"Craig's also one of the most active members of the open government community in Canada, and has been instrumental in getting government (particularly in Toronto and Ontario) to open up and embrace new kinds of interaction with citizens. Also, he's just a super nice guy."
I'm decidedly not the sort who's comfortable tooting his own horn, and would personally disagree with just how instrumental I've been in anything - but I really respect the guy who wrote this and feel rather touched that he would introduce to one of his colleagues this way.
Through most of the work I've done, the approach taken by people in charge is stern-father, the sort of "you only got 98 per cent - is that the best you can do?" messaging that's intended to push harder but is more often discouraging and embittering. I've learned to deal, though; particularly in politics, it often falls to staff to be the nurturing mother hen, ensuring the gruff, finger-pointing alphas don't miss too many details or stick their foot in their mouth too often.
Unlike some others out there, the lesson I've learned isn't "it's better to be the one stepping on others than the one being stepped on," but that we have a general leadership vacuum which is leading to all kinds of internal, cultural and structural problems that are entirely avoidable.
It's the empathetic, far-sighted folk like my friend that twig to this reality and work to realize it. They are the virtuous schemers, the nice guys who always finish last.
Here's their secret, though - the reason they finish last isn't because they're not competitive enough, but because they have the fortitude, strength of will and creative ability to make sure that everyone makes it across the finish line.
Live together, die alone, etc. It's a sociology thing.
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