Diana Dalton: Deputy Minister of Natural Resources for Newfoundland and Labrador

Bluteau DeVenney and Company (BDCO): What did you do to move to a leadership role?

Diana Dalton (DD) Honestly, it was my upbringing. My parents taught me “If you want something done, get out and do it – don’t wait for someone else to do it.” My mother’s journey to change things for education ended in her becoming President of the PTA and encouraging us to be involved in civic activities. My father helped me write a letter to the editor when I was 10 – and it was published. So, in a way, for me it was a genetic disposition to taking a leadership role. I am an action person and I enjoy getting people organized and things moving. I get impatient with people who complain about things and then do nothing about it. Both of my parents expected my sisters and me to think for ourselves and get things done. Their approach has really been my inspiration.

(BDCO): What is one thing that developing professionals need to do more of?

(DD): In a word – mentoring. I really encourage developing professionals to find someone they admire, approach them, and arrange to work or talk with them regularly. This is such an important action to take. If you have the energy and moxie to initiate things, mentors can help you see how to harness the path to get there. Mentors have been a part of my career.

(BDCO): What about doing less of?

(DD): Honestly, I think leaders should do less of what everyone else is doing and think for themselves. They just need to step back and think about what really needs to be done and then do what is needed to achieve those results. Many people can be too “pack-oriented” and scared to get away from what everyone else is thinking and doing to take a chance. Sometimes you will make mistakes – but that is ok – you’re allowed. Each of us makes a number of mistakes but get over it and learn from them and then move on. People watch those who think for themselves.

As well, I believe every leader should ensure that there is a moral and ethical compass overseeing their work and their relationships. You can’t turn a blind eye to it. I always remember one thing my father told me, “Always remember when you leave this world the only thing left behind is your reputation. I If you want a good one, live that way. If you fly with the crows, you will be shot with the crows.” It has always been important for me to be ethical in my work and I prefer to be around people who follow a moral and ethical path. The people we admire the most and to whom we are attracted are those who have principles – people such as Ghandi, Mandela etc. – that is really what matters most. Good leaders make sacrifices for those principles. . If you want to be a real leader, you need to stand for something – you may not always be liked but you will be respected. I would rather be respected than be loved!! If you start taking the crooked path, it will come back around and bite you. People need to respect and trust you to have confidence in the decisions you make. You are leading people along a path and they must trust you. So ethics in the workplace are a foundation of what makes a good leader.

(BDCO): What experience helped you the most in your career and why?

When I was working in the Cabinet office as part of the offshore negotiating team, the environment was very intensive for almost two years. It was a huge learning experience for me – the issues, the dynamics of the team, and having a leader we really respected (we understood his motivations and what he was trying to do and worked as a team to help him get there). It got me interested in my area of expertise – natural resources. I really grew in that role and had the confidence to take on a new job in Papua, New Guinea. Such a learning experience! I was tasked with managing about ten years of work into three years – and gained about twenty years of experience from it. There are over 700 different unique languages in the country and many different cultures so many times I felt vulnerable, safety was a daily worry and you had to deal with both locals and international staff. So there were real challenges every day over and above the work environment.

It is easy to get into ruts – but I don’t like ruts. If you feel like you are not performing at your best, you need to get on with it and make a change. I am adventurous and look for the opportunity to grow and contribute rather than dwell on what’s not working.

(BDCO): What was the greatest challenge moving your career forward?

(DD): For me, the challenge of being a woman in a male-dominated industry has definitely created issues. As well, being a woman wanting to get things done can sometimes be threatening to some people. I have experienced the “glass ceiling” on a number of occasions and it can be discouraging but I always looked at it from another angle. It meant I had to work even harder and deliver results by learning how to relate to the people involved, develop strong relationships, and maintain a mindset for creating results. Ultimately when people see you are a member of the team and your overriding dedication is to make things work, you can be successful despite the roadblocks some people put in front of you.

(BDCO): What is the greatest strength of your approach to leadership?

(DD): I get up every day, get out and do the work – even when I may not feel like it. My strength is my drive for getting results. I enjoy meeting new people, having new experiences, and can adapt very easily to changes. I believe in myself and know that I am capable of making a difference. I see my weaknesses and where I need help, I seek out the right people to keep things moving. You just can’t let people or circumstances get you down.

(BDCO): What has been the biggest surprise you have had since attaining a senior leadership role?

(DD): A real surprise for me is how that paying attention to the people who are helping you along in your journey is not always there with other senior leaders. Things that should be common sense are not done. It is not about fiscal successes, it is about investing in people, caring about them, finding their strengths and motivating them. There is still too much of that crassness in the workplace which is why so many people are not happy in their workplace. People are not a peg in a picture, they are real people whose motivation is part of the reason for your success.

(BDCO): What is the greatest benefit to you in attaining a senior leadership role?

(DD): This may sound selfish but one benefit for me is the satisfaction of completing things. Being able to mentor people and help them move forward and develop is also very gratifying. Everyone has strengths and a good leader will work with people to find them and help bring those really good people into leadership roles.

(BDCO)What is the next achievement you want in your leadership career?

(DD): I want to ensure that the Government, the Department of Natural Resources, and the people see me as a good leader. I think they already know I am impatient to make a difference but they will also find that I am fair. The Government has set a number of goals and it is my responsibility to see it is accomplished.

(BDCO)What is the biggest challenge you face in achieveing results in your work?

(DD): I need to know who I can trust – and who I can’t. There is work to be done and it is critical that I have people to depend on that understand my thinking process and go with me. I need to get to know the people, how they operate and work, and build the trust.

(BDCO): What is your greatest opportunity/goal for providing value for your organization?

(DD): My greatest opportunity is to make the difference between success and failure.

(BDCO): What added support or capability would help you most in delivering on your goals?

(DD): I think just being connected to the people I work with inside the Department and outside as well. I need to stay informed, make sure the people who work with me understand the direction and see their roles and contributions in creating results.

Think about where you are now in your career and what you can take from Diana’s observations. We would love to hear your comments about what are your key takeaways from our conversation with Diana.

Tell us your progress – we want you to succeed.

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Diana’s success as a leader has been built on her faith and drive to make a difference and believing in having the responsibility to make a difference and taking the risks and working hard to make it happen.

You can find out more about Diana’s role at www.nr.gov.nl.ca/nr/.

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