Politicians tend to appoint to government’s most influential decision-making positions their family members, friends, paramours, significant others, chief donors and key supporters. These people often see that their main mission is to help their politicians gain the name recognition they need to continue to get elected to office every two to four years. Consequently, many appointees use their positions to dream up costly, politically motivated initiatives designed to make a headline or photo opportunity for them and their politicians. The initiatives make great sound bites, but in reality often lack not only a working knowledge of available resources but also the contextual awareness and detail to coordinate the various operational elements to make programs effective.
As a former statewide government program administrator, I improved underperforming government services by instilling pride and focussing employees on performance and productivity processes. The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context explains that government has challenges with efficiency often because its leaders only function within two of the three MRC essentials necessary to achieve effective operations.
Even simple things are overlooked like coordinating the job titles and partner relationships that are necessary to provide services in ways that deliver meaningful outcomes to the public. While many appointees can recite a government agency’s mission statement, their behaviors painfully demonstrate to gifted and skilled civil servants that they have no actual experience in what they are tasked to manage or oversee.
The new initiatives often are out of synch with why the program was established, and how it was set up to operate. The heavy handed way appointees tend to go about implementing them demonstrates the lack of people skills and leadership abilities necessary to effectively coordinate large numbers of people across multiple departments. Many a civil servant has been idled as a result.
As a former statewide government program administrator, I improved underperforming government services by instilling pride and focussing employees on performance and productivity processes. The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context explains that government has challenges with efficiency often because its leaders only function within two of the three MRC essentials necessary to achieve effective operations.
Even simple things are overlooked like coordinating the job titles and partner relationships that are necessary to provide services in ways that deliver meaningful outcomes to the public. While many appointees can recite a government agency’s mission statement, their behaviors painfully demonstrate to gifted and skilled civil servants that they have no actual experience in what they are tasked to manage or oversee.
The new initiatives often are out of synch with why the program was established, and how it was set up to operate. The heavy handed way appointees tend to go about implementing them demonstrates the lack of people skills and leadership abilities necessary to effectively coordinate large numbers of people across multiple departments. Many a civil servant has been idled as a result.
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