5:08 pm, May 30, 2015

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  • Agencies' "leadership defit"
    What's most sad about Mr. Sanders' accurate summation of the woeful lack of true leadership in the Federal bureaucracy is that it is virtually identical in content and tone to many similar analyses published on this topic extending back over decades, including MSPB studies going back to at least 1989 in my recollection. Even his purported solutions have a long history; and yet the "defit" continues. Mr. Sanders headed up OPM's staffing policy unit and was the CHCO for the Intelligence Community prior to his retirement, and yet apparently was unable to motivate sufficient support to help lead the way out of this seemingly eternal morass. The key question now isn't to further lament and breast-beat over this well-documented state of affairs. It's easy to recycle past jeremiads, but what's hard is actually dealing with this long-standing situation by tackling the bureaucratic inertia and lack of significant congressional interest in implementing serious systemic solutions. The 1978 CSRA and the 1990 FEPCA legislation represent the last times that Congress seriously considered the angst of rhe Federal civil service and passed significant reforms. Now, almost a quarter of a century later, isn't it fnally time for another effort at major systemic reform?
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  • Leadership takes more than a Degree in the Workplace!
    Juanita K.
    In the article about Leadership in the Federal Sector, I believe that information was positive and correct, Leadership does not depend on degree or knowledge only. It depends upon a supervisors ability to communicate effetively, manage training and succession planning for the staff, encourage employees to advance, networking with staffs to ensure employees can get into upper level positions and a host of other social skills go along with the job. I will always feel that if a supervisor has an employee that has been the same grade for 15 years, its not just a reflection on the individual, it’s a reflection on the supervisor. If it cant be contributed to intentional reasons for not promoting the employee, then the supervisory skills of thr manager need to reviewed as well. It’s a big problem for many agencies. With the massive amount of lawsuits that employees put out, its about time that supervisors are thoroughly taught how not to get into lawsuit trouble. Supervisors are held to a higher standard and therefore it means that they should avoid making the Government liable at all costs, This in a lot of cases is not done and it’s repetitious occurrence should be the red flag at the top. Nothing ever seems to be done about supervisor that constantly get into legal trouble with multiple employees. Often times, its overlooked or they are transferred out or to another unit. Only to find another employee to get a new lawsuit going with. WHY? In the private sector, if you get them sued, its curtains! You are out and they inform managers of the liability therefore making them fully aware , not to simply pick fights, retalitate or harass employees into a big lawsuit. The younger supervisors become in the Federal Sector the more liable the Government will become if they are not trained properly and monitored in commission of their duties Young supervisors may have the knowledge to supervise but the remaining skills to thwart legal issues in the workplace, they ultimately lack.
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  • First of all,
    there is no such thing as leadership absent context and content. If I am trained in "leadership", am I then qualified to run Bethesda Naval Hospital, conduct the National Symphony, make battlefield plans, and inspect meat? Well, no, no, no, and no. And neither is anybody else. Leaders should be ELECTED by the skilled workers, not appointed by someone who knows even less about the subject matter than either the skilled folks or the "leadership-trained" folks. In my experience (36 years at NIH) almost all "leaders", managers, and administrators are completely unnecessary.
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