Leading with Confidence and Conviction 

Claiming Her Seat: Leading with Confidence and Conviction

As Director General in a major federal department, Su Webster is no stranger to complexity. Her team manages thousands of IT service requests across the entire Government of Canada, delivering large-scale solutions through triage, project management, and custom-built systems. Yet for all her experience, Su came to the Ivey Executive Program seeking something deeper: the confidence to speak with full authority in high-stakes rooms where her voice had too often been subdued. The experience helped her do just that—and more. 

Can you tell us about your role and what brought you to the Ivey Executive Program? 

I’m a Director General in the federal government, reporting to an Assistant Deputy Minister. My team oversees the intake and triage of 3,000 to 5,000 IT service requests per year from every department in the Government of Canada. We also manage the systems that track these requests and lead the delivery of about 400 complex IT projects annually. 

I came to the program during a time of reflection. I’d spent years in rooms dominated by men—sometimes just two or three women in a sea of sixty—and I wanted to strengthen my voice. I was looking for what I’d call “full-volume confidence,” whether real or something I could grow into. I also wanted to learn how to better communicate my experience and perspective, especially in environments where public sector goals and pressures can feel quite different from the private sector’s bottom-line focus.

 
What were your expectations going into the program? 

I was hoping to expand how I verbalize my expertise, to speak truth to power with greater clarity and confidence. I also knew the program leaned heavily toward private sector content, and I welcomed the chance to better understand how those organizations approach strategy and finance. The contrast helped sharpen my perspective on how we work in the public service—what makes our role unique, and where we can borrow approaches that make sense in our context. 

Another reason I joined was to validate what I already knew. It’s easy to downplay your knowledge when you’re not hearing your language reflected back in executive circles. The program reminded me that I’ve earned my seat at the table. 

How did the program impact you personally and professionally? 

Su Webster: It gave me the confidence to take up more space—literally and figuratively. I’m small in stature, but I realized I was also making myself small in meetings. I started using a strategy from Mel Robbins—just counting down from 5 to 1, standing up, and speaking up. And it worked. Within a week or two, that mindset started to shift. I realized I could be “a mighty little woman,” and I’ve owned that ever since. 

Professionally, I’ve become more assertive in conversations with peers and senior leaders. I’m clearer and more direct. I’ve also applied some of the tools to my team—especially through a plenary day I organized where we used team-building activities and reflection exercises inspired by the course. While I’ve always led with transparency and a strong focus on well-being, this experience helped me model and reinforce those values with new energy. 

What challenges did you encounter as you applied what you learned? 

For me, the hardest part was internal—overcoming that voice that says, “Don’t rock the boat,” or “Stay quiet just a bit longer.” I didn’t have trouble applying the leadership tools; the challenge was giving myself permission to use them fully. 

It also took some adjusting to see how private sector tools could translate into a public service context. We’re accountable to Canadians, not shareholders. And while there’s increasing pressure now to show return on investment and cut costs, we approach those issues differently. That contrast came up during the program, and I think it’s something to be more intentional about—maybe even by creating some dual-track content. 

What did you bring back to your team? 

In addition to the plenary day I mentioned, I’ve been more open about the leadership journey itself. I talk with my management team about what I learned, how I’ve grown, and how we can apply it together. I’ve always been focused on psychological safety and using real language—not euphemisms. But the program gave me new language, new structure, and the validation to keep going. 

It also reinforced my belief that leadership isn’t about having all the answers—it’s about showing up with clarity, honesty, and courage. And I think my team sees that more now.

What’s next for you? 

I’m less than two years away from retirement, but that doesn’t mean I’m done leading. I’ve been mentoring aspiring leaders across the federal government for years, and I plan to continue. I’d love to formalize that work through a coaching or mentoring certification. If my department can support it, great—but if not, I may pursue it on my own. 

I believe deeply in the role of public service, and I want to support the next generation of leaders who will carry that forward. It’s not easy. There are misconceptions about government work, but most public servants I know are incredibly proud of what they do. I want to help them be ready for the complexity and responsibility that leadership in this space demands.

Any final reflections? 

I thought the case competition element was fantastic—high pressure, fast turnaround, real-time problem-solving. That’s a lot like life in government, especially when you’re preparing material for ministers or senior decision-makers with just a few hours’ notice. Please don’t ever take that component out—it’s real, relevant, and incredibly valuable.