Submitted by ALingayat on Mon, 04/09/2018 - 14:19
Developing a Management Roadmap for the New Administration. Join host Michael Keegan as he explores this effort and how presidential transitions work with David Eagles, Director, The Center for Presidential Transition, Partnership for Public Service and Dan Chenok, Executive Director, The IBM Center for The Business of Government.
Submitted by TFryer on Mon, 01/22/2018 - 21:53
This event, the first of its kind under the current Administration, brought together several thousand Federal leaders (primarily SES, but also other senior executive designations – this post will refer to the group as SES henceforth), joined by a cadre of supporters of good government. The grand ballroom at the Hilton was full, and the mood was positive as the attendees listened to remarks from a variety of perspectives.
Submitted by TFryer on Mon, 01/22/2018 - 18:38
Suzanne de Janasz and Maury Peiperl interviewed dozens of corporate executives over the past two years to understand how "new CEOs in large organizations gain access to seasoned counsel and feedback." In a recent Harvard Business Review article, they summarized their findings.
Submitted by sfreidus on Wed, 12/27/2017 - 13:28
New SES Onboarding Guidance. Federal Times reports that the Office of Personnel Management has issued a new guide to agencies.
Submitted by rgordon on Mon, 09/12/2016 - 15:14
The success of an administration can rise—and fall—based on its competence in managing the government. As history demonstrates, strong management can enable rapid and positive results, while management mistakes can derail important policy initiatives, erode public trust and undermine confidence in the government.
Submitted by rgordon on Mon, 10/19/2015 - 12:42
For the next administration, the management of the federal workforce—including executives—will be a critical factor in the president’s success. The president’s political appointees will work with members of the career Senior Executive Service (SES) to direct the work of agencies and departments.
Submitted by rgordon on Sat, 06/04/2011 - 14:36
Periodically the IBM Center staff steps back and reflects on the insights provided by its authors of more than 300 research reports and by some 300 senior government executives interviewed over the past 13 years. Through our research and interviews, we identified several broad societal trends that we believe are changing the game for successful leadership at all levels of government.
Submitted by rgordon on Sun, 05/10/2009 - 20:00
Submitted by EFoss on Thu, 03/12/2009 - 20:00
The O'Leary and Bingham report expands on previous Center reports by adding an important practical tool for managers in networks: how to manage and negotiate the conflicts that may occur among a network's members. The approach they describe-interest-based negotiation-has worked in other settings, such as bargaining with unions. Such negotiation techniques are becoming crucial in sustaining the effectiveness of networks, where successful performance is defined by how well people collaborate and not by hierarchical commands.
Submitted by EFoss on Thu, 03/12/2009 - 20:00
This report describes the tenure of Sean O’Keefe as administrator of the National Aeronautics and Space Administration (NASA). The report describes how O’Keefe faced three difficult challenges during his three years at NASA. His first challenge was to solve the space station’s financial mess. His second challenge was to manage the aftermath of the Columbia shuttle disaster. His third challenge was to steward the President’s 2004 vision for the further exploration of space.
Pages
