beyond the resignation: creating space for public service voices

Last week, I wrote an article about my resignation from the Government of Canada. Since then, I've received countless messages from friends, former colleagues, and strangers who appreciated reading my story.

I've been heartened to hear that my experience resonated with so many. People graciously shared their own personal journeys—whether facing burnout, feeling frustrated by systemic issues, or standing at career crossroads. This reflects a broader narrative about workplace challenges, not just within government.

When I wrote the article, I hadn't anticipated such a significant reaction. My resignation created space for me to speak openly about the factors behind my departure, no longer feeling the need to be cautious about every word. It has allowed me to explore both the challenges and opportunities.

I am not alone. Public service renewal is a hot topic. The Canadian Public Administration Journal recently dedicated an entire open-source issue to these discussions, featuring excellent articles with critical insights. Dr. Donald Savoie's 2024 book, "Speaking Truth to Canadians About Their Public Service," provides foundational insight on pressing issues Government faces and the historical context of how we got here. I'd say it's essential reading, but recognize that 300+ pages on Government isn't everyone's cup of tea. David MacLaughlin's review captures its essence perfectly for those seeking a shorter read.

As a policy nerd, I love the discourse. I do struggle that man public service analyses focus on perspectives from senior executives like Deputy Ministers and Clerks. While these experts offer valuable and critical insights, their view is often distant from frontline experiences. I can't help wondering: What might managers and directors—the critical intermediaries between frontline workers and leadership—reveal about government machinery if given a safe platform?

As someone with a large network in the Management-early Executive cadre, I know the public service doesn't lack knowledge of what needs to be done. I've long observed that when given the chance to provide honest feedback anonymously, public servants come through. The Public Service Employee Survey data demonstrates this. Yet the opportunities to provide such feedback are limited.

Savoie notes: "I note that career officials are quick to call for reform measures once in retirement, but much less so while serving in government." This is no surprise to me.

Government is a small world. Relationships matter profoundly.

As someone who did advocate for employee issues, one of the contributing factors to my departure was a values misalignment. I spent my career building and nurturing professional connections. Perhaps it was just my perception, but toward the end of my career, I felt like I was becoming the "squeaking wheel." The persistent advocacy I had become known for was wearing me down and I worried it was starting to affect my professional reputation.

The reality is that in Government, your reputation matters.

Two things can be true: I believe that there is a responsibility, especially as you move up the ladder, to point things out when you see them, AND I know that speaking up, speaking out is never easy.

My departure from public service isn't an ending, but a transition to support change from a different vantage point. While I may have stepped away from my formal role, my commitment to nurturing leadership and fostering positive change remains stronger than ever. I hope to contribute to public service excellence in new ways, drawing on both the challenges and triumphs of my career.