Our tools strengthen public service leaders, drawing on our experience working across all federal agencies and remaining relevant to the challenges public service leaders face today.

360 Assessment

Developing leaders for today’s government

When we released our Public Service Leadership Model in 2019, we emphasized the importance of effective government leaders in an increasingly complex and divided world.

Today, and good leaders matter more than ever. They must be stewards of the public trust with a passionate commitment to the public good, and they must demonstrate core values and critical competencies to achieve their agencies’ missions and desired impact.

The Partnership’s Public Service Leadership 360 assessment is a comprehensive, multi-rater assessment tool that has been used by almost 2,000 federal leaders. Leaders can use this 360 to evaluate their performance, assess their leadership progress and chart a course for self-improvement. It has been called “the roadmap to [my] leadership success” and has been used across our training programs, within Cabinet agencies and with leaders of all levels—from aspiring supervisors to senior executives.

Our analysis of 360 data affirms that public servants are deeply committed to the public good, serving as stewards of the public’s trust, supporting diversity, equity and inclusion, and collaborating with their peers. Our assessment also spotlights opportunities for continued development in competencies such as self-reflection, embracing risk and innovation.

In addition, our 360 data shows that women rate themselves lower than men in certain competency areas, including leading change. Interestingly, we also have found that women are rated higher than men by their colleagues in several competencies, including commitment to public good, authenticity, empowering others, collaboration and systems-thinking. We anticipate these trends will evolve as the number of leaders taking our Public Service Leadership 360 grows.

The Public Service Leadership Model and our 360 assessment set the standard for evaluating effective government leadership. The power of our 360 assessment tool—its reliability, validity and the impact it has on individual leaders across government—will help public servants cultivate stronger leadership skills and deliver mission-critical services for the American public.

Interested in learning how the Public Service Leadership 360 can support your own leadership development?

Contact for additional information.


“I suffer from imposter syndrome and often doubt my leadership abilities, but the 360 evaluation increased my self-awareness and helped me to see myself as others see me—as a strong, action-oriented, innovative leader who gets results.”

“My roadmap to success.”

Case Studies

The Public Service Leadership Model seeks to set the standard for government leadership, outlining the core values and competencies that federal employees must demonstrate to best serve the public. The following case studies highlight public servants who have activated the model’s core principles to solve big challenges, drive impact and strengthen our country.

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Becoming Self-Aware
How one public servant’s strong self-awareness helped create a more nuclear-secure world

For decades, the federal government has worked to keep nuclear facilities around the world safe and secure. In the early 2000s, these efforts hit a snag when yearlong talks between the Energy Department and the Russian Defense Ministry stalled, leaving nuclear materials in the former Soviet country vulnerable to theft and misuse. Nicole Nelson-Jean, a recently hired 28-year-old working in the National Nuclear Security Administration’s Material Protection Control and Accounting Program, broke the logjam.

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Engaging Others
You can bank on it: How employee engagement helped the FDIC stabilize the nation’s financial system during the Great Recession

Arleas Upton Kea, the Federal Deposit Insurance Corporation’s former director of the Division of Administration, oversaw a rapid hiring surge and extensive culture change initiative that enabled the agency to meet the challenge of stabilizing and reinspiring confidence in the nation’s financial system during the 2008 recession.

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Leading Change
From science to societal impact: How one public servant led the charge to make kidney disease a national health issue

When Sandeep Patel launched his career in government nearly a decade ago, he knew little about his new job at the Department of Health and Human Services. As an open innovation manager, his mandate was as abstract as it was critical: to help the agency use new tools and strategies to find innovative solutions to serious health challenges.

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Achieving Results
Putting the customer first: How Barbara C. Morton helped transform the way our government serves veterans

In 2014, a major crisis hit the Department of Veterans Affairs. Explosive reports claimed that the Phoenix Veterans Affairs Health Care System had for several years falsified data showing how long veterans were waiting to receive medical care. The VA is still making headlines today—but for different reasons. Thanks to its Veterans Experience Office and productive partnerships across and outside the VA, the agency has become a leading customer experience organization in government.

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Stewardship of Public Trust
The stewards of Medicare: How four public servants helped protect one of America’s signature health programs

Each year, phony Medicare claims cost the American taxpayer billions of dollars and deprive those eligible for coverage—senior citizens, and people with disabilities and serious illnesses—of proper health care. These fraudulent schemes turn Medicare into a personal piggy bank for private interests who prey on the vulnerable and exploit the public good. One group, however, has protected this vital national asset with unprecedented success.

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Commitment to Public Good
Francis Collins: A commitment to public good, public health and public service leadership

To solve pressing health challenges, Francis Collins has demonstrated a willingness to collaborate and engage others, a strong self-awareness with a unique blend of academic and emotional intelligence, a desire to lead change by taking calculated risks, and a steadfast focus on achieving results for individual patients. Throughout his four-decade career, Collins has leveraged these leadership competencies to improve the well-being of current and future generations worldwide.