact with stakeholders rather than relying only on formal consultation periods
  • Listen constantly to how programs, services, and issues are perceived by the public and integrate this feedback into policy-making processes
  • Maintain a wide-angle view when analyzing policy challenges to understand all dimensions and potential solutions
  • Develop and refine fundamental skills in thinking, writing, communicating, and collaborating on a daily basis
  • Examine the available policy toolkit options including legislative, regulatory, spending, transfer payment, and prohibitive approaches when developing solutions
  • Consider who will be winners and losers from policy decisions and how people currently experience or might experience future changes
  • Focus on problem-solving approaches that identify what is not working and determine practical solutions to make systems function effectively
  • Evaluate how policy decisions will be communicated and explained to the public before implementing them
  • Build networks of contacts who can provide different perspectives on policy issues and challenges
  • Work with excellence every day while continuously improving professional skills regardless of career level

• Policy Development (2025-10-08)

  • Take a step back when in crisis mode to see the bigger picture and think in longer-term perspectives
  • Create protected spaces for teams to make mistakes and learn from them without fear of punishment
  • Allow experimentation as a fundamental part of the innovation process
  • Develop skills to work within existing systems while maintaining flexibility for innovation projects
  • Conduct regular check-ins to maintain necessary oversight while preserving project flexibility
  • Use adaptive methods when implementing new policies by opening gradually, learning, and adjusting incrementally
  • Build and maintain a good professional network to identify opportunities and understand how to contribute effectively
  • Don't hesitate to pursue innovative ideas and present them to managers who appreciate new thinking
  • Actively offer help to colleagues to learn about different roles and identify opportunities
  • Ensure you work for managers who share your values, particularly regarding innovation
  • Look for managers who are themselves innovative if you want to pursue innovative work
  • Always be willing to help others as it makes you a valuable colleague and provides learning opportunities
  • Use your innovative thinking to develop new solutions and business approaches

• Health Policy Development (2025-10-08)

  • Read seminal works and reports when entering a new policy area to understand historical context and evolution
  • Identify experts in the field by following references and citations in key documents
  • Organize major issues into manageable categories or buckets for systematic analysis
  • Consider all available federal levers including spending power, tax policy, legislation, regulation, and convening power
  • Start consensus building incrementally rather than presenting fully formed strategies
  • Listen actively and conduct thorough research to understand each stakeholder's specific context and issues
  • Build personal relationships with colleagues, provincial representatives, and other stakeholders
  • Remain curious and continuously research your policy area to add value to discussions
  • Collaborate with experts and data holders when developing indicators or measurement tools
  • Consider timing and context when advancing policy initiatives
  • Be sensitive to different provincial and territorial circumstances when making proposals
  • Use the federal convening power to bring diverse stakeholders together for common goals
  • Maintain enthusiasm and find enjoyment in research and relationship building aspects of policy work

• Strategic Policy (2025-10-08)

  • Pay attention to every daily decision you make as an analyst because these individual choices contribute to government policy
  • Be curious about your files and the people you work with to understand how their minds work
  • Focus on providing thorough, correct, and excellent advice in every interaction
  • Think about how to support others' decision-making and help them understand topics better
  • Work to influence conversations and bridge informal discussions with formal policy transactions
  • Share what you learn with colleagues and express your opinions regardless of your position level
  • Practice excellence daily and seek help from colleagues, bosses, and support staff to improve
  • Commit to working as part of a team rather than trying to be excellent individually
  • Approach policy work as a collaborative team sport where multiple perspectives improve outcomes
  • Pay attention to both formal policy statements and informal ways government expresses policy direction
  • Focus on bringing your personal expertise to the work through curiosity and attention to detail
  • Maintain commitment to your files and to working together with your team
  • Practice values and ethics by committing to excellence and respecting democracy through quality work

• Communicating Persuasively (2025-10-08)

