It was an insightful Tuesday morning at the National Academy of Public Administration on June 25, 2019. A panel of four senior leaders in Federal workforce development came together to present their perspectives on “Identifying and Addressing Skill Gaps: Innovative Federal Practices”. Their presentations helped us understand the challenges they are currently facing and learn […]
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Unlocking untapped potential within Federal data will help grow the economy, increase efficiency in government, and better address complex problems using data-driving approaches. To stay competitive globally, it is imperative that we make data more usable and accessible.” Suzette Kent, Federal chief information officer.
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Last week, many Management Concepts colleagues and Department of Defense (DoD) Financial Managers attended the American Society of Military Comptrollers (ASMC) Professional Development Institute (PDI) 2019 in San Antonio, Texas. There was a wealth of information presented through workshops, educational sessions, and mini-courses. There were numerous speakers from DoD and industry who presented useful information, however, one speaker’s message caught our attention – that of Productivity Strategist, Eric Papp.
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Nothing is constant but change. While the qualities and skill-levels of your organization’s leaders may have been top-rate when they were appointed, constant innovation and evolving priorities can transform a well-equipped leadership team into one that struggles to meet basic requirements. On which end of the spectrum does your agency’s leadership reside? Let’s explore the process of identification and assessment.
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The value of Emotional Intelligence (EI), or “the ability to identify and manage your own emotions and the emotions of others,” is increasingly being used as a cognitive leadership tool to enhance the effectiveness of communication in the public and private sectors. In our recent webinar, Emotional Intelligence, The Use of Emotional Intelligence for Effective Relationships, we defined EI and described ways it impacts our daily lives. Let’s take a closer look at four of the characteristics that are common among emotionally intelligent leaders and explore steps we can take to improve our own EI as leaders:
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As we discussed in Part I and Part II, the onslaught of technological advances we have experienced in recent years has forever changed the way we live and work. In this final part of our series, we will examine how panel experts have addressed workplace culture issues that directly impact the Federal workforce.
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