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Lessons from leadership luminaries

Curiosity is a defining—and often underestimated—element of leadership. It’s through curiosity that we learn about the world, about others and about ourselves. And it’s through learning about the world, about others and about ourselves that we lead. 

Though perhaps not a leadership guru, the iconic television character Ted Lasso memorably said, “Be curious, not judgmental.”  

This strikes me as excellent leadership advice.  

In fact, curiosity plays a meaningful role in four key elements of our Public Service Leadership Model, helping public service leaders become self-aware, engage others, lead change and achieve results. 

Three themes on leadership 

A nerd at heart, I have always been deeply curious. It is thus of little surprise that my first few months as the vice president of public service leadership at the Partnership for Public Service have been marked by curiosity in many forms and many forums. 

One of these forums was especially memorable. On a quiet Friday afternoon, as much of the nation embarked on travels for Memorial Day, the Public Service Leadership Institute’s Government Leadership Advisory Council—a group of leaders from across government, academia and business—convened to talk about leadership.  

My curiosity firmly at the ready, I asked them what they wish they had known earlier in their career as leaders. They shared their wisdom with me, and it seems only reasonable that I now share it with you.  

On that note, three key themes emerged from the conversation. 

1. Listen—and then listen some more 

Many people lead by speaking. It is often more advisable—especially when you are new to something—to lead by listening. Seek first to understand. Welcome feedback. Show up with humility. 

2. Build coalitions and encourage civility 

In the most basic sense, leadership is about people leading other people. Said differently,  leadership is not an individual sport. Build coalitions by helping others understand why what you are doing matters and how they can play a meaningful role. In an age marked by disagreement and discord, model civility. Say thank you. Build trust. 

3. Don’t be afraid to start over again 

This sentiment reminded me of a line I’ve long appreciated from the screenplay adaptation of F. Scott Fitzgerald’s “The Curious Case of Benjamin Button”: “I hope you live a life you’re proud of. If you find that you’re not, I hope you have the strength to start all over again.”  

The lesson here is that integrity and values are at the heart of good leadership. In fact, the multiday opening session of our Public Service Leadership Institute’s Excellence in Government Fellows Program is focused on vision, values and mission for that very reason. 

The idealist-realist 

As our conversation wound down, a phrase was thrown into the air that I immediately realized I would borrow for a long time to come: an “idealist-realist,” a leader who believes that significant positive change is possible while also acknowledging the realities of the situation. 

Time and time again, I have seen federal civil servants put this blended approach into action. The ability to balance idealism and realism in service of strengthening our government and democracy is one of the many things I admire about public service leaders. 

It will come as a surprise to absolutely no one that the world is full of challenges. The idealist in me believes that the challenges we face can be solved, while the realist in me accepts that there is no perfect person coming to solve them. Said differently, when it comes to advancing positive change in the federal government and elsewhere, you are the leader you’ve been waiting for.  

I hope these thoughts will help guide you along on your public service leadership journey. 

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