  • Study your audience before briefings and research their background knowledge and perspective on your topic
  • Prepare multiple versions of your briefing for different time constraints, identifying the most essential elements for shorter presentations
  • Focus on providing context and background information rather than assuming your audience knows your file details
  • Practice condensing complex information into bite-sized, digestible pieces that build understanding progressively
  • Approach briefings as two-way information exchanges by preparing questions to gather insights from your audience
  • Use data and evidence to support your recommendations rather than relying on personal opinions or assumptions
  • Conduct consultations with relevant stakeholders before making policy recommendations to gather diverse perspectives
  • Read government priority documents including Speech from the Throne and ministerial mandate letters to understand broader context
  • Share information generously with your team members to help them understand how their work connects to government priorities
  • Prepare alternative options and approaches before presenting recommendations in case your primary proposal is rejected
  • Reframe rejections as opportunities to find different paths to the same policy outcomes rather than personal failures
  • Develop concrete, real-world examples that illustrate the practical importance of abstract policies or legislation
  • Practice explaining technical concepts using relatable examples that non-experts can immediately understand and visualize

• Effective Negotiations (2025-10-06)

  • Ask rapport-building questions about background, education, and personal details to establish relationships
  • Focus your questions on understanding the other party's interests, priorities, and what truly matters to them
  • Distinguish between what is critical versus what is not important to the other party through targeted questioning
  • Practice active listening by reading back what you heard and asking for confirmation of your understanding
  • Think creatively about multiple different approaches and alternatives to solve the same problem
  • Make proposals at appropriate times to move negotiations forward rather than allowing endless discussion
  • Be the first to make an offer when possible to gain strategic advantage
  • After making an offer, wait patiently for a complete point-by-point response before making any additional offers
  • Avoid negotiating against yourself by making multiple offers without receiving counteroffers
  • Put two or three equivalent proposals on the table that have similar value to you and let the counterpart choose
  • If all proposals are rejected, ask the counterpart to rank order them from least to most acceptable
  • Use rejection and ranking information to learn about what truly matters to your counterpart
  • Schedule follow-up meetings after reaching initial agreements to explore potential improvements
  • Propose post-settlement settlements by asking if changes could be made that would benefit everyone
  • Aim to enhance relationships during negotiations rather than damaging them
  • Work to ensure all parties feel they have won or done well in the negotiation
  • Focus on creating collective benefit and value for everyone involved
  • Claim at least your fair share of the value created in the negotiation
  • Use the four hallmarks of successful negotiation as guiding principles for decision-making throughout the process

• Avoiding Negotiating Mistakes (2025-10-06)

  • Avoid assuming negotiations are zero-sum win-lose situations by default
  • Look for opportunities to add new issues to the negotiation discussion
  • Consider splitting existing issues into smaller, more manageable components
  • When facing an impasse with no overlap, shift from competitive to collaborative approach
  • Share information openly and be forthcoming with the other party during collaborative negotiations
  • Focus on interests rather than positions when generating options
  • Ensure every team member knows their specific role in the negotiation
  • Align all team members on the chosen strategy before entering negotiations
  • Make sure the team is "singing from the same song sheet" to avoid mixed messages
  • Pay equal attention to both strategy selection and team organization
  • Use interest-based option generation when parties are initially at an impasse

• Preparing for Negotiations (2025-10-06)

  • Prepare thoroughly before entering any important negotiation rather than going in unprepared or under-prepared
  • Think about key negotiation elements from both your own perspective and your counterpart's perspective
  • Create a list of all issues that need to be resolved and get agreement from all parties on this list before discussing substance
  • Identify all stakeholders who have power to affect the success or failure of your objectives and engage them in the process
  • Determine who has legitimacy and urgency regarding the issues you'll be negotiating
  • Think through what will happen if the negotiation fails and you don't reach an agreement
  • Evaluate how attractive or unattractive the alternatives to agreement are for both you and your counterpart
  • Identify your own interests and try to understand your counterpart's underlying interests, not just their stated positions
  • Distinguish between positions (publicly stated demands) and interests (underlying motivations) to avoid confusing the two
  • Look for solutions that address underlying interests even when positions seem irreconcilable
  • Set specific targets for what you want to achieve before entering the negotiation
  • Plan your opening offers in advance
  • Prepare compelling arguments and justifications to support whatever you will be asking for
  • Develop reasoning to explain why your requests are reasonable and should be accepted

