Character Leadership (CL) Interviews at the Canada Revenue Agency
The Canada Revenue Agency (CRA) adopted the Character Leadership (CL) framework in 2017 as part of a broader approach to sustained organizational excellence, focused on enhancing key leadership competencies (KLCs), leaders’ commitment to lead as well as well-developed leader character to support leadership effectiveness. As a result, CRA now assesses CL alongside the public service KLCs. The CL interview is integrated in the hiring process of Executives (EX-01 to EX-05) and HR-07 Assistant Directors (equivalent to PE-06).
The information on this page is intended to be a tool to assist candidates in their preparation to for CL interview. If you have any questions after reviewing it, please contact the Executive (EX) staffing team at EXStaffing@cra-arc.gc.ca.
- This page provides important details about the CL interview, including:
- What is CL?
- Differences between CL and KLC interviews
- How to prepare for a CL interview
- The CL interview
- Final tips
What is Character Leadership?
Research by the Ivey Business School, starting from a study of the 2008 global economic crisis, identified three (3) key aspects of leadership that influence decision-making: competencies, commitment, and character.
While key leadership competencies, focus on the behaviours demonstrated through the integration of knowledge, ability, skills and attitudes, character leadership is about who a person is as a leader, the values and traits that shape their character as a leader.
Image Description
This is an infographic that depicts the Character Leadership model. There are eleven dimensions in the model and are depicted as a circles embedded on the a circular frame.
Starting from the judgment dimension, which is at the center of the model (wheel), then moving to the top of the image in a clockwise direction, these are the dimensions with their elements:
- Judgment: situationally aware, cognitively complex, analytical, decisive, critical thinker, Intuitive, Insightful, pragmatic and adaptable.
- Transcendence: appreciative, inspired, purposive, future-oriented, optimistic and creative.
- Drive: passionate, vigorous, results-oriented, demonstrates initiative and strives for excellence.
- Collaboration: cooperative, collegial, open-minded, flexible and interconnected.
- Humanity: considerate, empathetic, compassionate, magnanimous and forgiving.
- Humility: self-aware, modest, reflective, curious, continuous learner, respectful, grateful and vulnerable.
- Integrity: authentic, candid, transparent, principled and consistent.
- Temperance: patient, calm, composed, self-controlled and prudent.
- Justice: fair, equitable, proportionate, even-handed and socially responsible.
- Accountability: takes ownership, accepts consequences, conscientious and responsible.
- Courage: brave, determined, tenacious, resilient and confident.
The CL framework is based on 11 dimensions of character, or virtuous habits of being that influence decision making and leadership effectiveness. These dimensions (in bold in the CL wheel) include elements of character that show up when the traits are activated.
All 11 dimensions of character matter and support one another. For example, Collaboration needs Humility to work effectively. Humility allows a leader to accept new ideas, which helps build collaboration.
Judgment is at the center of the wheel because it is critical in decision-making and determines which dimensions need to be activated to best respond to a situation, and to what extent.
The key to CL is balancing between dimensions. For example, executives who have lots of Drive and Courage are not afraid to speak up, make a decision and take action, etc. – that is a good thing! It’s not about ‘dialing back’ on their strengths of character, but about being able to balance them by activating interconnected dimensions. In this case, their Temperance (pausing to reflect before reacting), Humanity, Collaboration and Justice (considering others’ perspectives and needs), to avoid tipping into recklessness or inflaming a difficult situation, without regard for their team's well-being or the broader consequences of their decisions.
As a leader, being aware of strengths and weaknesses is crucial. Self-awareness helps leaders use their character to make better decisions. This journey of self-awareness is essential to activating character as a tool towards exercising sound judgment.
Difference between CL and KLC interviews
Although the assessment of CL and KLCs are both based on observable behaviors, the CL interview assesses who you are as a leader, while a KLC interview focuses on how you can demonstrate specific skills.
The CL interview is an opportunity to get to know who you are, namely your character and your leadership disposition. Questions usually evolve naturally based on the answers you give.
In a KLCs interview, questions usually focus on specific leadership situations or experiences. For example, “Tell us about a time when you motivated an employee to do a difficult task.”
