Where Are the Leaders in Government?

It is unfortunate that it has taken this long for the realities of how the government operate is being exposed. In addition to the endless layers of bureaucracy and hierarchy the financial waste would amount to $100 millions. This article is just a small look into what is really going on.

What is even more unfortunate is I fear nothing will change. My fears are unfortunate (possibly justified by what I read in this article). What is also unfortunate is many bloated government agency’s unwillingness to change because of a lack of creativity and courage and for some people, watching their retirement countdown clocks as they eagerly anticipate getting nice pensions.

Mike Mears offers an important and insightful commentary on a significant issue for the performance of organizations, both public and private. As a former federal executive, I would “second” what Mike has to say here; in my experience, his analysis and observations are right on the money. That said, it is important not to overlook two things: 1st, the ranks of the federal government are filled with talented and dedicated people, who are as driven and serious about accomplishing strategic objectives as their counterparts in for-profit and not-for-profit enterprises; we can, and must, change what holds them back. That relates to the 2nd point: Mike is talking about management theory and training that is not unique to government; generations of managers have been schooled, formally and informally, in the exercise of management by “control”. I have worked in the private sector as well, and the flaws in this approach to management are just as evident; lest anyone doubt this, look no further than the other articles and research available through the Gallup Management Journal. There are lots of pretty bright people who have served in government over the years, and who have thought about and worked to implement the best management practices that could be adopted to improve organizational performance. The real point of Mike’s article, it seems to me, is not a focus on the shortcomings of government organizations per se, but instead a call for a more fundamental need to change how we think about “management”. Mike rightly observes that an important step is to change our mindset of control, for a mindset of accountability. Many managers will find this challenge of “letting go” of the “tools” their authority gives them -- the authority to compel, the authority to punish, and the authority to reward -- to be unsettling; they may feel they lack the skills (and perhaps the self-confidence) and in some cases the interest to approach the task differently. The need for agility, speed, and innovative thinking that provide competitive advantage to high performance organizations in today’s competitive markets, all point to the need for a different management model; one that takes a systematic approach to the “people” part of the enterprise, and how we attract, reward, develop, and groom employees for future leadership roles. The Gallup Q12 attempts to get managers thinking, systematically, about the attributes of a different approach to “traditional” “command and control” thinking. Mike Mears has offered a thoughtful analysis of why a different approach is needed, and it merits a broader audience.

Mike Mears has written a very insightful piece. He speaks the truth and yet points to hope. Hopeful young people are once again coming in droves to serve in government as a result of 9/11. The CIA in particular has benefited from the influx. They are enthusiastic, eager learners, filled with initiative and great ideas. They believe in work-life balance and are eager to find leaders whom they can trust and follow. The truth is that there are precious few leaders who model the characteristics that they want to emulate--courage, humility, and integrity. The hope is that they will not remain loyal to institutions as previous generations did in the past...they will vote with their feet if they don't find the leaders they deserve. Loyalty must be earned and leaders will have to learn the hard way or find themselves without followers.