• Defining Negotiation (2025-10-06)

  • Recognize negotiation opportunities in everyday tasks like decision-making, problem-solving, and resource allocation
  • Apply negotiation skills to personal situations including household responsibilities and major life decisions
  • Develop negotiation abilities as a core leadership competency for creating impact and making a difference
  • Categorize upcoming negotiations by identifying the number of parties and issues involved
  • Use the party-issue framework to determine appropriate strategies before entering negotiations
  • Adapt your tactics based on whether you're dealing with competitive single-issue scenarios or collaborative multi-issue situations
  • Prepare different approaches for simple versus complex negotiation contexts
  • Think systematically about negotiation challenges across the spectrum of complexity rather than using one-size-fits-all approaches

• Nik Nanos (2025-09-18)

  • Focus on developing strong mathematical and analytical skills as they can provide a foundation for various career opportunities
  • Be open to unexpected career paths that may emerge from your studies and personal connections
  • When conducting research or analysis, prioritize data and scientific methodology over personal opinions or intuition
  • If designing surveys, use random selection rather than volunteers to ensure representative results
  • Pay systematic attention to every step of your research process to maintain quality and consistency
  • Consider question order and context when designing surveys to avoid introducing bias into responses
  • Don't rely solely on margin of error statistics to judge survey quality - examine methodology and question design instead
  • When evaluating research proposals or studies, focus on repeatability and scientific rigor as key quality indicators
  • Be prepared to stand by your data and methodology even when results contradict expectations or popular opinion
  • Build connections within your field of study as they may lead to unexpected professional opportunities

• Navigating the Public Service (2025-09-15)

  • Set aside personal political views when performing your job as a public servant and maintain non-partisan professionalism regardless of which party is in power
  • Focus on providing competent, capable information that enables collective decisions and actions within government
  • Understand how your minister and individual unit interprets commitments to reconciliation so you can effectively support that aspect of the public good
  • Provide quality information and evidence-informed advice to decision-makers rather than trying to define what the public good should be
  • Accept that you will sometimes disagree with political decisions but must professionally implement them within legal boundaries
  • Provide fearless advice by presenting enough information and evidence to allow decision-makers to make informed choices
  • Remember that ministers must consider multiple factors beyond just evidence, including political advice, public opinion, and conflicting information from other sources
  • Maintain professional integrity both online and offline while serving in your public service role
  • Build meaningful partnerships within the government structure to advance collective goals
  • Focus on loyal implementation of decisions made by your political masters while maintaining your professional standards

• Canadian Energy (2025-09-15)

  • Study historical energy transitions to understand patterns and lessons that can inform current energy policy decisions
  • Recognize that energy transitions are normal and manageable processes that societies have successfully navigated multiple times throughout history
  • Develop expertise and skills necessary for energy transitions while anticipating and preventing unintended consequences in other sectors or regions
  • Leverage Canada's natural resource wealth and technological innovation history to lead in developing renewable energy technologies
  • Take advantage of Canada's sovereignty to make independent energy decisions that serve national interests rather than external powers
  • Prepare for increased global competition in energy markets by developing strategic advantages in renewable energy sectors
  • Consider both the benefits and costs of energy production when making policy decisions, ensuring that negative impacts on extraction communities are addressed
  • Build on Canada's existing experience with diverse energy sources to create a robust renewable energy portfolio
  • Plan for multiple major energy transitions over the next fifty years given the accelerating pace of change
  • Maintain awareness that successful energy transitions require careful planning to avoid displacing vulnerable populations or creating new forms of environmental or social injustice

• Being Curious (2025-08-27)

