For most of my career in the Department of Work and Pensions, I was delivering technology solutions for employees and citizens. My last role involved leading a complex programme to replace aged, inflexible and expensive technology, processes and outsourced services with modern, cost-effective solutions that provide a great user experience. This was a challenge when not many people are interested in spending money on back-office services.
So, what did I learn in my time in DWP and my last, challenging big role?
Get trained and train others. Free learning and development is one of the biggest advantages of being a civil servant, but I’ve always thought it’s a missed opportunity, as there’s always something else to do.
You can’t be an expert in everything the department does, so I learnt to surround myself with experts by building a talented team of subject-matter experts in business, programme and wider soft skills. Of course, building those capabilities is a never-ending task as skilled people get snapped up.
I strongly believe professional development is as important as technical development; and when DWP offered a leadership development programme, I volunteered for the pilot course. I loved that so much that I became an accredited leadership coach. Helping people to realise who they are and the positive changes they can bring about in and out of work is one of the most satisfying things I’ve ever done.
Supporting people to become great leaders, realise their own potential and solve their own problems is hugely empowering and leads to better outcomes for everyone.
Get involved. It’s human nature to complain about changes that we feel are done to us rather than with us. I know how annoying and distracting that can be. I’ve learnt through frustration – and some growing up – that the right approach is “don’t have things done to you, get involved in doing them”.
It’s amazing how many people don’t volunteer to help with changes, however big or small, and then feel like they have to live with the consequence.
"It’s vital that the team knows you’re not thinking of an escape plan. If you’re not committed, don’t be there"
Be all in. As a programme director, you must visibly demonstrate to stakeholders and approvers that you believe in the project and are committed to its outcomes, and you must remain enthusiastic as challenges arise. It’s also vital that the team knows you’re committed, and not thinking of an escape plan. I saw this early on and the impact it had on everyone, so my philosophy is: if you’re not committed, don’t be there.
Have a Plan B. This might seem a contradiction. However, part of looking after your department is having a costed Plan B in place. We developed one as soon as possible because we knew that new strategies from the centre could delay progress. Yes, Plan B would deliver less and only mature to a point, but it was credible, costed and would deliver stepping stones for the future.
Form alliances. To be successful and survive, you need a network of trusted colleagues who support and guide you. Allies also help confirm to others that you know what you’re about, are invested in the outcomes and have a plan that you believe in.
Finally, the civil service is full of some of the most talented, authentic people I’ve ever met, but we often think about people in their immediate role and don’t take time to discover the real person and make best use of their skills. If I did it all again, I’d want to get to know our people and their capabilities. Now I’ve left DWP, I’m still putting some of my own skills to good use, assisting Dods Training in developing the next generation of civil servants, so I hope that proves our skills are transportable too.
Laurence Bates is a director at KT Innovations and an associate trainer with CSW’s sister company Dods Training
This article first appeared in the spring 2024 issue of Civil Service World. Read the magazine online here