360 assessments are critical tools to help leaders understand their performance; however, receiving a significant amount of feedback from others can be overwhelming. We offer four tips to make the most of your 360 assessment results and support your professional development.
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Participants in our leadership development programs are tasked with tackling a complex issue facing our country and asked to develop, pitch—and in many cases implement—a solution. We explore two recent projects focused on using tech savviness to make health care safer and using evidence-based decision-making to address mental health support for federal employees.
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The Partnership developed a 360 assessment tool to help leaders better understand how they can improve their leadership skills. As we approach the one-year mark of incorporating the 360 tool into our programming, we reflect on how our assessment can help strengthen government leadership.
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The Public Service Leadership Model continues to serve as the standard for effective federal leadership. Two years after its release, we look at where the model has been and what’s ahead.
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James-Christian Blockwood, the Partnership’s executive vice president, previously served as senior executive leader in the federal government. He shares four lessons he learned about leadership and relationship-building during his public service career.
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Failure, while scary and painful, can also be instructive and lead to self-awareness. Failure happens to all of us, and it can provide important benefits in the long run.
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Giving constructive feedback to your employees and co-workers is difficult. Fortunately, a commonly used tool—the Situation-Behavior-Impact model—can help you provide more actionable and continuous feedback moving forward.
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The current environment demands more effective change management and change leadership. The Public Service Leadership Model’s “Leading Change” competency includes five key skills that help leaders manage the challenges of conducting the day-to-day work during a global pandemic and presidential transition effectively.
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This past February, few strategic plans could have taken into account the challenges we’re facing today. While we can’t predict the future, we can improve the effectiveness of our planning efforts by creating strategic plans based on personal and professional values and investing in an adaptable workforce.
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Federal leaders recognize the importance of moving toward a results-oriented culture, and the Partnership agrees. Our Public Service Leadership Model identifies five key competencies that leaders can develop to continue to achieve results in their workplaces.
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