  • Approach public service work with the foundational motivation of seeking answers about how the world works rather than relying on assumptions
  • Recognize and acknowledge gaps in your own knowledge instead of pretending to know everything about complex topics
  • Develop comfort with uncertainty and view not knowing everything as an opportunity for growth rather than a problem
  • Practice social curiosity by actively working with colleagues and team members to find answers and solutions collaboratively
  • Make evidence-based decisions by looking at data and research rather than relying solely on preconceived notions or personal biases
  • Ask "How will this affect the communities we serve" as your first question when making administrative decisions
  • Express empathy for both colleagues and the communities you serve by trying to understand their perspectives and needs
  • Stress the importance of continuous learning about your job tasks, role responsibilities, and the people you serve
  • Develop tolerance for only knowing partial information about complex topics while continuing to seek more complete understanding
  • Practice objectivity by recognizing your own biases and actively seeking evidence when faced with important decisions
  • View your job as fundamentally involving the search for knowledge rather than just completing routine administrative tasks
  • Express caring behaviors toward the individuals and communities your public service work is designed to help

• Strategic Context (2025-08-25)

  • Conduct vulnerability assessments for your department or organization to identify where you might be exposed to supply chain disruptions or security risks
  • Consider security implications in all government work, regardless of whether you work in traditional security-related departments
  • Evaluate the trade-offs between efficiency and redundancy when making policy or operational decisions
  • Build backup systems and redundancy into critical operations and supply chains
  • Assess the security implications of connected devices and internet-enabled systems in your operations
  • Consider the geographic origins and supply chain paths of critical supplies and equipment
  • Evaluate whether domestic or allied-nation manufacturing options exist for essential items, even if they cost more
  • Review international partnerships and relationships through a security lens, not just an economic one
  • Stay informed about how global actors may be using technology platforms and supply chains for influence operations
  • Backup important data and systems, preferably using multiple methods including offline storage options
  • Consider the full lifecycle and potential weaponization of everyday technologies when making procurement decisions
  • Engage in ongoing education about geopolitical changes that may affect your area of responsibility

• Procurement Process (2025-08-25)

  • Ask yourself first whether procurement is actually necessary to fulfill your identified need or if there are alternative ways to obtain what you require
  • Engage your department's procurement team early in the process and maintain frequent communication throughout
  • Clearly define your procurement requirements in specific terms that go beyond vague descriptions
  • Ensure you can explain your procurement need in terms that would be understandable to the general public
  • Consider accessibility standards when planning your procurement approach
  • Evaluate green procurement options and choose environmentally friendly alternatives when possible
  • Ensure your procurement process is open and fair, allowing all eligible vendors to participate
  • Before signing any contract, ask yourself if you would be comfortable defending the decision publicly or to Parliament
  • Stay actively involved throughout the entire procurement process rather than handing it off completely to the procurement team
  • Maintain awareness of your financial authorities and obligations as a business owner
  • Be prepared to justify how government funds are being used for your procurement
  • Define exactly what you're trying to procure with sufficient detail about specifications and requirements
  • Remember that you remain the technical expert on what you're buying while the procurement team provides process expertise
  • Consider multiple options for fulfilling your need before defaulting to procurement as the solution

• Expenditure Management Cycle (2025-08-20)

  • Develop competencies in situational awareness, strategic thinking, and financial literacy as outlined in the Financial Management Competency Compass
  • Understand the expenditure management cycle fundamentals to provide better strategic advice to program managers, CFOs, and senior executives
  • Master the basics of financial processes since they become critical during complex situations like government prorogation
  • Participate in Treasury Board submissions by understanding how estimates and supplementary estimates work through the system
  • Build knowledge across all phases of the expenditure management cycle from planning through reporting for comprehensive understanding
  • Engage with central agencies by understanding their role in authorizing departmental spending requests
  • Prepare for unusual circumstances by having solid foundation knowledge that can adapt to changes like prorogation or special warrants
  • Take advantage of bilingual learning opportunities and simultaneous translation services for professional development

• Mel Cappe (2025-08-14)

  • Establish and maintain strong interpersonal relationships with counterparts in other agencies and countries before crises occur
  • Conduct regular crisis exercises and simulations to prepare leadership for difficult decisions they may need to make under pressure
  • Ensure the right people with relevant expertise are available and positioned appropriately during crisis situations
  • Create comprehensive information gathering and reporting systems that can provide real-time situational awareness during emergencies
  • Develop continuity of government plans and practice implementing them through live exercises
  • When facing a crisis, immediately assess whether it will have broad impacts across all departments and include all relevant stakeholders in response planning
  • Practice making difficult decisions under time pressure, including scenarios that require authorizing extreme measures
  • Build redundant communication systems and protocols for when normal chains of command are disrupted
  • Establish clear accountability structures that define who reports to whom during crisis situations
  • Prepare for the economic and diplomatic consequences of crisis response measures, not just the immediate security concerns

