Leading Change
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Leading Change

Public Service Leadership Model

Leading Change

Leading change in a rapidly evolving federal environment means initiating, sponsoring and implementing innovative solutions. As a leader, help others succeed at managing change at an individual and organizational level. The five subcompetencies to leading change include:

Vision setting Influence Innovation and creativity Embracing risk and uncertainty Adaptability

Vision Setting

Formulate, communicate and forge the path forward to carry out your vision.

“A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more.”

– Rosabeth Moss Kanter, Professor and Chair of the Harvard University Advanced Leadership Initiative


PUBLIC SERVICE LEADERSHIP IN ACTION

In this report, the Partnership for Public Service and Hay Group set out to understand what these leaders have in common that allow them to build climates of innovation and deliver results when others have stalled.

By aiming to find shelter for all veterans by 2015, Susan Angell and Mark Johnston used a collaborative approach to help combat veteran homelessness in the United States.

Sammies winner Daniel Jernigan combats diseases like Ebola, West Nile virus and SARS. One of his colleagues described him as “able to see very far ahead and where we need to go and find innovative ways to get there.”

REFLECTIVE QUESTIONS
  • What is possible for my career? If all barriers were removed, what would I like to see for myself in 5 years?
  • What is possible for my team/organization? If all barriers were removed, what would I like to see for my team/organization in 5 years?
  • How might I communicate my vision to others?
Additional resources

READ: Four Steps to High-Impact Strategic Planning in Government – Matt Boland, Troy Thomas and Danny Werfel, Current BCG consultants and former government civil servants

READ: How Agency Leaders Can Turn Vision Into Action – Richard Aragon, Andrew Miklos and Claire Schulkey, Contributors at GovExec.com

WATCH: How Great Leaders Inspire Action – Simon Sinek, Author of Start with Why

Influence

Persuade others by establishing credibility and using evidence for your ideas.

“Example, whether it be good or bad, has a powerful influence.”

– George Washington, first President of the United States


PUBLIC SERVICE LEADERSHIP IN ACTION
Federal leaders are constantly rethinking and restructuring federal agencies to find efficiencies and increase effectiveness. President Trump’s executive order to reorganize the executive branch offers leaders the opportunity to make sweeping changes across the federal landscape.
The Partnership for Public Service and Booz Allen Hamilton tapped experts who have led agency transformations and uncovered seven key recommendations to assist senior executives as they drive strategic, organizational and operational changes at their agencies.
#PoweringGov

Discover how 2019 Federal Employee of the Year, Victoria Braham, used her unwavering determination to influence change and bolster morale at the Tomah VA Medical Center.

Sammies winner Robert Cabana transformed the Kennedy Space Center into a multiuser, cross-sector launch site, using influence to change the mindset of many and accomplish this impressive result.

REFLECTIVE QUESTIONS
  • What impression do I want to make on others to establish credibility? What information might I need to give to others?
  • What is my default style of influencing others? What other styles might I try?
  • When I have a new idea, how might I build buy-in?
Additional resources

READ: In Leadership, Influence is not a Given – Michelle Braden, Forbes Councils Member and CEO of MSBCoach   

READ: Situational Leadership: Relevant Then, Relevant Now – The Center for Leadership Studies  

WATCH: How to Start a Movement – Derek Sivers, Author, speaker and entrepreneur

Innovation and Creativity

Encourage improvement, adaptation and freedom to experiment. 

“If you want something new, you have to stop doing something old.”

– Peter F. Drucker, management expert and author


PUBLIC SERVICE LEADERSHIP IN ACTION

In this report, “Encouraging and Sustaining Innovation in Government: A Technology and Innovation Agenda for the Next Administration,” authors Beth Simone Noveck and Stefaan Verhulst provide a set of recommendations for how incoming leaders can use innovation as a catalyst in achieving the administration’s priorities.

Find out how Parimal Kopardekar and his team designed an innovative traffic management system for unmanned aerial vehicles to make way for the large-scale use of commercial drones.

From curing diseases to helping launch the internet, the federal government has a history of innovation that has improved the lives of Americans and advanced societal interests. Despite this legacy, outdated systems, rules and processes hinder innovation at a time when government must grapple with a wide array of critical and complex 21st-century challenges.

REFLECTIVE QUESTIONS
  • What systems or processes are in place to encourage new ideas and creative thinking on my team?
  • When changes or setbacks occur, how do we adapt? Is this approach working?
  • What could I address in our office culture that would encourage new, creative ideas and approaches?
Additional resources

READ: Creativity is Not Innovation (But You Need Both) – Business News Daily Editor, Sites: G. Shawn Hunter, Science Times and more

WATCH: What is Design Thinking? – Daylight Design

WATCH: The First Secret of Design is…Noticing – Tony Fadell, Product Designer and Ted Talk Speaker

Embracing Risk and Uncertainty

Make it safe to take risks; support the team regardless of the outcome.

“Be bold, push yourself and get comfortable being uncomfortable.” 

– Angie Gels, Chief People Officer at Everything But The House


PUBLIC SERVICE LEADERSHIP IN ACTION

Presidential traditions can be a source of uncertainty for all government agencies. The Partnership’s Center for Presidential Transition provides insightful resources and best-practices for navigating the change for a new administration or for a president’s second term.

From curing diseases to helping launch the internet, the federal government has a history of innovation that has improved the lives of Americans and advanced societal interests. Despite this legacy, outdated systems, rules and processes hinder innovation at a time when government must grapple with a wide array of critical and complex 21st-century challenges.

Sally Jewell, former CEO of REI and former Secretary of the Department of Interior, describe how she and her team took a risk in negotiating with numerous parties to keep a species from being classified as endangered.

REFLECTIVE QUESTIONS
  • How comfortable am I with change? How comfortable are my team members with change? 
  • When someone on the team makes a mistake, how is that handled?
  • How do we learn from failure together?
Additional resources

READ: How to Grow Your Career by Embracing Risk – Arlene S. Hirsch, Career counselor and author

READ: Strategies for Learning from Failure – Amy C. Edmondson, Author and Novartis Professor of Leadership at Harvard Business School

WATCH: Government – investor, risk-taker, innovator – Mariana Mazzucato, Economist and Ted Talk Speaker

Adaptability

Learn new ways to accomplish goals in ever-changing situations.  

“The art of life is a constant readjustment to our surroundings.”

– Kakuzo Okakaura, Author and scholar


PUBLIC SERVICE LEADERSHIP IN ACTION

In “Looking Inward for Talent: Retraining Employees for Tomorrow’s Jobs,” the Partnership for Public Service and General Assembly make the case for why agencies should consider reskilling and upskilling and present a blueprint to help agencies make workforce retraining an integral part of their talent management strategy.

Adapting to the need for energy efficiency, learn how Jeffrey M. Baker led the design and construction of an awe-inspiring net-zero energy office building.

Sally Jewell, former CEO of REI and former Secretary of the Department of Interior, speaks about adaptability.

REFLECTIVE QUESTIONS
  • What makes adaptability difficult in my work environment? What enables or supports adaptability?
  • How might I quickly recognize when an approach is not working?
  • What aspects of my leadership style feel least flexible? How might I practice flexing?
Additional resources

READ: Train Your Brain for Change – Daniel Goleman, Author and behavioral scientist

READ: Learn to Adapt – CCL, Center for Creative Leadership

WATCH: 3 Ways to Measure Your Adaptability – Natalie Fratto, Investor and Ted Talk Speaker


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