By contrast, in a CL interview, the focus is more on your leadership journey and what shapes your decisions. An example of a CL interview question could be: “What have you learned about yourself as a leader, and what are you still working to develop?”
How to prepare for a CL interview
The CL interview draws on self-reflection and understanding who you are as a leader. The board is looking for candidates who know their strengths, areas for growth, and how they find balance to exercise good judgment.
To prepare, use the CL wheel to reflect on your leadership journey and consider the following questions:
- What has been your leadership journey so far?
- What have you learned about yourself from past experiences?
- How did you apply your past learnings to your current leadership?
- What dimensions of character (or elements) have you developed in your career?
- Which dimensions (or elements) could you develop further?
- How have your decisions affected you and others?
- How do you exercise your judgment?
- How do you show up in difficult circumstances?
- What would you do differently if given another chance, and why?
- What have you done or should be doing to prepare yourself for a leadership role at the next level?
You can also reflect on feedback you have received, whether from past performance reviews or a mentor.
The CL interview
Before the interview, you will receive a checklist to help you set up. Find a quiet place, sit comfortably, and stay focused during the interview.
The interview lasts about 30 minutes and usually involves three (3) or more board members and staffing team members. The board will ask questions to explore your character as a leader. While the interview might feel informal, it is still a serious assessment of your leadership qualities.
The interview will evolve naturally based on your responses. The board members may interrupt to focus on specific points, or redirect you in an effort to better understand certain dimensions of your character.
After the interview, the board will meet to discuss their observations and make their assessment.
Staffing Board requirements:
- The board must meet specific policy requirements:
- At least three (3) executives (including the board chair), whose substantive is at least one level higher than the position being staffed, and the executive staffing advisor.
- At least one (1) of the executives is from a different CRA Branch or Region than the one the position belongs to,
- At least two (2) representatives from an employment equity designated group, including at least one from underrepresented groups when possible.
- All staffing board members must be able to conduct the interview in the official language chosen by the candidate.
Final tips
Candidates are asked not to fall into the trap of using the vocabulary related to the dimensions of the CL wheel. It is not about the words, but about your personal leadership story, insights and overall development.
Since the interview is not scripted, the questions will vary for each candidate. It is best to be open and honest about your strengths and areas for growth. If the board needs more details, they will ask follow-up questions.
Ultimately, leadership development is a continuous process. As such, the board is not looking for perfection, but for balance between character dimensions and areas for growth. They will assess your readiness to lead at a higher level.
The table below is provided as a guide to illustrate how the presence or absence of the dimensions of Character Leadership might manifest in a given context. It is intended as a reflection tool to help you better understand the potential effects of these dimensions in your own leadership journey.
| Dimension | If Present | If Absent |
|---|---|---|
| Judgment | Recognize key issues; solid decision making | Poor decisions, confusion, & resistance to change |
| Courage | Decisions are made; opposition to poor decisions; innovation thrives | Agreement of poor decisions; satisficing rather than maximizing is the norm; moral muteness prevails |
| Drive | Sustained momentum around focused priorities & high productivity | Lethargy & low productivity |
| Collaboration | Effective teamwork enhancing productivity; diversity in teams | “Every man for himself” mentality; lack of information sharing |
| Integrity | Trust, transparency & effective communication | People operate from a position of self-interest & mistrust |
| Temperance | Effective risk management; thoughtful consideration | Short term gains dictate strategy; desire for instant gratification |
| Accountability | Ownership; commitment to decisions | Failure to deliver results & take responsibility |
| Justice | Fairness fostering trust; going above & beyond | Inequities exist; favoritism & nepotism |
| Humility | Willingness to identify & discuss mistakes; support of continuous learning | Arrogance & overconfidence; complacency |
| Humanity | Deep understanding of what is important to stakeholders | Failure to acknowledge critical social interactions |
| Transcendence | Commitment to excellence; clarity & focus; inspiration motivates innovation | Narrow goals & objectives; failure to acknowledge, appreciate, & strive for excellence; not inspired |
Crossan, Mary M., William Furlong, and Robert D. Austin. "Make Leader Character Your Competitive Edge." MIT Sloan Management Review, vol. 64, no. 2, Winter 2023, pp. 40–47.
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