• Microaggressions (2025-08-14)

  • Educate yourself about the true history of colonization and its ongoing impacts on Indigenous peoples
  • Learn about government commitments to reconciliation and Indigenous peoples' rights
  • Speak up when you hear inappropriate or misinformed comments about Indigenous peoples
  • Take action and stand up against microaggressions even when it feels difficult
  • Acknowledge past harm done to Indigenous peoples and recognize its continuing negative consequences
  • Work toward building relationships of mutual respect with Indigenous colleagues and community members
  • Avoid telling Indigenous people to "get over" historical trauma or "move on" from colonial impacts
  • Listen to Indigenous voices and experiences rather than dismissing their concerns
  • Understand that reconciliation requires active participation from both Indigenous and non-Indigenous people
  • Be aware of how seemingly harmless comments can reopen wounds and damage trust in relationships

• Bob W. Paulson (2025-07-31)

  • Develop clear jurisdictional frameworks and protocols when multiple agencies share overlapping responsibilities in critical infrastructure protection
  • Implement immediate action rapid deployment strategies for active shooter situations rather than waiting for specialized units to arrive
  • Establish unified command structures during multi-agency emergency responses to avoid confusion and coordination problems
  • Train security personnel to engage threats immediately while maintaining situational awareness and proper tactical formations
  • Create backup communication systems and information sharing protocols between agencies during crisis situations
  • Conduct regular joint training exercises between all agencies responsible for protecting critical government facilities
  • Develop contingency plans for protecting VIPs when primary protective services face jurisdictional limitations
  • Establish clear building clearing procedures and door-to-door protocols for large government facilities during security incidents
  • Implement comprehensive threat assessment procedures that account for multiple potential attack vectors simultaneously
  • Create standardized reporting and information flow systems to prevent confusion during rapidly evolving emergency situations

• Health Care (2025-07-25)

  • Recognize that employer healthcare costs can represent up to 25% of total compensation when evaluating job offers or designing benefit packages
  • Consider offering flexible health spending accounts that allow employees to choose how to allocate their healthcare benefits rather than predetermined coverage options
  • Implement comprehensive mental health coverage following the federal government's example of $5000 annual coverage as it becomes table stakes for competitive employers
  • Explore telemedicine options as a mainstream offering for employee healthcare benefits, especially for routine and non-emergency medical consultations
  • Understand that preventative, proactive, and predictive healthcare approaches will be necessary to manage growing demand that exceeds supply capacity
  • Prepare for a shift from one-size-fits-all healthcare models to more personalized and individualized approaches to employee health and wellness programs

• Transfer Procedures (2025-07-25)

  • Start by reading through the application guides provided by LAC for your institution to determine archival value
  • Contact your assigned LAC archivist if anything about archival value determination is unclear
  • Begin with basic information gathering using who, what, and when questions, being as specific as possible
  • Check boxes and labels on the outside of containers for identifying information
  • Look up acronyms found on records to determine their meaning, but provide acronyms to LAC even if you cannot decode them
  • Sample files from individual boxes to determine date ranges when exact dates are unknown
  • Provide estimated date ranges with explanations of how you reached those conclusions
  • Ensure your institution no longer needs the records and that retention requirements have been met
  • Verify there are no legal restraints like litigation holds or regulatory requirements preventing transfer
  • Check for any Treasury Board or other government policies that might prevent transfer
  • Use the transfer web form and inventory template available on LAC's website
  • Provide security classification information for all records being transferred
  • Indicate whether records have already been made available to the public
  • Identify any records where copyright is not held by the crown or items with high monetary value
  • Follow LAC's packaging, packing, and labelling requirements found in Appendix C of the transfer procedures
  • Request training from LAC on packaging requirements if needed
  • Create detailed inventories that specify which files or items are in which containers
  • Update inventory information and container numbers as you discover new materials during packing

