As public administrators, we must work to remove artificial roadblocks, work cooperatively for the good of the citizens we serve and come together in the pursuit of common goals. It also helps to have passion, be champions for change, seek bottom-up solutions and provide concrete objectives and actions.
When asked who we consider a great leader, many of us will name someone famous who has inspired millions. However, many will also name those closest to them who have invested in their career and cared about them.
“Success and likability are positively correlated for men and negatively correlated for women.” In other words, the higher a woman ascends on the corporate ladder, the less likeable she is perceived to be, while the opposite holds true for men.
Larry Gillick, Deputy Director of Digital Strategy at the Interior Department, is on a quest to champion good ideas and processes — no matter where they come from.
As leaders moving through tumultuous or challenging times, our instinct is to reassure staff who are worried about uncertainty and potential problems that lie ahead. Although our intentions are good and our inclination is to help, we often want to come to the rescue. An alternative to being a fixer is to simply help our… Read more »
In his new book, “A Seat at the Table,” former USCIS CIO Mark Schwartz explains how the roles of IT leaders in government are changing.
The credo of “people over process” is probably the cultural Netflix norm most adoptable by government at all levels. It starts with giving people more say in their work, the information they need to make good decisions and candor about group and institutional performance – at all levels of the organization.
When an opportunity is properly seeded and people can see it for themselves, intellectual energy is naturally created. The next step is to focus that energy by providing a challenge in such a way that it creates a huge stretch for a team or organization.
At GovLoop’s recent GovUp, a new series of after-work career and leadership development workshops, we heard from Leadership Coach Andy Gingrich. He explained how “the secret sauce of requests” can help transform communication, even in the most confrontational of situations. He also walked us through an exercise to prove it.
Lean management provides the ability to study and manage employees and their related processes breaking them down into a kind of supply chain view. Then, focus on what works and what does not work thus, providing input for a model for improvement.