How to Drive Solutions, Not Just Identify Problems
To grow in their careers, leaders must highlight solutions, not simply identify problems, when communicating with their own superiors. Learn three tips for such solution-focused engagement.
Learning
Growth Is a Choice, Not a Promotion
Professional growth does not begin with a promotion. It begins with a personal commitment to learning, development and continuous improvement.
Leading Through Change Fatigue in Public Organizations
Government employees are navigating constant technological and organizational change. Learn practical leadership strategies, rooted in behavioral psychology and coaching, that can help public-sector teams maintain trust, resilience and motivation.
Listening as a Leadership Skill: Strengthening Constituent Engagement in Government
In government, listening is more than courtesy — it’s a leadership skill. When leaders truly listen, constituent engagement becomes more meaningful, responsive, and effective.
Virtual Learning Fatigue Is Real — But Not Inevitable
In government, virtual learning has become an essential part of workforce development, but such trainings require more than attendance to be effective: They require employee engagement. Learn how to create virtual trainings designed for meaningful participation.
The Elements of Effective AI-Focused Training: Why Traditional Models Fail
In this video interview, Tony Holmes with Pluralsight discusses how to overcome the drawbacks of many government AI-training programs.
What Logic Models Are, and How to Develop Them
Logic models are required for some grant applications because they can help ensure a consistent understanding of the program or initiative under consideration, among other benefits. Learn how to create logic models, including graphic illustrations.
Subject Matter Experts Are Experts — But They Are not Always Trainers
Agency leaders often assume that subject matter experts can teach the information they know, by virtue of knowing it. But understanding and teaching are two separate competencies. It’s up to leaders to train SMEs so they can train other staff.
When AI Sounds Right but Isn’t
AI readiness in government requires more than prompt training. It requires human judgment — the ability to verify AI responses and establish and maintain responsible AI practices that are essential for better decision-making.
Government Leaders Need Human Skills — Even If We Stop Calling Them “Soft Skills”
There is nothing “soft” about the skills needed to lead employees through change, uncertainty and conflict. Today, successful government leaders must be able to guide people, not just projects.