• Energy Contexts (2025-07-24)

  • Monitor China's upcoming Five-Year Plan to assess their seriousness about meeting carbon reduction targets
  • Consider cooperation opportunities with China as the global clean technology leader or develop competitive advantages to compete effectively
  • Recognize that Western countries need to either collaborate with China's clean tech dominance or significantly improve their own competitive positioning
  • Understand that clean energy transitions must balance environmental goals with economic growth requirements
  • Account for national security benefits when evaluating clean energy investments, particularly regarding import dependency reduction
  • Examine how government incentives like reduced bureaucratic wait times and tax benefits can accelerate clean technology adoption
  • Consider the entrepreneurial and innovation factors behind China's success rather than attributing it solely to state support
  • Prepare for the reality that coal may remain part of the energy mix in the short term while transitioning to cleaner alternatives

• What It Means to Be a Public Servant (2025-03-03)

  • Learn the history of the Indigenous peoples in your local area wherever you work
  • Take pride in being a public servant and recognize your role in serving democracy
  • Deliver excellence and demonstrate integrity in all work interactions with the public
  • Exercise sound stewardship of taxpayer dollars in all financial decisions
  • Provide honest, evidence-based advice to leadership even when it presents challenges
  • Support government decisions professionally regardless of personal beliefs
  • Engage in candid conversations about mental health and workplace safety
  • Seek out different points of view and reflect on diverse perspectives before making decisions
  • Communicate decisions clearly along with their rationale to team members
  • Prepare for change by analyzing trends and predicting scenarios for future planning
  • Accept uncertainty and develop comfort with unknown challenges that may arise
  • Discuss your role during electoral periods if you're new to public service
  • Update your organization's code of conduct to reflect current values and practices
  • Prepare departmental reports on disclosure of wrongdoing and misconduct procedures
  • Require employees to submit annual conflict of interest declarations
  • Incorporate accountability measures for progress on anti-racism and inclusion initiatives
  • Continue values and ethics dialogue beyond formal conferences through ongoing discussions
  • Hold yourself to high standards in all aspects of public service work

• Our Journey to Date, Our Journey Ahead (2025-03-03)

  • Consider the impact of decisions on the next seven generations when making policy choices
  • Maintain balance between emotional, physical, spiritual, and mental aspects in your work and change management approaches
  • Include spiritual connection and reflection as part of professional development and decision-making processes
  • Approach values and ethics discussions with dedication and enthusiasm at all levels of your organization
  • Share best practices with colleagues across departments and agencies
  • Learn from failures and situations that didn't go as hoped rather than avoiding difficult conversations
  • Set specific goals for values and ethics initiatives and hold yourself and your organization accountable for progress
  • Report back on progress for both values/ethics work and anti-racism, equity, and inclusion efforts
  • Participate actively in ongoing conversations about values and ethics within your department or agency

• Call to Action on Anti-Racism, Equity and Inclusion: The Way Forward (2025-03-03)

  • Ask "who is not at the table?" when making decisions or forming teams
  • Conduct self-reflection on personal and organizational values alignment
  • Remain open to feedback, continuous education, and change as a leader
  • Hold yourself and others accountable for upholding public service values
  • Engage in open dialogue about where the organization succeeds and falls short
  • Set multi-year goals for recruitment, promotion, and inclusion of underrepresented groups
  • Measure progress on diversity and inclusion initiatives and establish consequential accountability
  • Participate in learning and training offerings related to anti-racism and inclusion
  • Support and engage with employee community networks
  • Read the self-assessment report on organizational progress available on the v-Expo platform
  • Focus on dismantling systemic barriers in processes, practices, mindsets, and behaviors
  • Ensure policies and programs are free from racism, discrimination, and bias
  • Leverage diverse perspectives and contributions in decision-making processes
  • Work toward implementing Truth and Reconciliation Commission Calls to Action
  • Connect values and ethics work with equity, diversity, and inclusion efforts rather than viewing them as separate initiatives

