Public administration managers lead the way with new motivational tools

Public-sector managers share certain qualities. They are assertive, flexible, proactive and highly qualified. But these days, is that enough to inspire your teams and get them to do better? Being a protagonist in transformative change means communicating your enthusiasm, encouraging creativity and daring to take on new challenges.

Despite the highly-regulated aspect of public administration, however, management methods have greatly improved and now give pride of place to both participatory approaches and the contributions of the behavioural sciences. Several countries are implementing initiatives that play a part in this management style of the future.

They might take the form of incentive schemes. In Portugal, for example, managers who are innovative in supervising and managing their teams are awarded a bonus as soon as significant and measurable results are achieved. The aim is to create an "ecosystem" that federates all types of motivational leverage.

Intervening as early as the recruitment stage for future managers – this is the approach of the Fast Stream programme in the UK. Selection is based on behaviour anchored rating scales. Customised monitoring is then carried out for each civil servant based on the candidates' qualities and weaknesses identified during the tests.

Attracting top talent is not enough; we must also strive to convince them that they can develop professionally. The Netherlands has introduced a training programme for "high potentials." The goal is to develop participants' personal skills (creativity, leadership), thus helping them become actors of change in their departments.

Exploring new areas of management is the objective of the Newton programme in Estonia. It trains managers how to effectively drive innovation, improve their ability to absorb complexity and design new work organisations.

Providing customised support is the aim of Belgium's In Vivo programme. In this renowned centre of expertise in coaching and experiential learning, twenty employees design two types of "journeys" – individual and organizational – that are accessible to all managers. They are available in multiple modules to provide progressive and tailor-made support.

Successful project work often involves adapting management methods. The Danish government has developed an educational tool, Teamunivers, which helps users choose the most appropriate solution, based on a clear identification of the team's composition and the challenges to be met.

Striving to remain neutral and objective in all circumstances is an obligation that requires personal effort. To limit the risk of unconscious bias, Ireland has chosen to raise awareness among all senior managers on how to recognise and combat the prejudices they, or their teams, may have in the performance of their missions.

Remote management concerns an increasing number of departments (spread across remote sites or those where a portion of the workforce teleworks). To assist managers, Norway has developed a best practices guide on the use of digital tools, how to hold meetings and remote monitoring of work.

Through innovative and complementary approaches, public administrations are making managers a part of their efforts to modernise.