Still acting? Why “A/g” is the most Canberra job title of all time
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It’s the most recognisable code in the public service. A/g: short for “acting”, long for “don’t get too comfortable”.
Any Canberran who has worked in the public service will know the drill. You step into a higher role temporarily and take on all the pressure, decisions, meetings, and burden of keeping things running smoothly.
Months pass – maybe even a year or two. Yet there’s no actual promotion or confirmation that you’re on your way up. It’s simply a holding pattern, where you carry all the weight of the role without any assurance of permanence.
Executive coach, Dr Kim Vella, calls it the classic Canberra career dance that has become the new normal for public servants.
“These A/g roles can last longer than whole contracts, and typically have a cascading effect. Someone goes on leave. Someone steps up in their place. Then someone else steps up in their place, and on and on.
“Initially it feels like a promotion. But because it’s actually a holding pattern, the person acting ends up feeling stretched, sidelined or stuck. It’s particularly confusing when acting roles are shared or allocated to staff like a lottery, rather than being a good fit.”
If this pattern sounds all too familiar, you’ll probably recognise yourself in one of Kim’s seven signs that you’re stuck in A/g:
- Your email signature is longer than a contract.
- You’ve been told “We’ll confirm it soon!” once every quarter or more.
- You make decisions and wait for someone else to back them.
- Your team thinks you’re the boss, but your authority is in limbo.
- You’re managing performance for a role you don’t actually hold.
- You’re the ‘go-to’ in a crisis but left out of strategy conversations.
- You’re tired, stretched, and wondering if you’re the problem.
“Ordinarily, when someone steps into a leadership role, the parameters are quite clear,” adds Kim. “In an A/g situation, that’s not always the case.
“The antidote to these challenges is to have a strategy. Because yes, in an acting role, your leadership capabilities are on display. This isn’t the time to succumb to hesitation or defer important actions or decisions. It certainly isn’t the time to sit around waiting for your boss to tell you what your priorities are. No doubt, they’re waiting for you to tell them – as is your team!”
So how do you lead well when the job’s not officially yours? Kim suggests a few simple ways to show up and start leading from where you are:
Offer a view and a path forward
When things feel stuck or unclear, name it. Say, “Here’s what I think is going on, and here’s how I think we move forward.” Don’t wait for permission to bring clarity (hint: that’s the job).
Overcome hesitation
Make your presence known through thoughtful participation. Speak up early, join discussions, and build on others’ points. Hesitation only costs time and opportunities, and leaves everyone floundering in the dark. Remember, your voice matters.
Lead while you learn
You don’t have to know everything. Be honest about where the role is stretching you and ask for feedback. People will back you when they see you’re committed and genuinely trying to lead well.
“Just step up and tango with the challenge,” says Kim.
“If you find that you’re unsure how to lead, that’s fantastic! You’ve simply discovered a skills gap you weren’t aware of before. That’s something you can address through leadership development, which you can recommend to your superiors as proof of your commitment to fully preparing for the role.”
To discover a new approach to public sector leadership development, shaped by what today’s leaders truly need, visit Kim Vella Leadership.
