You bet Steve!
Apart from our respective profile pages, adding a bit more distinctiveness here is certainly welcome….
My interest/passion or even, philosophy, is this:
While I agree with most that it is the Secretary, Administrator, or Director of any particular Department, Agency or Office within the Federal government to set the culture of the organization, I submit that it largely falls the the Chief Human Capital Officer (or equivalent) and, more specifically, the Chief Learning Officer (or equivalent) to actually create that culture. (And ISDers typically find themselves in the CLO organization.)
Here’s my one-premise argument supporting that conclusion:
There are simply no other C-Level Executive(s) with the distinct responsibility to directly effect change in the knowledge, skills, and attitudes (yes, attitudes, not abilities – but that’s fodder for a separate post) of Federal employees than those charged with the development of those fine folks as humans tasked with a most important mission – our Nation’s functioning.
Not the CFO, not the CIO, not the CPO, not the C-anything is more responsible in this challenge.
To your point(s), CHCOs and CLOs hold the key to awesomeness. Yes, all Executives have responsibility to improve processes towards greater efficiency and effectiveness, but no other position(s) are more directly responsible for the PEOPLE and their performance. Lifelong learning is key to our growth as individuals, as organizations, as a government, as a nation.
ISD makes all that possible.
The workforce of today and the future must be a learning culture. When that exists, recruitment and retention will follow and performance will be embedded.
Caveat: I am still waiting to see where Chief Performance Officer Jeffrey Zients will intersect with all this, but I have a feeling, based upon his bio, that it will NOT include human performance per se.
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