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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Thanks to dedicated civil servants, the federal government has continued to provide important services during the coronavirus pandemic. Here are three tips for federal leaders to help their employees continue to push through these challenging times.
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To deliver on mission and operate smoothly, federal agencies require mission-support employees to provide high-quality internal customer experience. The Partnership’s new Mission Support Leadership Program aims to provide these employees with the leadership skills they need to support their colleagues and the government as a whole.
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In order to work well with our colleagues, we need to ask ourselves regularly, “How well am I communicating?” Building these three communication skills will help you work with others more effectively.
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Developing emotional intelligence can help you improve your communication skills and create more effective virtual relationships. To develop emotional intelligence, you’ll need to be self-aware and empathetic with an understanding of how to engage others.
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One year after releasing the Public Service Leadership Model, it’s clear that these values resonate with federal leaders as they navigate these uncertain times. Take a look at how we’ve put the model in action to help leaders be better equipped to handle crises.
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The Partnership’s Public Service Leadership Model identifies “leading change” as one of its competencies. Dr. Peter Briss and a Centers for Disease Control and Prevention team exemplified this competency when they identified how vaping was causing life-threatening lung injuries.
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At a virtual town hall, Partnership Board Member Doug Conant shared five points that leaders should consider when addressing the COVID-19 pandemic and future crises.
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