Exploring the Hat Rack

Introduction

I really do love my job. What’s more, I love talking about my job. In fact, I love talking about my job so much that I find myself pivoting into job-related chatter in a plethora of non-work settings. Pub chats turn quickly from sports to work. Family dinners are overrun by funny office stories. On more than one occasion, during a date, I have drawn a makeshift org chart on a napkin.

I know this may sound odd, but it does spur interest. In an attempt to understand my passion, in each of the embarrassing scenarios above, the question always arises of what a “typical day” looks like for an Impact Canada Fellow. In each of those scenarios, I struggle to describe what a typical day may be. Not because the role is undefined, but because it is complex. The truth is that the role of Impact Canada Fellow finds its complexity in the nature of embracing a whole-of-government approach to policy — an approach that encourages cross-departmental collaboration and cohesion.

A Fellow will often fill a number of roles on any given day. In other words, I get to wear a number of “hats”. In an attempt to describe a day in the life of a Fellow, I welcome you to “get ready with me”, as I prepare for my workday. We will look through the different hats I have in my closet, and what I consider role-specific responsibilities that the wearer of each hat must embrace.

As we do this, I encourage you to consider the importance of these roles in your own work. Viewing your job as a combination of such roles may lead to a reconciling of ambiguity, or renewal of professional purpose, as it has done for me.

Hat Number 1: The Problem Solver

Our first stop in the closet is the Problem Solver hat. As a Fellow, I wear this hat when I perform technical tasks, such as writing code, creating visualizations, or contributing to brainstorming sessions. When I am reading through journals and papers, I have this hat on. I am fulfilling this role as I draft surveys, collect data, and craft presentations.

However, the wearer of the Problem Solver hat is one who is proficient in not only technical skills, but also problem definition. The Problem Solver understands that sometimes, problems are not easily seen or identified, which can lead to uncertainty. Oftentimes, I find myself aware that there is a problem, but not what the problem is. Successful problem definition requires empathy, flexibility, and depth and breadth of knowledge.

I encourage fellow Problem Solvers to think about a time when you were brought in to assist with solving a problem. Perhaps you were brought in even quite early, in the problem definition phase. How did it feel to be in this role? What challenges did you face? How did you overcome them?

The role of a Problem Solver is more meaningful than simply a math-wiz, more nuanced than simply a number cruncher and more prominent than simply a presenter. Those who wear this hat are integral to the many steps of the policy development process.

Hat Number 2: The Liaison

We look to the right of our Problem Solver hat and see the hat of the Liaison. Those who wear the Liaison hat demonstrate personability, politeness, and professionalism. In my role as a Fellow, I put this hat on when I need to communicate knowledge across different levels of expertise or understanding. I also find myself wearing this hat during meetings where important knowledge from across teams needs to be transferred. A Liaison will find themselves attending and participating in meetings, but may also be asked to lead them. Those who wear this hat often author briefing notes, but may also be asked to simply provide input.

This role requires, perhaps more than any others, embracing ambiguity. In many instances, a Liaison may be working under varying org structures, intertwining timelines, and complex interpersonal relationships. When I wear this hat, I often remind myself how important my role is. How can policy be impactful if efforts are fragmented? The ambiguity you may feel in your own position may be a key indicator for you. The reason you are feeling ambiguity in your position may be because you are an integral part of a multi-team, impact-driven approach to purposeful work.

Liaisons are key connections between teams — they are responsible for the development of professional networks, the advancement of programs of research, and the championing of projects and policies. Fulfilling the role of the Liaison means taking a key role both within and across teams.

Hat Number 3: The Public Servant

Next in the closet is our third hat — that of the Public Servant. When I am wearing this hat, I am taking on significant responsibility. My role while wearing this hat includes several official qualities, including being a responsible steward of public funds, and a diligent worker on policy areas and Mandate Letter commitments. However, equally as important (and perhaps less tangible), are the other responsibilities associated with wearing this hat. A Public Servant is a worker who pursues excellence, values integrity, and has respect for the democratic process and the people involved in carrying this out.

Public Servants must understand that there are macro- and micro-level elements of each policy area. Policy work involves big tasks, large teams, and broad topics; the macro elements. However, it also involves individual people, unique talents, and irreplaceable passion; the micro elements. Public Servants value each of these, and refuse to lose sight of one in favour of the other.

While wearing the Public Servant hat, I attempt to embrace a mentality of “purpose over projects.” Like so many others, I became a Public Servant to do what the name entails — to serve others. While this may manifest different for different folks, one common theme tends to emerge — making a positive difference in the lives of others. When we remember that purpose, and refuse to value it less the projects themselves, we emerge as integral, excellent, respectful Public Servants.

Hat Number 4: The Leader

We have collected three hats in our workbag so far. We have one final hat to grab before we head out the door to go to work. This is the Leader hat. The Leader hat, and by extension, the Leader role, may be the toughest to define. As an Impact Canada Fellow, I get several formal opportunities to practice leadership. This can be leadership in a subject area, leadership in thought creation, or leadership in a technical field. While all significant and valuable, I find the most important aspect of the Leader role the answers to what I ask myself as I place this hat on my head and look in the mirror: “Am I somebody that I would follow?” In other words, have I embodied the leadership qualities that I find so valuable in those who have led me?

As a Fellow, I have no shortage of exposure to extraordinary leaders. To be a Leader — to wear this hat — is to accept the responsibility to grow every day. To this end, the stride of the Leader is in step with that of the Public Servant. Although cliché, embracing this role is critical not only from a career advancement standpoint but also that of an impactful worker. When I wear my Leader hat, I seek not only to lead others but to grow myself.

Conclusion

I really do love my job. Being able to fulfil each of these roles is a privilege. Being able to wear each of these hats is a pleasure. My hope is that this exercise in role definition has helped twofold. Firstly, to define what it is that an Impact Canada Fellow does on any given day. Secondly, to demonstrate how important it can be to break down a position that may otherwise feel ambiguous into more clearly defined roles. This allows for us to embrace each role uniquely, and commit ourselves to improvement across multiple domains.

I encourage you once again to take the time to consider what hats you may be wearing at your job, and how you can embrace the responsibilities associated with each. I have a feeling you may find that at the very least, it brings clarity, while having the potential to bring an increased sense purpose to your work. However, while it can be beneficial to define these roles and submit ourselves to improvement within them, remember that you are unique — you bring your own skills, experience, and expertise to your position.

After all, you’re not just a hat rack.