• Deputy Minister Leadership Reflections Series: Walter Natynczyk (2025-02-17)

  • Take advantage of youth programs like cadets, scouts, or similar organizations that provide structure, discipline, and leadership development opportunities
  • Work multiple jobs during high school to develop work ethic and contribute to family finances when needed
  • Consider military service as a pathway to affordable higher education through military colleges and scholarships
  • Be willing to adapt career paths when initial plans don't work out due to circumstances beyond your control
  • Focus on understanding and supporting the most junior people in any organization you lead
  • Provide subordinates with the tools, resources, guidance, and flexibility they need to accomplish their missions successfully
  • Maintain humility and accessibility even as you advance in rank or position
  • Remember that success as a leader is measured by enabling others' success rather than personal achievement
  • Stay grounded in your core values and motivation for service regardless of career progression
  • Be prepared to have honest conversations about leadership challenges and organizational culture
  • Develop resilience and adaptability when facing unexpected dangerous or difficult situations
  • Maintain strong relationships with mentors and supporters who believe in your potential during challenging times

• Personal Values (2025-02-14)

  • Engage in open and honest discussions about values and ethics challenges rather than avoiding difficult conversations
  • Push for greater transparency about how institutional systems work to build trust
  • Advocate for your views while maintaining good faith in your professional role
  • Seek clarity on how the values and ethics code is meant to be used as guidance rather than as a disciplinary weapon
  • Challenge entrenched structures and processes that impede progress on diversity and inclusion initiatives
  • Ensure artificial intelligence and technology implementations include proper consideration of public interest and values
  • Demand accountability measures that apply equally across all levels of government, not just to public servants
  • Read "The Responsible Public Servant" book by Kernaghan and Lanford for comprehensive guidance on acting in the public interest
  • Contact Dr. Stedman for a link to "The Responsible Public Servant" if interested in accessing this resource
  • Review Dr. Rachel Zeller's report as another perspective on public service challenges beyond the Deputy Minister's report
  • Participate actively in values and ethics discussions within your organization
  • Focus on making values and ethics frameworks useful and practical rather than performative
  • Consider both upward accountability to political processes and downward accountability to citizens in your decision-making
  • Work to embed consequential accountability measures for making progress on Call to Action initiatives

• DM Reflections Margaret Bloodworth (2025-01-28)

  • Take advantage of transition periods in new roles by using the time to thoroughly learn about the organization before taking on full responsibilities
  • When facing budget cuts or organizational changes, rethink how you approach your work rather than simply trying to do the same things with fewer resources
  • Prepare comprehensively during election campaigns by organizing materials that are understandable to newcomers and identify key priorities for incoming leadership
  • Take all political promises seriously during transitions, even ones that seem impractical, and prepare implementation options with potential challenges clearly identified
  • Use the knowledge that you don't know everything as a starting point for growth when entering new leadership positions
  • Involve yourself in transition planning when possible, as it provides valuable experience and perspective on democratic processes
  • When organizations undergo major restructuring, focus on transformation rather than simply cutting existing services
  • Maintain multiple planning tracks when uncertain about election outcomes to be prepared for different scenarios
  • Learn from both successful and unsuccessful examples when implementing major organizational changes
  • View challenging career transitions as learning opportunities rather than just obstacles to overcome

• Results and Delivery Unit (2016-05-26)

  • Don't aim for perfect delivery plans at the start; get them "good enough" and then refine them through routine reviews and data.
  • Think beyond headline goals and identify short-term indicators that predict long-term success.
  • Foster strong relationships with provincial governments and appeal to the Canadian people to create a demand for the agreed-upon agenda

• Upholding Democracy (2025-03-03)

  • Keep the conversation about values and ethics going and continue learning from one another
  • Reframe democracy as "fearless advice, loyal implementation" and invite conversations about conflicts and uncertainties in team meetings.
  • Build courage within teams to provide fulsome and unbiased advice and to challenge each other and the manager professionally
  • Foster pride in the public service as a whole to support decisions, even if personally disagreeing.
  • Create space for managers to learn and network
  • Communicate how decisions are made and ensure values are reflected.

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