Losing a key staff member can be quite distressing for a manager, especially in these times of budgetary and hiring constraints.
We’ve all been there, managing a fully staffed team only to learn that a valued employee has accepted a position with another organization. After overcoming the shock, attention must quickly be shifted to filling the position if you have the leeway to do so. Keep reading →
This is the third in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
Governments are increasing their use of collaboration by: creating ad hoc networks in response to emergencies, and aligning governmental and nongovernmental organizations to work interdependently to achieve common goals. Keep reading →
Based on what federal employees report, and have reported over the past several years, we know that effective leadership drives employee satisfaction at all agencies.
We’re interested to see what the effects of the salary freeze and the threat of a government shutdown had on employee satisfaction and commitment this year as part of our annual survey of Best Places to Work in the Federal Government. Keep reading →
This is the second in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
The technologies that enable hyperconnectivity can be harnessed, ignored, employed on an ad-hoc basis, or incorporated thoughtfully into an agency’s strategy to carry out its mission. The only thing that leaders and managers cannot do with these technologies is make them go away. Keep reading →
This is the first in a series of “Seven Management Imperatives” for government leaders, based on the insights provided by some 300 senior government officials and more than 300 research reports, courtesy of IBM Center of The Business of Government.
It is a management imperative for government executives today to keep their mission front and center. Keeping focus on the strategic intent of mission is key. Keep reading →
Over the last 13 years, the IBM Center for The Business of Government has published more than 300 research reports and interviewed some 300 senior government executives.
It is from this rich library that we’ve identified several broad societal trends that we believe are changing what it takes to be a successful leader at all levels of government — and which are changing the game for government: Keep reading →