The Three Leadership Skills You Need in 2018
The end of the 2017 fiscal year has come and gone, and most organizations are in the midst of performance appraisals and planning for 2018. Whether you are a front-line supervisor, an experienced senior leader, or a new employee in the Federal government, this is an important time for reflection on how you can improve and expand your capabilities.
Everyone has personal areas for growth so you are better prepared to help your organization meet its goals; however, in thinking about the realities of the Federal government in the upcoming year, three fundamental skills underlie most critical tasks:
- The ability to think strategically. Too often, the daily stresses of our positions overshadow the bigger picture. We spend all our time reacting to daily tasks, rather than pursuing long-term goals and focusing on building relationships. By broadening our perspectives, we can take a more proactive approach that allows for more effective planning.
- Managing and planning for change. 2017 was a turbulent year of changing priorities. This trend seems destined to continue in the upcoming year. Many changes are beyond our control, but it is important to understand that, at a minimum, we have control of how we respond to these changes. Developing a more flexible mindset allows us to be resilient in the face of even the most difficult circumstances.
- Time management. Individuals and organizations alike face the reality of needing to do more with less. Improving the efficiency and productivity of work-related tasks has a major impact on your overall performance. Effectively managing your time also reduces the stress of feeling overworked and allows you to pursue personal development to advance your career.
Regardless of your role or the specific goals on your individual development plan, focusing on these three skills ensures improved performance and productivity. Though this time of the year is often hectic and full of uncertainty, it also presents an opportunity to take control of your future and commit to new opportunities for personal and professional growth.
These topics, and many others, are covered in the updated Professional Government Supervisor Program. Design a curriculum that meets your personal development needs and allows you to succeed in the upcoming year.
Great insight, and I could relate to this a lot.These are very key. I see it where I work too. I do not know if it’s just executives using buzz words, but they often are speaking these three things. Of them, I believe time management is supreme. The idea of “doing more with less” like you suggested really does keep coming up, and there’s always something more critical that comes up than the urgent, critical matter you may currently be handling. Everything is clearly not critical. But unfortunately, everything really IS critical to the people at the top. That’s where time management comes into play, which goes hand in hand with prioritization. Some things are just more critical than others on the critical scale. The frustrating thing is, when you work on a team with a good work ethic that gets everything done, executives often think, “See, you don’t need more people. You got everything done on time and in an exemplary manner.” Never mind we burnt ourselves out doing it, working extra hours tirelessly. But, that’s another whole matter for another discussion. We seem to stray away from work/life balance provided we achieve our goals and objectives. C’est la vie.